Bus 344 Final

Front 1

Leadership

Back 1

is the ability to influence a grouptoward the achievement of a vision or set of goals.

Front 2

Leaders vs Management

Back 2

Leaders: Challenge the status quo. ➢ Create visions of the future. ➢ Inspire organizational members to want toachieve the visions.

Management: Formulate detailed plans.➢ Create efficient organizational structures.➢ Oversee day-to-day operations.

Front 3

Emotional Intelligence importance to leadership

Back 3

without it, a person can have outstanding training,a highly analytical mind, a compelling vision, andan endless supply of terrific ideas, but still notmake a great leader

-With it: can sense others’ needs, listen to what followerssay (and don’t say), and read the reactions ofothers. • can effectively display and manages emotions, making it easier to influence the feelings offollowers

Front 4

Trait theory of leadership

Back 4

based around the personal traits( big 5) Emotional stability, Extroversion, Openness,Agreeableness, Conscientiousness

Front 5

Trait vs Behavioral theories

Back 5

Trait- born with it

Behavioral- can be trained to be a leader

Front 6

Contingency

Back 6

incorporates strategies in which to lead, no one way is the best for every group or situation.

Front 7

Fieldler contingency model

Back 7

effective group performance depends on theproper match between the leader’s style and thedegree to which the situation gives control to theleader.

Front 8

situational leadership theory

Back 8

Successful leadership is achieved by selectingthe right leadership style, which is contingenton the level of the followers’ readiness.

Front 9

Path Goal theory

Back 9

extracts key elements from the OSU leadershipresearch on initiating structure and considerationand the expectancy theory of motivation. ➢ Derived from belief that effective leaders clarifythe path to help followers achieve work goals.

Front 10

Leader participation model

Back 10

relates leadership behavior and participation indecision making. ➢ Leader behavior must adjust to reflect the taskstructure.

Front 11

Transactional leadership

Back 11

The Ohio State studies, Fiedler’s model, path-goaltheory, and the leader participation model are allconcerned with transactional leaders. These kinds of leaders guide or motivate theirfollowers in the direction of established goals byclarifying role and task requirements.

Front 12

Transformational leadership

Back 12

leader is charged with identifying the needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of the group.

Front 13

Personal power

Back 13

comes from a individuals unique characteristics

Front 14

Formal power

Back 14

based on an individuals position in an organization

Front 15

Personal vs Formal (which one works better)

Back 15

Personal power: most effective and positively related to employees, satisfaction with supervision, organizational commitment, their performance.

Front 16

Dependence: the things you control must be perceived as

Back 16

important, scarce, no substitutes

Front 17

Dependence and power

Back 17

related, the more dependent someone is on you the more power you have

- power inversely related to alternative source of supply

Front 18

Reasons for development of organizational politics

Back 18

Need to influence decision making, goals, criteria or process

Front 19

Soft Tactics

Back 19

Soft tactics allow the person to be influenced with more latitude in deciding whether or not to accept the influence than do hard tactics.soft tactics are better for generating commitment and are perceived as more fair than hard tactics.

Front 20

Hard Tactics

Back 20

Hard influence tactics can place more strain on the relationship between the influencing person and the target, especially when the action was unwarranted. Better for getting immediate response.

Front 21

Conflict

Back 21

a process that begins when one party perceives that another party has or is about to negatively affect something the first party cares about

Front 22

Traditional view of conflict

Back 22

all conflict is bad

Front 23

Interactionist view of conflict

Back 23

conflict can be good(is needed for improvement)

functional conflict: supports goals

dysfunctional conflict--> personal conflict bad

Front 24

Conflict process

Back 24

potential opposition or incompatibility, cognition and personalization, intentions, behavior, outcomes

Front 25

Stage 3 Intentions

Back 25

intervene between people's perceptions and emotions and their overt behavior. Have to infer the other's intent to know how to respond to his or her behavior.

Front 26

Competing

Back 26

seeks ones own interests to satisfy his or her own interests regardless of the impact on others

Front 27

Collaborating

Back 27

trying to fully satisfy the concerns of both parties

Front 28

Avoiding

Back 28

withdraw or supress the conflict, or ignore

Front 29

Accommodating

Back 29

party who seeks to appease an opponent may be willing to place the opponents interests above his or her own, making sacrifices

Front 30

Compromising

Back 30

no winner or loser willing to ration the object of the conflict with incomplete satisfaction of both parties

Front 31

Managing functional conflict

Back 31

encourage open frank discussions, realize differences in opinions, emphasize shared interests

Front 32

Distributive bargaining

Back 32

decide how to divide up a fixed amount of resources, a win-lose situation.

Front 33

integrative bargaining

Back 33

negotiations that seeks one or more settlements that can create win-win solution(builds long-term relationships)

Front 34

key challenge in organizations structure

Back 34

design more flexible organizations

Front 35

Boundaryless organizaiton

Back 35

an org that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams

Front 36

Org structure

Back 36

· defines how job tasks are formally divided,grouped, and coordinated

Front 37

Element of Organizational structure

Back 37

down

Front 38

Work Specialization

Back 38

division of labor into separate activities

Front 39

Chain of command

Back 39

less relevant today because of technology(unbroken line of authority that extends from the top to bottom

Front 40

departmentalization

Back 40

grouping jobs together so common tasks can be coordinated

Front 41

Span of Control

Back 41

how many employees a manager can efficiently and effectively direct

Front 42

Centralization and decentralization

Back 42

degree to which decision making is concentrated at a single point in the organization

-decisions with decentralization, low managers, closer to the problem can make decsions

Front 43

formalization

Back 43

-degree to which jobs within the organization are standardized

Front 44

virtual organization

Back 44

typically a small, core organization thatoutsources major business functions. ➢ Also referred to as a modular or networkorganization. ➢ It is highly centralized, with little or nodepartmentalization.

Front 45

Organizational culture

Back 45

a system of shared meaning held by members that distinguishes the organization from other organizations

Front 46

Characteristics that capture essence of orgs culture

Back 46

innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability

Front 47

Subcultures

Back 47

They reflect common problems, situations, or experiences that members face. defined by department designations and geographic separation

Front 48

What role does culture have in organizations

Back 48

Organizational cultures are not neutral in theirethical orientation, even when they are not openlypursuing ethical goals. ➢ Over time, the ethical work climate (EWC),or the shared concept of right and wrongbehavior in that workplace, develops ➢ This reflects the true values of the organizationand shapes the ethical decision making of itsmembers.

Front 49

How do employees learn culture?

Back 49

Stories, legends, myths about key peopleand events •What leaders pay attention to, measureand control •Dress and Appearance •Formal statements and company materials •Time and time consciousness • Relationships •Language and Communication •Work motivation and practices •Values and Norms Copyright © 2015 Pearson Education, Inc.

Front 50

benefits of positive organizational culture

Back 50

Case studies of specific workplaces demonstrate additional, industry-specific benefits, including improved track records on safety, higher patient/customer/employee Copyright © 2015 Pearson Education, Inc. satisfaction, better quality job applicants, etc.

-rewarding more than punishing

-sparks creativity

Front 51

HRM

Back 51

Human Resources Management (HRM)● The process of managing human talent to achieve an organization’s objectives.

Front 52

Why study HRM?

Back 52

Staffing the organization, designing jobs and teams,developing skillful employees, identifying approachesfor improving their performance, and rewardingemployee successes are critical for business success. ● Great business plans, products and services can easilybe copied by your competitors. Great personnelcannot. ● HR management and programs are the conduit through which knowledge is developed and transferred among Copyright © 2015 Pearson Education, Inc. employees.

Front 53

Why study HR?

Back 53

HR is critical to business strategy! ● HR is moving from administrative tasks to strategic partners. ● HR can partner with leadership to drive new products,services, M & A, enter new markets, etc. ● Human resources managers need an intimate understandingof their firms’ competitive business operations and strategies!

Front 54

Human Resources Planning

Back 54

Process of anticipating and making provisions for themovement (flow) of people into, within, and out of anorganization. – HRP is done to achieve the optimum use of the firm’s humanresources, so that it has the correct number and types of employees tmeet organizational goals.

Front 55

Strategic Planning

Back 55

Strategic Planning● Procedures for making decisions about the overall organization’s long-term goals.● Essentially the firms “roadmap.”

Front 56

Strategic Goals of Compensation

Back 56

ATTRACT, RETAIN,MOTIVATE ➢ HR must design a comp systemsthat achieves each of theseelements in alignment withstrategic plans, businessstrategy, and organizationalculture. MUST create an EVP: employeevalue proposition

Front 57

What must be in allginment for HRM

Back 57

· business strategy, HR strategy, HR programsand systems (remember the bullseye model)

Front 58

Planned change

Back 58

Intentional and goal oriented

- Improve the ability of the organization to adaptto changes in its environment. • Change employee behavior.

Front 59

Unplanned change

Back 59

requires reactionary response

Front 60

Overcoming resistance to change

Back 60

Education and Communication

Participation

Building support and commitment

Develop positive relationships

implementing changes fairly

manipulation and cooptation(buying off)

Selecting people who accept change

Coercion(direct threats or force on the resisters)

Front 61

Organizational development

Back 61

a collection of planned change interventions, built on humanistic-democratic value, that seeks to improve organizational effectiveness and employee well-being

-respect for people, trust and support, power equalization, confrontation, participation

Front 62

Major sources of stress for individuals

Back 62

My job

my finances

health

other

Front 63

Managing stress

Back 63

individual: An employee can take personal responsibility forreducing stress levels: ➢ Time-management techniques.➢ Increased physical exercise.➢ Relaxation training.➢ Expanded social support networks.

organizational: Task and role demands can be modified or changed.• Better employee selection and job placement.• Realistic goal-setting.• Redesign of jobs.• Increased employee involvement.• Improved organizational communication.• Employee sabbaticals.• Corporate wellness programs.