BA 350 Final Exam (80%)

MANAGERS

- reactive goal setters
- receive commitment from position
- short term plans
- plan for predictable results
- produce results

LEADERS

- active goal setters
- inspire commitment
- long term plans
- establish direction
- produce change

TYPE I - TRAIT THEORY

Theory that attempted to identify physical/personality attributes and abilities that distinguished leaders

CRITIQUES OF TYPE I - TRAIT THEORY

1. what traits are universally needed are different in different places
2. not all leaders have all traits/ what amount of each trait is needed?
3. does not account for anything else

TYPE II - BEHAVIORAL THEORY

Leaders, not traits are what counts.
Emerged as a response to the deficiencies of Trait theories
Consists of Lewin's 3 Basic types:1. Autocratic: super tense or super calm2. Democratic: more flexibility3. Laissez-faire: chaotic

CRITIQUES OF TYPE II - BEHAVIORAL THEORY

behaviors can change with situations, they are not talked about in these theories. This is descriptive and not about what you do with it

UNIVERSITY OF MICHIGAN'S CONCLUSIONS ON TYPE II THEORIES

determined there were 2 types of behavioral leaders:
1. production centered: favors rules and regulation
2. employee centered: focused on people and relationships

OHIO STATE'S CONCLUSIONS ON TYPE II THEORIES

determined 2 dimensions of leaders:
1. initiating structure: organizing work; clear patterns
2. consideration: favors mutual trust and respect

SCANDINAVIAN STUDIES ON TYPE II

added a third dimension to the Ohio State Studies: development-oriented behavior
- Doesn't account for situations

T/F: the 2 dimensions of the Ohio State Studies can be independent (meaning one leader can be high on one dimension and low on another)

T

TYPE III THEORY

Fiedler's Contingency Theory which states that some leaders are task-oriented and some are relationship oriented:
1. some leaders are task oriented
2.Some leaders are relationship-oriented
3.Position power (is there legitimate authority)
4.Leader/member relations All (quality of relationships)
-positive terms - high LPC (relationship)/ Negative terms - low LPC (task)
-Highly favorable situation - high on all dimensions/Highly unfavorable situation - low on all dimensions

T/F: According to the Type III Theory, based on traits in situations, leaders may need gratification with atmosphere

T

According to type III theory, what are task-oriented leaders gratified with?

task completion

According to type III theory, what are relationship-oriented leaders gratified with?

building relationships

if a leader is high LPC on the Least Preferred Co-Worker Scale, what type of leader are they?

relationship-oriented

if a leader is low LPC on the Least Preferred Co-Worker Scale, what type of leader are they?

task-oriented

TYPE IV THEORIES

Situational Behavior theories:
-task behavior: where, when, and the how
-relationship behavior: Social and emotional support
Amount of direction (task behavior) and amount of socioemotional support (relationship behavior) needed in a given situation is determined by the followers' level of readiness

according to type IV theory, what is the objective of task behavior?

accomplishing the where, when and the how

according to type IV theories, what is the objective of relationship behavior?

achieving social and emotional support

LEADERSHIP QUALITIES (IBM STUDY)

-top trait in north America that CEO saidCreativity (60%)Integrity (52%)Global Thinking (35%)Influence (30%)Openness (28%)Dedication (26%)Focus on sustainability (26%)

SUCCESSFUL V. DERAILED MANAGERS

1) Successful: those who fill the top 10-20 positions in an organization; realize their potential
2) Derailed: manager who becomes stalled, plateau, demoted, or fired-problems with interpersonal relationship, difficulty molding staff, difficulty adapting, overdependent, can't trust

TRANSACTIONAL V. TRANSFORMATIONAL

1) Transactional: uses formal rewards and punishments to manage followers; focus on individual transactions"You do this for me, and I do this for you"
2) Transformational: inspires and excites followers to high levels of performance; encompassing, transforming."Get people to do things that they normally wouldn't do"

CHARISMATIC LEADERSHIP

- uses personal abilities to produce profound and extraordinary effects on followers
- unique and powerful gifts

SITUATIONAL CHARACTERISTICS

1) Crises (ex: depression)
2) Task interdependence: glue between group members
3) social network: spread word faster
4) Other situational characteristics (innovation, downsizing, time)

AUTHENTIC LEADERSHIP

Passionate about goals and mission of company, display corporate values in the workplace, form long-term relationships with stakeholders

EMOTIONAL INTELLIGENCE

whether you play well with others

5 DIMENSIONS OF EMOTIONAL INTELLIGENCE

1. self-awareness
2. self-management
3. self-motivation
4. empathy
5. social skills

MALE V. FEMALE LEADERS

1) 2nd-generation women succeeding BECAUSE of feminine characteristics
2) Rosener study: men described self as more transactional(exchange); women described self as more transformational(change, reaching goals)
3) Eagly & Carli study 4 factors:Women- aspirations and attitudes have changed over time, they want to be CEOs, people are getting married later and not having children
Leadership roles-in the past when you did studies on leader it was always male type - aggressive\--- now it has changed, nurturing is ok now
Organizational practices- through legislation and different practices there is not an all boys network, some practices have changed

SECTION 703 OF CIVIL RIGHTS ACT TITLE VII

Unwelcome sexual advances, requests for sexual factors, and other verbal or physical conduct of a sexual nature:- submission is made explicitly or implicitly a term of an individual's employment
- submission or rejection is used as a basis for employment decision affecting the individual
- Such conduct has a purpose or effect of unreasonably interfering with a person's work performance or creating an intimidating, hostile, or offensive work environment

PRIMA FACIE

Evidence sufficient enough for use in a case

QUID PRO QUO

Unwanted activity in exchange or benefit or loss of benefit
"This for That"

SEX DISCRIMINATION

- are you favoring one group over another?- can also discriminate against a customer

VICARIOUS LIABILITY

indirect legal responsibility

3 TYPES OF SEXUAL HARASSMENT

1. gender harassment
2. unwanted sexual attention
3. sexual coercion

GENDER HARASSMENT

-jokes or sexual jokes about men or women

UNWANTED SEXUAL ATTENTION

subtle touching or constant pressure for dates

SEXUAL COERCION

- demanding certain sexual behaviors- forcing someone to do sexual acts for something in return

SEXUAL HARASSMENT STATISTICS

- 40-90% of women have been sexually harassed
- 2015: 12,573 cases reported to the EEOC
- 17.1% reported by men
- costs F500 companies $6.7 million per year

when is sexual harassment more likely?

- when complaints are not taken seriously- when the harasser isn't punished- in male-dominated workplaces

MANAGEMENT RESPONSIBILITY FOR SEXUAL HARASSMENT

- Develop strongly-worded policy about SH and its unacceptability
- Make everyone in organization responsible
- Communicate policies to all on continual basis
- Encourage victims to come forward
- Guarantee prompt investigation
- Keep complaint confidential
- Train employees on nature of SH and the org's stance
- MOST IMPORTANTLY: take every complaint seriously

POSSIBLE HARASSEE ACTIONS

- confront harasser
- get support from coworkers
- seek a pattern of behavior
- keep a diary or log of behavior
- talk to organization's representative
- file a formal complaint through grievance procedures
- file a formal complaint with the state/city Division of Human Rights or EEOC
- file a charge with the police
- contact a lawyer if necessary

WHISTLEBLOWING

1. Speaking out from within an org to expose a social problem2. Dissenting from dominant views or practices3. Formal complaint about activities of employer or co workers
\#3 most popular

PROCEDURES FOR WHISTLEBLOWING

- plan/prepare for whistleblowing
- complain to boss/higher management
- have relevant documents
- obtain media coverage
- contact other whistleblowers
- choose appropriate time/circumstances to speak out

MOTIVATIONS FOR WHISTLEBLOWING

- integrity \#1
- altruism
- public safety
- justice
- self-preservation

CHARACTERISTICS OF WHISTLEBLOWERS

- hard working
- conscientious
- believe in the "system"
- speaks out when a problem arises
- has faith that someone will provide justice

RETALIATION AGAINST WHISTLEBLOWERS

- ostracism/ blacklisting
- reprimands
- demotion
- transfer
- slander
- dismissal

WORLDCOM

Cynthia Cooper - VP of Internal Audit
Whistle blowing case where CEO refused to listen to complaints

SARS

Whistle blowing case where Chinese man (Jiang Yanyong) asked hospital to file complaint and wouldnt
Seen as public hero

SPYING IN THE WORKPLACE STATS

Monitoring of employees' phone calls, email, computer, voicemail, internet
- 77.7% of companies spy on employees
- 63% of company monitor employee internetactivity directly
- 27% of company have fired employees for misuse of internet
- 70% of all internet porn traffic occurs during the 9-5 workday

MANAGER'S CASE AGAINST SPYING

- leads to a decrease in job satisfaction and productivity
- unethical
- self-fulfilling prophecy

EMPLOYEE'S CASE AGAINST SPYING

- personal life is violated
- volatile workplace
- no evidence of productivity improvements with spying

MANAGER'S CASE FOR SPYING

- productivity increases
- legal issues
- misuse of resources

EMPLOYEE'S CASE FOR SPYING

- fairness for all
- committed employees will be rewarded
- lack of work values

WORK PLACE AGGRESSION

- expressions of hostility
- obstructionism
- overt aggression

EXPRESSIONS OF HOSTILITY

something verbal, symbolic, saying mean things to someone, shouting

OBSTRUCTIONISM

- trying to hamper someone else's productivity
- not giving them resources, not telling them where to find something

OVERT AGGRESSION

- obvious and explicit
- actual assault

HOW AGGRESSION IS JUSTIFIED

1) Hostile attribution bias
2) Potency bias
3) Retribution bias
4) Derogation of target bias
5) Social discounting bias

HOSTILE ATTRIBUTION BIAS

- the belief that people are always out to get you- paranoid about all acts

POTENCY BIAS

everything is a contest about who is strong and weak

RETRIBUTION BIAS

revenge against someone to justify your actions

DEROGATION OF TARGET BIAS

seeing someone as evil, think that they're bad

SOCIAL DISCOUNTING BIAS

you're going to do what you think is right so you'll act as you want

WORKPLACE BULLYING

repeated and unreasonable behavior directed toward an employee or group that has created a risk to health and safety

EXAMPLES OF WORKPLACE BULLYING

- Talking about others- Continuous interrupting- Flaunting status or authority- Belittling someone- Repeated failure to respond- Silent treatment- Insults, yelling- Verbal forms of sexual harassment- Staring, dirty looks- Faint praise

WORKPLACE VIOLENCE

aggressive behavior that can range from threats/verbal abuse to physical assault/homicide

HARM MODEL

- Harassment: condescending, lies about coworkers, cussing at people
- Aggression: shouting, slamming doors, spreading damaging rumors. damaging others' belongings
- Rage: intense behavior, physical or emotional harm, creating fear
- Mayhem: physical violence or destruction of property

what is organizational culture?

- a pattern of basic assumptions considered valid- taught to new members as the way to perceive, think and feel in the organization- the organization's personality

CLIMATE V. CULTURE

Climate: manifestation of culture; organizational themes and goals
Culture: pattern of basic assumptions considered valid; taught to new members as a way to perceive, think, and feel in the organization (personality)

LEVELS OF CULTURE

1) Artifacts
2) Values
3) Assumptions

ARTIFACTS

- visible, but often not decipherable- personal enactment, ceremonies and rites, stories, ritual symbols

VALUES

- a greater level of awareness- testable in physical environment and only by social consensus

ASSUMPTIONS

- taken for granted invisible preconscious- relationship to environment- nature of reality, time, and space- nature of human nature- nature of human activity- nature of human relationships

what is organizational justice?

a fairness concept

FUNCTIONS AND EFFECTS OF STRONG CULTURE

- identify and commitment for organizational members
- sense-making device: strong culture makes people feel good/ok with whatever happens
- reinforces the values of the organization
- control mechanism for shaping behavior

T/F: the more repeated the values, the weaker the culture

F: the more repeated the values, the stronger the culture

LEADER'S ROLE IN SHAPING CULTURE

-what leaders pay attention to
-how leaders react to crises
-how leaders behave
-how leaders allocate rewards
-how leaders hire and fire employees

ORGANIZATIONAL SOCIALIZATION

Making an outsider become an insider

ANTICIPATORY SOCIALIZATION

what you see before you get there

OUTCOMES OF SOCIALIZATION

- performance- satisfaction- mutual influence- low levels of distress- intent to remain

INDIVIDUAL CORPORATE CITIZENSHIP

Personal gratification, make a difference, find friends, place to belong, network, sharpen career skills, etc...

ORGANIZATIONAL CORPORATE CITIZENSHIP

- enhance sales and marketing
- enhances corporate image
- ability to attract employees
- employee morale and unity

ORGANIZATIONAL JUSTICE

1) Distributive
2) Procedural
3) Interactional

DISTRIBUTIVE JUSTICE

about the fairness of the outcome

PROCEDURAL JUSTICE

the fairness of the process in which outcomes are allocated

INTERACTIONAL JUSTICE

being treated well/poorly (fairly) in the same way

OCCUPATIONAL CHOICE DETERMINANTS

-personality/ interests
-skills set- naturally
-social class
-parents' occupation- what did your parents do? if accountant you are likely to be one
-economic conditions- your state's economy
-geography - where do you live? Iowa- farmer

HOLLAND'S THEORY (6 TYPES)

1. Realistic: Stable, persistent, outdoors, mechanical, like to work with animals, plants ie. mechanics, forest rangers
2. Investigative: Curious, analytical, independent, methodical, preciseie. detective, analyst, researchers, surgeons
3. Artistic: Imaginative, expressive, nonconforming, impulsiveie. advertising, design, architect, artist
4. Social: Generous, cooperative, sociable, like people, don't like activities with tools.ex.: sales, social worker, counselors
5. Enterprising: Ambitious, energetic, influence people, manage, persuade, lead othersie. politics, life coach, entrepreneur, lawyers, real estate, managers
6. Conventional: Efficient, practical, obedient, systematic, work with data, filing records, reproducing, caring out details.ex. accountants, clerical, office manager.

ORGANIZATIONAL CHOICE

1) Expectancy: maximize all the outcome and choice, logical rational process
2) Satisfying view: make a choice based on few criteria, self-justifying later

REALISTIC JOB PREVIEW

both positive and negative information given to potential employees about the job, giving them a realistic picture of the job

BENEFITS OF REALISTIC JOB PREVIEWS

- early withdrawal of candidates- save money for organization- individuals are less disappointed- better image of company- uncertainty reduction- higher organizational commitment and job satisfaction- better matches overall

PSYCHOLOGICAL CONTRACTS

An implicit agreement between the individual and the organization that specifies what each is expected to give and receive in the relationship
-Individuals expect to receive salary, status, advancement, opportunities, and challenging work to meet their needs
-Organizations expect to receive time, energy, talents, and loyalty in order to meet their goals.
-Begins with entry, but the contract is modified as the individual progresses through the career

TYPES OF CAREERS

1. Steady state career: one type of job the entire career
2. Linear career: you have a sequence of jobs that progress in terms of responsibility, level, and hierarchy. (advancing)
3. Spiral career: have a bunch of different jobs that build on each other-- not the same type, but based on the same skill set
4. Transitory career: people who changes jobs frequently, all the jobs are different from each other

CAREER STAGE MODEL

1. establishment
2. advancement
3. maintenance
4. withdrawal

ESTABLISHMENT STAGE

- age 18-25- learn about the job, learning to fit in, starting to become independent

ADVANCEMENT STAGE

- achievement oriented- 25-45- building confidence- high growth period- at age 30 there's a transition point (go back to school?)- after 30, people will fit their interests to their lifestyles- employers like the age range 25-35

MAINTENANCE STAGE

- a 30 degree angle, slowly done trajectory- mid-career crisis at 50- sabbaticals which are used to give people a change to find something that will line with their career- people plateau- might let people coach other people

WITHDRAWAL STAGE

- age 60 - 65- preparing for retirement or going into retirement- people start thinking about mortality- people need a purpose and things to do- bridge employment (transition job)

CAREER ANCHORS

- technical and functional competence
- managerial competence
- autonomy and independence
- creativity
- stability and security

GROWTH OCUPATIONS

1. Registered Nurses2. Retail Sales3. Home Health Aides4. Personal Care Aides5. Office Clerks, General6. Food Prep and Servers7. Customer Service Reps8. Heavy and tractor trailer drivers9. laborers10. postsecondary teachers