mgmt final notes

task roles

* initiator
* coordinator
* orienter
* devils advocate
* energizer
* procedural technicican

initiator

proposes new ideas

coordinator

gets members to work together

orienter

determines the direction of the team’s discussion

devils advocate

offers challenges to team’s status quo

energizer

motivates the team to strive for better

procedural technician

performs routine tasks to keep progress moving forward

team building roles

* encourager
* harmonizer
* compromiser
* gatekeeper/expediter
* standard setter
* follower

encourager

praises the contributions of other team members

harmonizer

mediates differences between group members

compromiser

attempts to find the halfway point to end conflict

gatekeeper/expediter

encourages participation

standard setter

expresses goals for team to achieve

follower

accepts the ideas and direction of teammates

individualistic roles

* aggressor
* blocker
* recognition
* slacker
* dominator

aggressor

deflates teammates expresses disapproval with hostility

blocker

acts stubbornly resistant and disagrees beyond reason

recognition seeker

brags and calls attention to self

slacker

acts cynically, nonchalantly or goofs off

dominator

manipulates team members for personal control

task interdependence

the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team

goal interdependence

the degree to which team members have a shared goal and align their individual goals with that vision

outcome interdependence

the degree to which team members share equally in the feedback and rewards that result from the team achieving its goals

task interdependence types

* pooled
* comprehensive
* sequential
* reciprocal

pooled

group members complete their work assignments independently, and then this work is simply added together to represent the group's output

sequential

group members perform different tasks in a prescribed sequence, and members depend on only the member who comes before them in the sequence

reciprocal

group members interact with only a limited subset of other members to complete the team's work

comprehensive

highest level of interaction and coordination among members

disjunctive tasks

the effectiveness of the group will rely on the person with the highest level of relevant ability

\
trivia - only 1 person needs to know

conjunctive tasks

team needs everyone to have relevant abilities because success of group depends on weakest link

\
relay race (one fails, you lose)

additive tasks

success of group is dependent on each member contributing their share of the output

\
relay race (fast makes up for slow)

value in diversity problem solving approach

diversity is beneficial because it provides a larger pool of knowledge and perspectives

similarity attraction approach

diversity could have negative effects on effectiveness if members avoid interacting with others who are different from them

organizational power

derived primarily from persons position within the org

reward

person in power controls resources person wants

coercive

person has control over punishments

legitimate

formal authority, has a title

personal

ability to influence others regardless of position

referent

others want to identify or be associated with person

expert

ability to influence due to deep knowledge in particular field

contingency factors

certain situational factors increase/decrease the amount of influence the types of power have on followers

four contingency factors

* substitutability
* discretion
* centrality
* visibility

substitutability

control over resource can use power to influence

discretion

degree to which managers have the right to make decisions on their own

centrality

shows how important someone’s job is

visibility

how aware others are of leader’s power

rational

trying to convince someone with reason, logic, or facts

inspirational

trying to build enthusiasm by appealing to others emotions, ideals, or values

consultation

getting others to participate in planning, making decisions, and changes

collaboration

attempting to make it easier for target to complete the request by offering assistance, removing obstacles or providing resources

exchange

making express or implied promises and trading favors

pressure

demanding compliance or using intimidation or threats

legitimating tactics/upwards appeals

basing a request on ones authority or right, organizational rules or policies, or express or implied support from superiors

organizational politics

actions by individuals that are directed toward the goal of furthering ones own self interest possibly at the expense of the organization

competing

high assertiveness, low cooperation; results in win lose solution, occurs when one party has more power, uses hard forms of influence (pressure or coalitions), losing party has negative reaction, useful when quick decision is vital and have right answer

avoiding

low assertiveness, low cooperation; simply stay away or postpone conflict as long as possible hoping it will go away; may be good to let parties cool down, issue isn't important or there are others that are, perceive no chance of alleviating your concerns, let others resolve it more effectively, doesn't get rid of problem and most likely leads to bad results for everyone involved

accomodating

low assertiveness, high cooperation; one party gives in to the other party; you have much less power than the other, the issue isn't that important to you, maintains harmony, may gain negotiating credits for later conflicts

collaborating

high assertiveness, high cooperation, two parties work together to find a mutually beneficial result; work to find win win solution, seen as MOST EFFECTIVE, likely a balance of power, can gain high level of commitment from both sides, provides opportunities to learn and gain insight

compromise

moderate assertiveness and cooperation, each side gives in on some points and gains on others; likely a balance of power, can lead to a quick, temporary solution until a final one can be hammered out, neither side gets all it wants

preparation

each party determines what its goals are for the negotiation and whether or not the other party has anything to offer

exchanging info

non confrontational process in which each side makes a case for its position (involves a lot of sharing and questioning)

bargaining

give and take discussion leading to an agreement

closing and commitment

formalize the agreement in writing or with a handshake

mediation

third party tries to get the negotiations back on track by providing an unbiased opinion to get the parties to reach an agreement; has no ability to dictate a solution

* get flow going
* cannot force a resolution

arbitration

third party listens to the cases for each side and makes a decision

* Traditional: arbitrator listens to both sides and can create a solution based on the cases brought by each side (WORD FOR WORD)
* Final offer: arbitrator chooses one of the party’s solution

leader effectiveness

the degree to which the leaders actions result in the achievement of the units goals, the continued commitment of the units employees and the development of mutual trust, respect, and obligation in leader member dyads

leader emergence

becoming a leader either through being placed in a position of influence by an outside agent, the members of a group or through one's own choice

leader-member exchange theory

role taking

leader presents expectations for followers and followers attempt to fulfill those expectations

role making

on going relationship between leader and follower develops placing member into the in or out group

in group

trusted assistants who have better relationships with leaders and receive more work related benefits

* Receive more attention and support from the leader, rate higher on motivational factors, rate bosses higher, experience less role related stress

out group

hired hands

* More likely to file grievances, may see leader as treating them unfairly

autocratic

leader makes the decision alone without asking for opinions of the employees in the unit

(no follower involvement)

consulative

the leader presents the problem to individual/group of employees asking for their opinions before ultimately making the decision himself

\
(employees have say)

facilitative

leader presents the problem to a group of employees and seeks consensus on a solution making sure that his or her own opinion receives no more attention or weight than anyone else

delagative

the leader gives an individual employees the responsibility for making the decision within some set of specified boundary conditions

(leader has zero input)

life cycle theory of leadership

challenge for leader is to identify follower readiness and then match it with appropriate style called for the model

telling

when follower is unable to do the task, lacks commitment, confidence, and willingness (high task, low relationship)

selling

follower is motivated to make an effort but lacks the ability

(high task, high relationship)

participating

when follower has the ability but is insecure, apprehensive, or unwilling to use that ability

(high relationship, low task)

delegating

when follower has the ability and the willingness

(low relationship, low task)

transformational leadership

ability of the leader to coax performance beyond expectations from employees; building to it varies according to 2 dimensions (passive v active and effective v ineffective)

idealized influence

behaving in ways that earn the admiration, trust, and respect of followers causing followers to want to identify with the leader; behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards

inspirational motivation

involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm

intellectual stimulation

leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways; leader gets employees to realize the importance of their efforts and contribution to the org so that the individual works for the goals of the org potentially at the cost of their own goals

individual consideration

leader is able to get people to feel that the leader cares for them individually

what is human capital

an orgs employees described in terms of their training, experience, judgment, intelligence, relationships, and insight

job analysis

process of getting detailed info about jobs

job design

process of defining the way work will be performed and the tasks that a given job requires

evidence-based HR

collecting and using data to show that HR practices have a positive influence on the companies bottom line or key stakeholders; HRM must be able to demonstrate its value to the org

corporate social responsibility

the degree to which the org is meeting the needs of stakeholders

sustainability

the ability of the org to make a profit while not depleting its own and the environments resources

how does HR maintain positive employee relations?

preparing and distributing employee handbooks and company publications

stakeholders

parties with an interest in the company’s success

shareholders

community, customers, and employees

five right HR managers shouldn’t violate

* Right of free consent: people have a right to be treated only as they knowingly and willingly consent to be treated\*\*\*


* Right of privacy: people have a right to do as they wish in their private lives, and they have the right to control what they reveal about private activities
* Right of freedom of conscience: people have the right to refuse to do what violates their moral beliefs, as long as these beliefs reflect commonly accepted norms
* Right of freedom of speech: people have the right to criticize an orgs ethics, if they do so in good conscience and their criticism does not violate the rights of individuals in the org
* Right to due process: if people believe their rights are being violated, they have the right to a fair and impartial hearing

assess whether practices are ethical?

* Practices should be fair and equitable


* Practices should result in the greatest good for the greatest number (utilitarianism)\*\*\*
* Respect for basic human resources (life, liberty, and pursuit of happiness)

title VII civil rights act

bars discrimination on the basis of race, color, religion, gender, and national origin

age discrimination in employment act

prevents discrimination in compensation terms, conditions, or privileges of employment against individuals age 40 or older working for employers with more than 20 employees

what are exceptions that allow differences in pay for men and women?

merit, seniority, incentive plans related to quality and quantity of production