Management Fetsch Exam 4

Leadership

The act of influencing others to work toward a common goal

Formal Leaders

Hold a position of authority and may utilize the power that comes from their position to direct others

Informal Leaders

May lack a formal position of authority but demonstrate leadership by influencing others through personal forms of power

Trait Approaches to Leadership

Leadership, traits of intelligence, extraversion, conscientiousness, openness to new experiences, self-esteem, and integrity are qualities someone either has or doesn’t have

Transformation Leadership

Leader emphasizes the organization’s well-being over individuals pursuits

Transactional Leadership

Employees demonstrate the right behaviors because the leader provides resources in exchange

Servant Leadership

Put employees first. Understand their personal needs / desires. Empower them. Help them develop in their careers.

Task-Oriented Leader

Behaviors involve structuring the roles of subordinates, providing them with instructions

People-Oriented Leaders

Behaviors include showing concern for employee feelings and treating employees with respect

Autocratic Decision Making

Leaders make the decision

Democratic Decision Making

Employees participate in the making of the decision

Laissez-Faire Decision Making

Leaders leave employees alone to make the decision. The leader provides minimal guidance and involvement

Communication

The imparting or exchanging of information by speaking, writing, or using another medium

Encoding

The process of turning a thought or idea into a shareable message using words, tone body language, or a specific medium

Medium/Channel

Allows sounds (spoken words) or symbols (written words or signs) to pass

Noise

Anything that interferes with or distorts the transmitted message before it’s received

Barriers to Effective Communication

Filtering

The process of selecting, simplifying, or withholding information as it moves through an organization so that the right people receive only what is most relevant and actionable

Selective Perception

Involuntarily distorting or ignoring information received to suit our beliefs and expectations

Information Overload

Occurs when the receivers information processing demands exceed their capacity (in time, quantity, or complexity)

Emotional Disconnects

Happens when communication is hampered because either the sender or receiver is upset, whether about the subject at hand or about some unrelated incident

Semantics

The study of meaning in communication that notes that words, phrases, or images can mean different things to different individuals

Information Richness

Refers to how much content you can put in a message

Reflective Listening

Repeat back to the sender what was just heard

Motivation

The intention of achieving a goal. Leads to goal-directed behavior

Intrinsic Motivation

Pursuing an activity because it is inherently enjoyable or because the member values the experience

Extrinsic Motivation

Pursuing an activity because the member wants the reward being offered for doing it or because the member wants to avoid the punishment for not doing it

Maslow’s Hierarchy of Needs

As humans satisfy their most basic needs and start looking toward higher-order needs, the satisfied lower level needs no longer serve as competitors

Alderfer’s ERG Theory

Only one type of need may motivate someone at a given time

Herzberg’s Two-Factor Theory

We would expect a reduction in advancement opportunities to result in less job satisfaction

McClelland’s Acquired Needs Theory

The three types of needs that individuals acquire as a result of their life experiences are Power, Achievement, and Affiliation

Equity Theory

Individuals are motivated by a sense of fairness, measured by comparing one's input to output ratio to that of a referent

Benevolents

These individuals give without wanting to receive much in return

Expectancy Theory

Individual's belief that high levels of effort will eventually lead to desired outcomes

Reinforcement Theory

The idea that rewards and punishments are effective at affecting motivation

Job Design

Is one of many decisions that managers must make when engaged in the POL function of orginizing

Giving Performance Feedback

Give employees opportunities to talk. Show empathy and support. Recognize effective performance with specific praise.

Receiving Performance Feedback

When receiving this feedback, you should aim to improve yourself

Entitleds

Expect to receive a lot without giving much in return

Jargon

Is the language of specialized terms used by a group or profession, and it can make communication faster and more precise