Exam 4 Management

ch11 done, ch 12 done, ch 14

Leadership Function

• Leadership Function - ability to influence others but first to understand them

• Introduction to Leading

• Leadership

  • Motivating, directing and otherwise influencing people to work hard to achieve the organizational goals

• Covers the Informal Aspects of organizational behavior

  • Skills needed for supervising, motivating individuals and groups

    • How this changes from being a manager to a leader

    • Role of Communication in mastering exchange of information

• Chapter 11

  • Managing individual differences and individual behavior

• how people go from values to behavior

Why Organizational Behavior Matters

• how people fit in org

• Managers

  • Depend on human cooperation

  • Need to understand employee personality, traits and attitudes

    • Key to understanding organizational/job behavior

• Want to develop and reinforce positive attitudes

  • Positive, happy people are healthier, more effective and more productive

• Individual behavior influences group behavior which influences organizational behavior

  • Manager’s job to influence employees to do their best

    • Yet, individual differ when it comes to personality, values, attitudes and perception

Model of Individual Behavior

the charcateristics have an impact on motivation, ability and role perceptions which come together to drive behavior

Personality and Individual Behavior

• First, need to understand the role of personality in driving individual behavior

  • Influences how people perceive and act within the organization

• Personality

  • Stable psychological traits and behavioral attributes that give a person his or her identity

  • Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics with how you process things

  • crytsallizes in early to mid 20s

• the big 5 personality dimensions

• core self-evaluations

• emotional intelligence: understanding your emotions and emotions of others

Big 5 Personality DImensions (OCEAN) — scale

• Extroversion - scale

  • how outgoing, talkative, sociable, and assertive a person is

• Agreeableness

  • how trusting, good-natured, cooperative, and soft- hearted one is

• Conscientiousness

  • how dependable, responsible, achievement-oriented, and persistent one is

• Emotional stability

  • how relaxed, secure, and unworried one is

• Openness to experience

  • how intellectual, imaginative, curious, and broad-minded one is

Charlie Brown Theory of Personality

• Snoopy - socialable/extrovert, openness to experience

• Charlie - low in emotional stability

• kid with teddy - open to experience

• girl - low agreeableness

• kid with piano - high conscientiousness - persistent

5 Factor Personality and Organizational Behavior

• Extroversion

  • Linked to sales and management performance

  • Related to social interaction and persuasion

• Agreeableness

  • Effective in jobs requiring cooperation and helpfulness

• Conscientiousness and emotional stability

  • Motivational components of personality

  • Strongest personality predictors of performance

• Openness to experience

  • Linked to higher creativity and adaptability to change

• Emotional Stability

  • Linked to ability to deal with stress

Core Self-Evaluation

*look at individual level to know what people need to influence or persuade to get work done

1. Self-efficacy

• belief in one’s ability to do a task versus learned helplessness

• Therefore, assign jobs to build/enhance people’s perceptions of their self-efficacy

  • Goal difficulty needs to match individuals perceived self-efficacy

• generalized self-efficacy: represents belief in one’s general ability to perform across diff situations

• want high self-efficacy

2. Self-esteem

• the extent to which people like or dislike themselves, their overall self- evaluation

• Therefore, Handle failure differently

  • low self –esteem sees failure as individual weakness

  • High self-esteem sees failure as either a learning experience or challenge

3. Locus of control

• indicates how much people believe they control their fate through their own efforts

• internal - believe you control your own fate

• external - believe world drives your outcome

• Therefore,

  • Expect different degrees of structure and compliance for each type

  • Employ different reward systems for each type

4. Emotional Stability

• The extent to which people feel secure and unworried and to which they are likely to experience negative emotions under pressure

• Low levels are prone to anxiety and tend to view the world negatively

• High levels tend to show better job performance

5. Emotional Intelligence (key personality trait)

• ability to cope, empathize with others, and be self- motivated

• Why is this key?

  • Improves social relations, better family and intimate relationships, perceived as being more positive, higher academic achievement and better psychological well-being

• 4 Components

  • Self-awareness

  • Self-Management

  • Social awareness

  • Relationship Management

• ability to monitor your and other’s feelings and to use this info to guide thinking and actions

• to help build EI:

  • develop awareness of EI level

  • learn about areas needing improvement

The Components of Emotional Intelligence

• Emotional Intelligence - The ability to carry out accurate reasoning about emotions and the ability to use emotions and emotional knowledge to enhance thought.

Classifying Personality Traits

• Myers Briggs Type Indicator (MBTI)

  • A general personality assessment tool that measures the personality of an individual using four categories:

    • Social interaction: Extrovert or Introvert (E or I)

    • Preference for gathering data: Sensing or Intuitive (S or N)

    • Preference for decision making: Feeling or Thinking (F or T)

    • Style of decision making: Perceptive or Judgmental (P or J)

Personality Types in Different Cultures

• The Big Five model is used in cross-cultural studies

  • Differences are found in the emphasis of dimensions

• No common personality types for a given country

  • A country’s culture influences the dominant personality characteristics of its people

• Global managers need to understand personality trait differences from the perspective of each culture

Values, Attitudes, and Behavior

• Organizational behavior (OB)

  • Dedicated to better understanding and managing people at work

  • Tries to help managers explain and predict work behavior, so they can better lead and motivate their employees to perform productively

  • focuses on individual and group behavior

• Values

  • Abstract ideals that guide one’s thinking and behavior across all situations, how you perceive world, think about yourself

• Attitude

  • A learned predisposition toward a given object

  • Directly influence our behavior

  • tend to mimic attitudes of role models when young

  • experiences may affect/change

Attitudes and Individual Behavior

• Individual Values and Attitudes affect Individual’s behavior

• Attitudes

  • Predisposition (feeling or belief) towards a given object (people, events, etc.)

  • As such, they are influenced by values and by personality

• 3 Components

  • Affective

    • I feel – feelings or emotions about a situation

  • Cognitive

    • I believe – beliefs and knowledge about a situation

  • Behavioral

    • I intend – intends or expects to behave towards a situatio

Components of Attitudes

• how do you feel and think about job

• job satisfaction - correlated with productivity and work

Behavior: how values and attitudes affect people’s actions and judgments

• Values (global) and attitudes (specific) are generally in harmony, but not always.

• A manager may put a positive value on helpful behavior (global) yet may have a negative attitude toward helping an unethical co-worker (specific).

• Values and attitudes influence people’s workplace behavior— their actions and judgments.

Attitudes and Individual Behavior

• Cognitive Dissonance

  • the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior

    • ex. law abiding citizen jaywalk

  • How do people tend to deal with dissonance?

    • Depends on level of importance, control, rewards

  • Ways to reduce dissonance

    • Change attitude/behavior

    • Belittle importance of inconsistent behavior

    • Weight the consonant elements over the dissonant

Perception Challenges: What do you see

• lady, knight on horse

Perception and Individual behavior

• Perception

  • process of interpreting and understanding one’s environment

• 4 Steps in the Perceptual Process

Common Distortions in Perception

• Implicit Bias

  • attitudes or belief that affect our understanding, actions, and decisions in an unconscious manner —- not even aware of what biases are

• Stereotyping

  • tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs

  • sex-role, age, race/ethnicity, height, religion

• Halo effect

  • forming an impression of an individual based on a single trait (ex. blondes dumb)

• Recency effect

  • tendency to remember recent info better than earlier info

• Causal attributions

  • activity of inferring causes for observed beahviors

  • fundamnetal, self-serving bias

• explicit bias: attitudes or beliefs that affect our understanding, actions, and decisions in a conscious manner

• fundamental attribution bias: attribute others’ behaviors and outcomes to their personal characteristics rather than to environmental influences

• self serving bias: tend to take more personal responsibility for our successes than for our failures

Stereotyping

• A generalization we make about a person because they belong to one or more specific identity groups.

• People may hold stereotypes about us because of our gender identity, race, religion, or age, or because of a combination of these or other identities.

• Some statistics stereotypes in workplace.

  • Most U.S working believe that racial bias is a problem in hiring decisions and performance.

  • Survey respondents continue to rate men more qualified for leadership positions.

  • Nearly 40% of hiring managers admitted to age bias.

Implicit bias

• The attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner..

• Consider the following research regarding implicit racial bias:

  • White applicants get around 50% more call-backs than Black applicants with the same résumé.

  • College professors are 26% more likely to respond to a student e-mail when signed by Brad (typical white name) rather than Lamar (typical African American name).

  • Physicians recommend less pain medications for Black patients than white patients when addressing the same injury.

• Explicit bias

  • The attitudes or beliefs that affect our understanding, actions, and decisions in a conscious manner.

halo effect

• we form an impression of an individual based on a single trait

• halo (positive), horn (negative)

recency effect

The tendency to remember recent information better than earlier information,

perhaps because when you activate your recall, more recent events are still

present in your working memory.

Causal attribution

• The activity of inferring causes for observed behavior. Rightly or wrongly, we constantly formulate cause-and-effect explanations for our own and others’ behavior.

• Two attributional biases:

  • Fundamental attribution bias.

  • Self-serving bias.

Implications for Managers

• Self-fulfilling prophecy

  • Also known as Pygmalion effect.

    • Is a phenomenon by which people’s expectations of themselves or others lead them to behave in ways that make those expectations come true.

• Employees react to perceptions

  • Reaction will vary based on the Individual

• Pay close attention to how employees perceive their jobs and management actions

• Managerial expectations powerfully influence employee behavior and performance.

• employees tend to rise to the level of managers expectations

Work related attitudes and individual behavior

• Attitudes drive behavior

  • Manager’s need to concerned with 3 key areas

    • Engagement

      • an individual’s involvement, satisfaction, and enthusiasm for work

        • Mental state where a person is full immersed in the activity

    • Satisfaction

      • extent to which you feel positively or negatively about various aspects of your work, focus

    • Commitment

      • reflects the extent to which an employee identifies with an organization and is committed to its goals

      • Strong positive relationship between organizational commitment and job satisfaction

Employee engagement: how connected are you to your work?

Outcomes associated with employee engagement

To increase employee engagement: design meaningful work, improve supervisor-employee relations, provide learning and development opportunitues, and reduce stressors

Key employee enaggement factors

• what drives engagement varies across world

Job satisfaction: how much do you like or dislike your job

• Job Satisfaction:

  • The extent to which you feel positive or negative about various aspects of your work.

• Overall satisfaction depends on how they feel about work, pay, promotions, co-workers, and supervision.

• Key correlates are stronger motivation, performance, job involvement, organizational commitment, and life satisfaction and less absenteeism, tardiness, turnover, and perceived stress.

Organizational Commitment: How much do you identify with your org?

• Organizational Commitment:

  • The extent to which an employee identifies with an organization and is committed to its goals.

• Research shows a significant positive relationship:

  • Job satisfaction.

  • Performance.

  • Turnover.

  • Organizational citizenship behavior — you go extra yard, outside of job role to enhance experience for those around you

  • pro social behavior - helpful to others

Important Workplace Behvaiors

• Understanding individual differences is key to influencing employees to do their best

• Managers are concerned with 3 types of behaviors

  • Working: Performance & Productivity

    • Not working: Absenteeism & Turnover

  • Exceeding work roles: Organizational Citizenship, Prosocial Behavior

  • Detrimental: Counterproductive behavior (types of behavior that harm employees and org as a whole — ex. absenteeish and tardiness, drug/alcohol abuse, disciplinary problems)

• want to know what is causing it

• organizational citizenship: employee behaviors that are not directly part of employees job description that exceed their work role requirements

The importance of attitudes

• Implication for Managers

  • Attitudes warn of potential behavioral problems:

    • Managers should do things that generate the positive attitudes that reduce absenteeism and turnover.

  • Attitudes influence behaviors of employees:

    • Managers should focus on helping employees become more productive to increase job satisfaction.

  • Employees will try to reduce dissonance unless:

    • Managers identify the external sources of dissonance.

    • Managers provide rewards compensating for the dissonance.

• 5 ways to reduce excessive turnover: evaluate fit to org’s values, provide post hiring support, focus on enhancing employee engagement and social netowrks, incorporate reliable and valid selection devices, offer employee benefits

Stress and the Workplace

• Stress

  • the tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them effectively

  • nonspecific response of body to any demand made upon it

Sources of job-related stress

• Demands created by individual differences - type A

• Individual task demands

• Individual role demands - role overload, role conflict, role ambiguity

• Group demands,

• Organizational demands

• Nonwork demands.

• Work-family conflict

• *demand is anything that you have to exert effort toward taking care of

Symptoms of Stress

• Physiological

  • backaches, headaches, sweaty palms, nausea

• Psychological

  • boredom, irritability, nervousness, anger, anxiety, depression

• Behavioral

  • sleeplessness, changes in eating habits, increased smoking/alcohol/drug abuse

• Consequences

  • Burnout

    • state of emotional, mental, and even physical exhaustion

    • exhaustion: lack of energy, feeling depleted, worn out, and debilitated

    • depersonalization: detaching from one’s job, negative attributes toward work

    • inefficacy: feeling unable to do job well

    • feeling “awalys on”

How managers create stress for employees

Reducing stressors in org

• Roll out employee assistance programs

• Recommend a holistic wellness approach

  • focus on self-responsibility, nurtritional awareness, relaxation techniques, physical fitness, environmental awareness

• Create a supportive environment

• Make jobs interesting

• Make career counseling available

• Build resilience

• buffers: chnages that managers make to reduce stressors and improve employee well-being

Innovative responses to stress management

• Quiet rooms

• Wellness programs

• Training programs

• Manager intervention

• Work/life balance initiatives

What is Motivation and why study it

• Motivation - the psychological processes of arousal, direction, and persistence of goal-directed behavior

  • result of multiple personal and contextual factors

  • force, either intrinsic or extrinsic, to a person that arouse enthusiasm and persistence

    • intrinsic - study bc value learning, satisfcatio, reward guven to youself

    • extrinsic - promotion, money, trophy (reward given by others)

  • you can’t see it or know it in another person but inferred from one’s behavior

• Employee motivation affects productivity

  • a manager’s job is to channel motivation toward the accomplishment of goals

  • both intrinsic and extrinsic rewards can help tthe manager lead effectively thru motivation

Why is motivation important

You want to motivate people ti:

• join ur org

• stay with ur org

• show up for work at ur org

• be engaged while at ur org

• do extra for ur org

the 4 major perspectives on motivation: an overview

*no single theory that motivates everyone

• contingency factor refers to degree to which individuals want personal and pyschological development

Content Perspectives of Motivation

• If manager’s understand employee’s needs, they ccan design appropriate reward systems

• emphasize needs as motivators

• Needs, physiological or psychological, motivate people (Deficiencies that arouse behavior)

• Needs translate into an internal drive that motivates behavior

• People have a variety of needs

• Models

  • Maslow’s Hierarchy of Needs

  • Alderfer’s ERG Theory

  • McClelland’s Acquired Needs Theory

  • Hertzberg’s Two-Factor Model

  • self determination theory (competencies, autonomy, relatedness)

Maslow’s Hierearchy of Needs

• basic needs: physiological and safety

• psychological: social and esteem

• self-fulfillment: self-actualization

Alderfer’s ERG Theory

• Assumes 3 basic needs influence behavior

  • Existence needs – the needs for physical well-being

  • Relatedness needs – the needs for satisfactory relationships with others

  • Growth needs – the needs that focus on the development of human potential and the desire for personal growth

• Note links to Maslow

• Frustration-regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower-order need

McClelland’s Acquired Needs Theory

Acquired Needs Theory

• states that three needs - achievement (desire to excel), affiliation(desire for friendly relations), and power(desire to be responsible for other people) - are major motives determining people’s behavior in the workplace

• 2 assumptions:

  • needs are learned

  • one need often dominates

• appeal to prefernces associated with each need

Implications for Managers

• using power for institution

Hertzberg’s 2-Factor Theory

Two-Factor Theory

• Proposed that work satisfaction and dissatisfaction arise from two different factors –

• Motivating Factors

  • What drives satisfaction?

  • higher level needs

  • affect job content or rewards of work performance, job satisfcation

• Hygiene factors

  • What drives dissatisfaction?

  • lower level needs

  • affect job context in which people work, job dissatisfaction

• Fist eliminate dissatisfaction by making sure hygiene factors such as working conditions, pay levels, and company policies are reasonable

• Concentrate on spurring motivation by providing desired opportunities for achievement, recognition, responsibility, and personal growth - motivating factors

Deci and Ryan’s Self Determination Theory

• assumes people are driven to try to grow and attain fulfillment, with their behavior and well-being by 3 universal needs:

  • 1. Competence - “I want to feel a sense of mastery”

  • 2. Autonomy - “I want to feel independent and able to influence my environment”

  • 3. Relatedness - “I want to feel connected to other popel”

• how you work on these 3 things drive u forward

• focus primarily on intrinsic motivation and rewards

  • longer lasting than extrinsic motivation

  • has a more positive impact on task performance than extrinsic

Process Perspectives on Motivation

Proposes that is not about NEEDS, it is about the THOUGHT PROCESS behind it by which people select behavioral actions

• Equity Theory

• Goal-Setting Theory

• Expectancy Theory

• focus on throughts and perceptions that motivate behavior

• try to understand why people have different needs, wjay nehaviors they select to satisfy them and how they decide if their choices were successful

Equity Theory

• Employees evaluate their treatment relative to the treatment of others

  • People strive for fairness and justice

  • Inputs: Employee contributions to their jobs

  • Outputs: What employees receive in return

• The perceived ratio of contribution to return determines perceived equity

• based on cognitive dissonance — the psychological discomfort people expereince bvetween their cognitive attitudes and imccompatible behavior

Equity Theory and Motibvation

• Individual perceptions of fairness

• Perceived inequity can be reduced by:

  • Changing work effort

  • Changing outcomes

  • Changing perception

  • Leaving the job

• Manager’s can affect perceptions

  • Employee Participation

  • Appeal Process

Elements of Justice Theory

1. Distributive justice

• “How fairly are rewards being given out?”

2. Procedural justice

• “How fair is the process for handing out rewards?”

3. Interactional justice

• “How fairly am I being treated when rewards are given out?”

• how you are told matters

• org justice: extent to which people perceive they are treated fairly at work and these are the 3 component

Five Practical Lessons from Equity and Justice Theories

1. Employee perceptions are what count

2. Employee want a voice in decisions that affect them

3. Employees should be given an appeals process

4. Leader behavior matters

5. climate for justice makes a difference - shared sense of fairness felt by the entire workgroup

• perceptions count

Expectancy Theory

Expectancy Theory suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it (deciding how much effort to exert in a specific task situation and you will do what you can do when you want ti)

• Expectancy

  • belief that a particular level of effort will lead to a particular level of performance - effort to perofrmnace expectancy

• Instrumentality

  • expectation that successful performance of the task will lead to the desired outcome

• Valence

  • the value a worker assigns to an outcome

Expectancy Theory and Motivation

• Role of Rewards

  • What do your employee’s value?

    • Individual and Cultural Differences

• Job objectives and performance level

  • Clear link between the two

• Right rewards for the right performance

Goal-Setting Theory

• Goal-setting theory

  • Suggests that employees can be motivated by goals that are specific and challenging but achievable - useful only of people understand, accept and are committed to ones goals

• Four motivational mechanisms

  1. Directs your attention

  2. Regulates the effort expended

  3. Increases your persistence

  4. Fosters use of strategic and action plans

Practical considerations of goal-setting theory

1. Goals should be specific

2. Certain conditions are necessary for goal-setting to work

3. Goals should be linked to action plans

4. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal-setting to work

Goal Setting Theories

Goal setting is recognized explicitly or implicitly by virtually every major theory of work motivation

• the existence of goals in and of themselves can motivate behavior

• people assigned difficult goals tend to perform better than those with moderately difficult to easy goals

• the idea behind goal setting theory is that goals motivate people to compare current performance to performance needed to meet goals

• better to state a specific goal than to simply urge people to do their best

• goal setting has been found to enhance performance about 90 percent of the time

Management by Objectives - Collaborative Goal-setting

Stretch goals

Job Design Perspectives

• Old perspective: adapt people to work

• New perspective: adapt work to people

  • Note this perspective is built upon findings from other perspectives

• Job design

  • Division of an organization’s work among its employees and the application of motivational theories to jobs to increase satisfaction and performance

  • Job simplification, job enlargement, job enrichment

• focus on designing jobs that lead to employee satisfaction and performance

• fit jobs to people because

  • employees are underutilized

  • employees wanyt more responsibility and challenges and variety

• Scientific management is the process of reducing the number of tasks a worker performs, raise employee production, increase employee efficiency

Job Characteristics Model

• 5 core job characteristics affect three psychological states which affect work outcomes

• 3 steps to apply model:

  • diagnose work environment to see whether a problem exists

  • determine whether job redesign appropriate

  • consider how to redesign job

• task identity (are u in charge)

• task significance (imporatnce/impact more than u)

RELATIONAL JOB DESIGN

Relational job design focuses on designing the relational aspects of work to increase employees’ prosocial motivations, or the desire to benefit others. 

Benefits of prosocial motivation:

1. Social capital.

2. Working harder.

3. Working smarter.

4. Working together.

5. Working safe.

• focus on people

PROSOCIAL MOTIVATION’S IMPACT ON EMPLOYEE OUTCOMES

Job Design: Enrichment and Redesign and Motivation

Diagnose work environment to see if problem exists

• does, consider:

• Job Enrichment: Adding one or more motivating factors to job activities such as responsibility, achievement, recognition, stimulating work, and advancement

• Job Redesign: Designing a better fit between workers and their jobs

  • Combining tasks

  • Forming natural work groups

  • Establishing client relationships

• job enlargement consists of increasing number of tasks in a job to increase variety and motivation

Reinforcement Perspective on Motivation

• based on notion that motivation is a function of behavioral consequences and not unmet needs

• Reinforcement

  • anything that strengthens the likeliood that a given behavior will be repeated in the future

  • The administration of a consequence as a result of a behavior.

  • Proper management of reinforcement can change the direction, level, and persistence of an individual’s behavior.

• Principles Governing Reinforcement

  • Law of effect.

    • Theoretical basis for manipulating consequences of behavior.

    • Behavior that results in a pleasant outcome is likely to be repeated while behavior that results in an unpleasant outcome is not likely to be repeated.

  • Law of contingent reinforcement.

    • The reward must be delivered only if the desired behavior is exhibited.

  • Law of immediate reinforcement.

    • The reward must be given as soon as possible after the desired behavior is exhibited.

• 2 ideas from foundation of this perspective:

  • skinner’s concept of operant conditioning: process of controlling behavior by manipulating its consequences

  • law of effect says behavior with favorable consequences tends to be repeated, while behavior with unfacorable consequcnes tend to disappear

4 types of reinforcment

• Positive reinforcement

  • use of positive consequences to encourage desirable behavior, be clear about what behavior is desired, give rewards as soon as possible

• Negative reinforcement

  • process of strengthening a behavior by withdrawing something negative

• Extinction

  • weakening of behavior by ignoring it or making sure it is not reinforced.

• Punishment

  • process of weakening behavior by presenting something negative or withdrawing something positive

  • positive punishment: operant conditioning technique used to decrease an unwanted behavior by adding an unpleasant consequence immediately after

Using Reinforcement to Motivate Employees

Positive reinforcement

• Reward only desirable behavior

• Give rewards as soon as possible

• clear about what behavior is desired

• Have different rewards and recognize individual differences

Compensation and Other Rewards& Motivation

• Organizations are using various types of incentive compensation to motivate employees to higher levels of performance

• Variable compensation is a key motivational tool

• Incentive plans can backfire

  • They should be combined with motivational ideas and intrinsic rewards

• Incentives should reward the desired behavior

IS MONEY THE BEST MOTIVATOR?

Money still motivates, but it's not the only thing or even the most important thing.

Many workers rate having positive relationships at work, flexibility, and career growth opportunities as more important than salary.

A meta-analysis of 61 studies and over 18,000 respondents reveals pay is only minimally related with job satisfaction.

Examples of Popular Incentive Compensation Plans

• Piece rate

  • employees are paid according to how mcuh output they produce, pay for performance aka profit pay

• Sales commission

  • paid a % of earnings the company made from their sales

• Bonuses

• Profit-sharing

  • distribute to employees a % of companys profits

• Gainsharing

  • dist of savings or gains to groups of employees who reduced costs and increase measurable productivity

• Stock options

• Pay for knowledge

Nonmonetary Ways to Motivate

• Thoughtfulness: The Value of Being Nice

• Work-Life Benefits

  • initiatives and programs that employee implemnet in an effort to help employees balance the often competing needs of their work and home lives

• Positive Work Environment

• Skill-Building/Educational Opportunities

• Sabbaticals

  • extended periods of PTO that employees earn over several years

• work life balance

• 3 types of learning opportunities: tuition reimbursement, learning and development, studying coworkers

How is Non monetary compensation motivating?

• Intrinsic value

• Show of accomplishment

  • Pride

• Increase productivity of those around you

• Difficulty of placing an actual monetary value on an accomplishment

• Expectancy theory

  • Effort versus reward

The nature of leadership: the role of power and influence

• What Is the Difference between Leading and Managing?

• Managerial Leadership: Can You Be Both a Manager and a Leader?

• Six Sources of Power

• Common Influence Tactics

• Outcomes of Influence Tactics

Managing and Leadership

• Leadership and management must go hand in hand.

  • Leadership is the ability to influence employees to voluntarily pursue organizational goals

• Leading and Managing

  • They are not the same thing.

  • They are necessarily linked and complementary

• The manager’s job is to plan, organize and coordinate - get task done

• The leader’s job is to inspire and motivate

  • need to create and communicate a company’s vision, strategies, and goals as well as to excute on these plans and goals

• leadership coaching: process of enhancing a leader’s skills, abilities, and competencies in order to help the org achieve its goals

Managing versus Leading:Is there really a difference?

What is Managerial Leadership?

• Workers need their managers not just to assign tasks but to define purpose

  • Managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results

• Managerial Leadership

  • The process of influencing others to understand and agree about what needs to be done

  • The process of facilitating individuals and collective efforts to accomplish shared objectives

    • Note the complementary nature of managing and leading

Understanding Leadership

• What makes Managers different from Leaders?

  • Authority versus power

• Authority

  • The right to perform or command - based on hierarchy of command

• Power

  • the extent to which a person is able to influence others so they respond to orders

  • personalized power: power directed at helping oneself as a way of enhancing their own selfish ends may give the word power a bad name

  • socialized power: power directed at helping others

Understanding Leadership:6 Sources of Power

• Legitimate power

  • results from managers’ formal positions within the organization

• Reward power

  • results from managers’ authority to reward their subordinates

• Coercive power

  • results from managers’ authority to punish their subordinates

• Expert power

  • results from one’s specialized information or expertise (top gun)

• Referent power

  • derived from one’s personal attraction, thru charisma

• Informational Power

  • Derived from one’s access to information

Tactics for Influencing Others