mgt 291 final

Social loafing

a phenomenon in which people will exert very little effort within a group environment with a task set for people within the group

Social compensation

occurs when some group members work harder in a group, to cover for the other group members performance

Leadership

a process whereby an individual influences a group of individuals to achieve a common goal

What is power and who examined it

a person's potential to influence others to act. David McClelland examined people's need for power

leadership motive pattern

David McClelland found that this pattern is grounded in a need for power, and is generally associated with high managerial performance

What are the types of powers

legitimate, reward, coercive, expert, informational, referent, and persuasive

legitimate power

power due to the position of authority held

reward power

power due to control over rewards

coercive power

power due to control over punishments

expert power

power due to control because of knowledge, skills, or expertise

informational power

power due to control over information

referent power

power due to control because subordinates respect, admire, and identify with the leader

persuasive power

power due to the ability to use logic and facts to persuade

organizational authority/position power types

legitimate, reward, and coercive power

personal power types

based on characteristics of an individual, expert, informational, referent, and persuasive power

abuse of power

using any type of power to demean, exploit, or take advantage of another or influencing someone to do something the person later regrets

empowerment

sharing power with employees and giving them the authority to make and implement at least some decisions. it requires managers allowing power and control over work and managers providing training, resources, and coaching to act empowered

influence tactics and the different kinds

how people translate their power to affect the behavior of others. coalition tactics, consultation, exchange, ingratiation, inspirational appeals, legitimating tactics, personal appeals, pressure, and rational persuasion(or reason)

coalition tactics

engaging the help of others to persuade someone to do something

consultation

requesting someone's advice to solve a problem or mutually setting goals to increase a follower's commitment to the leader's decision

exchange

offering to exchange something of value now or in the future for someone's cooperation

ingratiation

flattering or praising people to put them in a good mood or to make them more likely to want to help

inspirational appeals

appealing to someone's aspirations, values, and ideals to gain his or her commitment

legitimating tactics

enhancing one's formal authority to make a certain request by referring to rules, precedents, or official documents

personal appeals

asking someone to do something "because we are friends" or asking for a personal favor

pressure

using coercion or persistent follow-up or reminders to gain influence; risk undesirable side effects such as resentment

rational persuasion (or reason)

using logic and facts to persuade someone

influence

the capacity to have an effect on someone or something

upward influence

influencing superiors

six primary upward influence tactics

ingratiation, exchange, rationality, assertiveness, coalition formation, upward appeals

upward influence styles

combinations of upward influence tactics that tend to be used together

4 upward influence styles

shotgun-uses the most influence and emphasizes assertiveness and bargaining
tactician-uses an average amount of influence and emphasizes reason
bystander-uses little influence with superiors
ingratiator- uses friendliness strategy but also uses the other influence strategies to some extent

organizational politics

social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor

political tactics used in organizations

controlling information, controlling lines of communication, using outside experts, controlling the agenda, game playing, image building, building coalitions, controlling decision parameters, eliminating political rivals

common causes of political behavior in organizations

conflict, uncertainty, scarcity of valued resources, conflict avoidance, organizational policies

impression management

the process of portraying a desired image or attitude to control the impression others form of us

Trait leadership

the certain inborn or innate qualities and characteristics make someone a leader

behavioral leadership

focuses on how leaders behave, and assumes that these traits can be copied by other leaders

situational approach

shows that approaches to problems are based on the situation

path-goal theory of leadership

suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals)

Leader-Member Exchange Theory

stresses the importance of variable relationships between supervisors and each of their subordinates

transformational leadership

the set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

organizational design

the process of selecting and managing aspects of organizational structure and culture to enable the organization to achieve its goals

organizational structure

the formal system of task, power, and reporting relationships

what does organizational structure tell us

how the work is divided (reporting relationships), the physical layout (flat or tall), identifies grouping of individuals into departments, and established a system that ensures effective communication

elements of organizational structure

centralization, decentralization, hierarchical levels, departmentalization, and formalization

centralization

concentrate power and decision-making authority at higher levels of the organization

decentralization

the authority for making decisions affecting an organization is distributed. the lower level employees who are closer to the problem have more control and are responsible for solving those problems

hierarchical levels

tells us the layout of an organization which may be tall or flat structures. tells you the number of levels, the distance from the front line employees to higher level management

tall organizational structure

many levels between high and low. employees may report to fewer managers because their groups may be smaller with more supervision. Advantages are it may provide employees with a higher sense of job security, more satisfied because the organization may be better established. More opportunities within an organization

flat organizational structure

the managers have to supervise more people, more employees reporting to the managers. Therefore there may not be close supervision. Disadvantages may be higher levels of ambiguity so employees may not know fully about what they are supposed to be doing. Another disadvantage is that it provides limited opportunities

departmentalization

the work is divided so you have many functional departments and divisional departments.

functional departments

the jobs are grouped based on the specialization. For example, under a functional department, you may have an accounting department or IT department

divisional departments

the employees are generalized so they may work in different areas like products, customer service, or services which can be interchangeable

formalization

The degree to which your rules, regulations, and guidelines are written. Advantages to this reduces ambiguity, and provides direction for employees. Disadvantages is that it may reduce innovation, motivation, and job satisfaction, and slows the pace of decision making

mechanistic organizations

the organization is focused on rules and regulations. The communication channels are formal and centralized, very rigid and resistant to change. it is bureaucratic

organic organizations

may have a flat organizational configuration, free flowing, decentralized. There are unclear hierarchy levels, job descriptions are broader and employees perform duties based on specific needs of the organization

matrix

when an organization is a matrix this means it is multi-focused, so it will have a concentration where some departments may focus on products it makes. For example Apple has one specific department for iPhones, one specific department for MacBook, one specific department for iPad

advantages to matrix organizations

increases communication, increases the cooperation among departments, and provides quick responses to technical problems and customer issues

boundaryless organization

structure is not traditional, it eliminates barriers between departments. it may collaborate with another organization on the outside instead of departments within the organization itself. ex: Starbucks collaborated with Pepsi for one of their drinks in order to create a stronger market campaign

learning organizations

organizations that facilitate the learning of all its members and continuously transforms itself

advantages to learning organizations

improved innovation, knowledge sharing, problem solving, strengthened community, continual learning, and greater efficiency

disadvantages to learning organizations

When employees are learning here they need an aftermath reflection of what they learned. If employees aren't learning, then the purpose of a learning organization is not achieved. Time consuming and issues with power difference. Different learning levels in terms of individuals and groups so there are different requirements of learning

organizational culture

a system of shared values, norms, and assumptions that guides employee attitudes and behavior. OC also influences how employees perceive and react to their environment

what are the dimensions of OC

artifacts, assumptions, espoused values, enacted values

artifacts

the physical manifestation of the culture including open offices, awards, ceremonies, and formal lists of values

assumptions

those organizational values that have become so taken for granted over time that they became the core of the company's culture

espoused values and norms

the preferred values and norms explicitly stated by the organization

enacted values and norms

values and norms that employees exhibit based on their observations of what actually goes on in the organization

what are the benefits of organizational culture

Controls employee behavior, tells you what behaviors are appropriate or inappropriate within that specific organization, Boosts employee performance, also a source of competitive advantage

types of organizational cultures

conflict culture which have shared norms for managing conflict and inclusion cultures which are the extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned

active conflict management norms

resolve conflict openly

passive conflict management norms

avoid addressing conflict

agreeable conflict management norms

resolve conflict in a cooperative manner

disagreeable conflict management norms

resolve conflict competitively

dominating conflict culture

active and disagreeable - open confrontations are accepted as well as heated arguments and threats

collaborative conflict culture

active and agreeable. Employees actively manage and resolve conflicts cooperatively to find the best solution for all involved parties.

avoidant conflict culture

passive and agreeable, strives to preserve order and control and/or to maintain harmony and interpersonal relationships

passive-aggressive conflict culture

passive and disagreeable, conflict handled by refusing to participate

demographic diversity inclusion culture

how receptive is the group to accepting people of other ethnicities or various backgrounds working within certain roles

how to manage organizational culture

three elements of managing organization culture are (1) taking advantage of the existing culture, (2) teaching the organizational culture, and (3) changing the organization culture

organizational change

the modification or transformation of an organization through its structure, process, products and services

organizational design

the process of selecting and managing aspects of organizational structure and culture to enable the organization to achieve its goals

external factors that can lead to change

1. customer needs change
2.competition
3. changes in legislation and regulations
4. demographic change in labor force like baby boomers retiring and younger people hired
5. globalization so it can take advantage of global markets
6. changes in technology

internal factors that can lead to change

1. perceived problems within its operation
2. creativity and innovation

individual barriers that resist change

personality, fear of the unknown, and fear of failure

organizational barriers that resist change

too narrow focus, limited resources, and threatened power

kurt lewin's model of change, what are the three stages

unfreeze- the process by which people become aware of the need for change
change- during this stage you implement the change, the actual change takes place, you want to have employees that support your plan
refreezing- the process of making new behaviors relatively permanent and resistant to further change

communication

the transmission of information from one person to another to create a shared understanding and feeling

six parts of the communication process

1. encoding
2. message
3. channel
4. decoding
5. feedback
6. noise

encoding

converting a thought, idea, or fact into a message composed of symbols, pictures, or words

message

the encoded information being sent

channel

is the medium used to send the message to the receiver, including voice, writing, graphs, videos, intranets, the Internet, and body language

decoding

the interpretation and translation of the message back into something understood by the receiver

feedback

a check on the success of the communication

noise

anything that blocks, distorts, or changes in any way the message the sender intended to communicate

nonverbal communication

communications that are not spoken or written but that have meaning to others

body language

a body movement such as a gesture or expression that conveys information to others

verbal intonation

the emphasis given to spoken words and phrases

barriers of communication

-selective perception
-misperception
-filtering
-information overload
-organizational barriers
-cultural barriers
-high context and low context cultures
-noise