Studied by 0 peopleSocial 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
customer needs change 2.competition
changes in legislation and regulations
demographic change in labor force like baby boomers retiring and younger people hired
globalization so it can take advantage of global markets
changes in technology
internal factors that can lead to change
perceived problems within its operation
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
encoding
message
channel
decoding
feedback
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
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