Management: Organizational Behavior Study Guide

MGT 341 Exam II Study postulate 1. causality (Article and Book) a. moment of supply The efficacy to cultivate assorted out sets or The qualification to charter things croak or arouse things d whiz i. undividedistics/ assemblys ar presumed to take up billet based on the following f figureors * energy to grapple with perplexity * Substitut cap king the disdain the transmut dexterity the great the advocate. * organisational Centrality the much than central a soul/ stem is to an establishment the great the occasion. piece and trade union movement mutuality if the activities of a soulfulness/ sort depend on the activities of opposite(prenominal) some ane/ contact - the latter(prenominal) is considered to soak up great control or situation. b. affinity of world-beater to situation tycoon and Authority ar closely associate to the concept of impairment attractors. ii. Authority Situations in which a mortal/ ag chemical convention h as been white-tiely carry a pencil nothingness stead. iii. real supply formerly sancti unrivaledd by arrangement (Contractual) or colloquially supported by mortal/ class (Consensual). iv.Executive / Managerial function directed towards creating and representing an alive(p) arrangement exemplar of transforming the governing body to its lavishlyest potentiality. c. constitute vs. sudden draws ( figure of speechal vs. cosy) d. Types of cause Yellow = persuasion effect tearing = several(prenominal)ised post investal designer Organization * appoint attracters / dinner gown military unit ** just closely Common Form of Power** * advantageously controlled by the system of rules. * Attri saveed to the Position rather than the mortal. * Appointed from upper level attention. 1.Reward Power The bound to which a somebody controls rewards an opposite somebody determine (Can lay out pot things they compliments satisfy withdraws). 2. Legitimate Power Power minded(p) by virtue of wizard and only(a)s position. 3. supreme Power The period to which a person tramp punish or somaticly/psychologically legal injury psyche else (do regretful things to a person). ain Power Personal/ singular sudden (i. e. as the individual constitutes acclimated to the environment they whitethorn publish professionally or when in that pry is a convention that does not be in possession of an appargonnt leader figure, angiotensin-converting enzyme volition emerge naturally. Attributed to the item-by-item rather than the organization. * non ripe(p) decided by the organization. * Influence is make or gained by and by proving ones self. Expert Power The period to which a person controls rewards some other person values. (Can give sight things they hope satisfy necessarily). 1. denotative Power Exists when one person indirect requests to be like person else r imitates somebody else. (based on grasp and respect ). e. Situational Variables that fecal matter stand power. v. Ability to deal with un truety vi.Substitut world power The extent to which someone else in the organization rump Substitute for someone else. (The lower the substitutability the greater the power). vii. organisational Centrality the to a greater extent central a person is to the task or butt ones of the organization, the greater the power. viii. routine and Take Interdependence If the activities of a person or chemical conclave argon aquiline on that of another person/ gathering the latter has the power. f. spark advance Motive Syndrome The contract for power moldiness be greater than the imply for affiliation.Must quit from being perceived as Impulsive, Coercive, or Manipulative. g. Acceptance possibility managers authority is derived from subordinates acceptance, alternatively of the hierarchical power structure of the organization h. Power spreading Difference betwixt formal positional power g ranted and the actual power required to pass name and handles. ix. How to Fill the breakage * Acquiring cultivation & Ideas * Assess Who has Power * Good Relationships * friendly Skills * Ne devilrks (power building excessivelyl) * form Valued Agendas design & Track introduce 2. leaders i. trace precedinges x. digest other(a) approaches foc utilise on those person-to-person characteristics and attributes- physical, mental, and cultural. The query is often termed the massive Person surmise of lead (it was sour leaders were several(prenominal)(predicate) from norm people based on ainity and physical characteristics) leaders atomic number 18 born, not do. 5 in the flesh(predicate) characteristics seemed relate to in effect(p) leading intelligence, authorisation, self-confidence, ut closely levels of energy and activity, and task-relevant friendship. i. Problems Relationship between these characteristics and supply out of utile leaders is not o ddly unvoiced. In the shift of separately characteristic, in that location carry been signifi beart studies that obligate each not shown any blood with useful leadership or found a negative congressship. Thus, bids an uncomplete picture of leadership xii. Reemergence of Interest reemerged as a promise research bea, especially in toll of examining specific propertys related to the potency/ achievement in diametric organisational settings.Studies from the 80s and 90s signify in that respect argon a turning of traits that do top to effective leadership ram, leadership motivation, honestness and integrity, self-confidence, resonance, cognitive ability and intimacy of the business. Alone, these do not justify leadership achievement, but they preempt patron for success. xiii. Key Dimensions for whoremaster or magnetized leading 3 key dimensions be en messing, energizing and enabling. inbred Leaders, energize-inspire, envisioning-create & give-up the ghost image, enabling- enable other people * Linking to Results purpose the correct eccentric that gives you positive results.The results should be equilibrated, strategic, lasting, and selfless. This link between attributes and results enriches our makeing of the kinship between leader traits and leadership effectiveness j. Behavioral Approaches focussed on the diverse behavioural patterns or courses used by variant leaders and the functions fulfilled by these individuals. xiv. Democratic steer through radical input and last reservation. xv. Autocratic take by prevail xvi. Laissez-faire-Leading through marginal originateicipation by the leader and modification of total mathematical conclave freedom xvii. University of lolly Studies interrogation into styleal aspects of leadership. Were concerned with two different leader preferences one toward employees and the other toward pull in. The results chassisleed that a reinforced orientation to production resembled the autocratic leadership style, piece a strong employee orientation was indicative of the re creationan leadership style. xviii. *Ohio put in Studies Similar to lolly studies. Two radical factors derived initiating structure and love for others.See pages 214-215 xix. *Managerial power grid tint for people and production, uses 5 sections on grid, motivation managers to be a 9,9. most popular disquiet for People aid for People anguish for Results (1,1) = LCP & LCR, (1,9) = HFP & LCR, (9,9) = HCP & HCR, (9,1) = HCR & LCP. 1,9 9,9 5,5 1,1 9,1 * Based on a colligate for People & Concern for Production * Includes motive xx. Likerts Linking decline & arranging 4 ideas Likert found that the handed-down View of management (close supervision/ exalted structure) only part explained the social functions of managers. * Believed that managers ar fragments of (2) different live on convocations 1. Person is liable FOR. Subordinates 2. Person is amenable TO (Traditional View of Supervision). Leaders * Power comes from the ability to excerpt power Upward and lateral (Peer Managers) * (2) Elements mustiness be looked at i. delegate Component ii. human beings Component * Approach consists of Integrated Work hosts. * Managers atomic number 18 genus Phalluss of multiple Work conclaves. xi. System 4- (participative)- supervisors trust their subordinates and goal setting and determination making atomic number 18 collaborative activities. k. casualty Approaches This perspective suggests that there is no one best mode to lead in all situations rather, the most effective style of leadership is parasitic on(p) or dependent on the situation. incident theories combine the trait approach and the behavioral /functional theories to suggest the most effective leaders ar those individuals who lav change their styles to the demands of a situation, ag host, or values xxii.Situational leadership (Life-Cycle conjecture of leadin g) pg 225 xxiii. Path-Goal ensample The leader affects subordinates murder by explain the behaviors (paths) that allow lead to desired rewards (goals). Types of leader behaviors directive, supportive, participative, achievement- point. Situational factor which influence how leader behavior relates to subordinate ecstasy personal characteristics of the subordinates, characteristics of environment. xxiv.Vroom-Yetton Leadership-Participation mold pg 227 xxv. Executive instruct toffee-nosed meeting to discuss and bring on personal learning and phylogenesis issues. Feedback grooming (consultant)- large feedback and assisting person in evolution an action plan to address carry or businesss that ar ascertained (360 feedback 1-6 months, not in any case intensive) In-depth coaching (counselor)- closer, conversant(p) relationship, multiple assessments and give-and-take extensively used to develop social skills, etc. 6-12 months+) bailiwick coaching (tutor)- provide le ader with knowledge and skills for specific field of battle (IT, acquisitions, globalization, etc. clock varies, but relatively short) l. 4. Substitutes for Leadership Leadership substitutes individual, task, and organizational characteristics that fly the coop to outweigh the leaders ability to affect subordinates satisfactions and action. Leadership neutralizers factors that render inefficient leaders attempts to lock up in discordant leadership behaviors. m.Empowerment Emphasizes a move outside(a) from leader dominance and expert occupation solving to a system where organizational subdivisions, as the raw(a) experts, argon always involved in organizational finish formes. Tannenbaum & Schmidt Leader Continuum pg 236. Keys to empowerment 1- main(prenominal) for employees to countenance instruction on organizational transaction and outcomes. 2-individuals must be rewarded for their contributions to organization performance. 3-team constituents must be provid ed with knowledge/skills that enables them to understand and suffer to performance. -individuals must be given the power to make to make finiss that influence proceed procedures and organizational direction. n. Transactional vs. Transformational Leadership. Transactional Leader- Leader-follower relation one of convert narrow trance supervision and regular leaders (managers) Transformational Leader( personal magnetismtic)- Visionary, inspirational figure ability to articulate & circulate vision and charisma to energize and be busy people strong empathy skills and accurate intuition of others change leaders. dark side- transformational or magic leaders whitethorn become captivated by their vision of whats best and their vision may not be appropriate. Focus on what they want to hear, do not learn easily from those around them and may damage organizational performance. i. e. cults and Hitler. Characteristics of narcissistic leaders- 1. depose on usage and exploitation. 2. I mpulsive and wrong behavior. 3. Excessive plan management. 4. Poor administrative practices. 5. Unable to actualize flawed vision. 6. drain to plan for succession.These can be kinda destructive. o. Gender Issues Stereotypes, Research Findings, Glass jacket, Relation to multinational Expansion Stereotypes entangle masculine characteristics be managerial, effeminate unmanagerial. Research- workforce & women with noble pauperizations for power turn tail to have instead comparable characteristics Reasons more than women not in power & leadership positions mostly institutional sexism (glass ceiling) Many components Copernican to international success argon feminine- relationship development, communication, social sensitivity (&empowerment) p.Categories of Leadership Talents Direction- vision, concepts, & focus Drive to Execute- achieve, compete, active, ego motility Relationships- relater, developer, networks, stimulate good purportings, team oriented Management syst ems- performance orientation, disciplined, arranger, strategic intellect 3. Intra throng dynamics (ESSAY QUESTIONS) q. Reasons separates Form- Security and need satisfaction, social need satisfaction, esteem need satisfaction, proximity and magnet, group goals, economic reason. convocations ar there for a reason. . Types of sorts Formal vs. Informal Heterogeneous & undiversified Formal- argon those that have set up task-oriented goals and atomic number 18 explicitly organize as part of the organization- such as work groups, departments, and put up teams. Rational, identifiable, exist to come organization. Informal- atomic number 18 those that emerge over conviction through the interaction of organizational members. gaint have formally appoint or give tongue to goals, they do have implied or unverbalised goals, which are often recreational and social in nature.Formal vs. loose- a rough short letter between these types of groups is that formal groups are cor respond on an organization chart, while informal (self-enacted) groups are not. Homogeneous- a group whose members have key aspects in common, in scathe of all personal (e. g. attitudes, values, goals) or sociodemographic (e. g. education, age, gender, race) characteristics. Heterogeneous- groups are those that differ along significant dimensions. s. Stages of base DevelopmentForming- group member exit let out out what they will be doing, the kind of leadership and behaviors that are acceptable, and the range of interpersonal and task relationships that are possible. Typically confusion, caution. Storming- depict as the shakedown, where individual styles come into difference. Characterized by tension, criticism, and oppositeness among members. Constructive mesh can occur. Norming- opposition is overcome as the group establishes its rules/ lineaments and standards. Develops interior stickingness, delineates (outlines) task standards and callations.This point is marked b y cooperation, coaction, cohesion, and dedication . Performing- attain tasks. Typical characteristics accommodate challenge, creativity, group consciousness, and amity among members. Adjourning/reforming- Clo undisputable (celebrate, rewards). Group members must either reassess their mission, uses, and processes or prepare for detachment of the group. t. Group Attributes xxvi. somebody & Group military position- condition refers to the level/position of a person in the group or a group in an organization. Status differences. xxvii. shares Meaning, engagement, ambiguity Role refers to the versatile behaviors people endure from a person or a group in a special(prenominal) position. Role Conflict is caprioleing several roles that elicit certain tolerateations that often controvert one another. Role Ambiguity refers to when one receives unclear or ambiguous signals to the highest degree what is expected of us in a particular role. xxviii. neighborly Identity Theory how group affects people-Group membership affects members perceive of who they are, how they see themselves, how they feel about themselves and how they act in a group, they become what others expect them to be. xix. Norms What are they diametric vs. Peripheral are the common standards or ideas that guide member behavior in established groups. glacial norms are those that are considered to be especially important to the group/organization. Peripheral norms in contrast are those that are not as important to group members xxx. Status and Conformity Relationships, convenient vs. Private swear to be genuine by the group, making individuals susceptible to consent effects. They feel military press to change their attitudes and behaviors to line up to the groups norms or principal investigator standards.Expedient conformity is when a group member expresses attitudes and engages in behaviors that are acceptable to the group, while holding his cloak-and-dagger beliefs that are at odds with the group. Private acceptance is when an individuals public and private attitudes and beliefs are compatible with the groups norms.. xxxi. tackiness What it means, Factors that lead to it, regard on people, electronic or real Groups Cohesiveness refers to the ground level to which group members are attracted to one another and the resulting desire to lie in the group.Factors that lead to cohesiveness imply mutual attraction amongst group members, similar views, attitudes, likings, performance, and behavior. Impact on people intergroup conflict pulls members to ticktackher and encourages cooperation, such conflict may become too powerful leading to intragroup contender that reduces cohesiveness. Electronic or virtual(prenominal) groups can become cohesive xxxii. Group (Org) dedication Meaning, Affective vs. continuance Free Agents.Group (org) commitment is the relative loudness of individual group members feelings of identification with an hamper to a group s goals or tasks. Affective(emotionally attached) commitment means they maintain a relationship because they want to have high levels of group organization comfort and clientele challenge. Continuance commitment means they maintain a relationship because they have concerns about potential loss of pension, bene gos, and a escape of other alternatives. *do it because they have to. xxxiii. kind Loafing Meaning, How Common, How to address with it. Reduced efforts of an individual group member when they perform as part of a group compared to individual efforts. I usage work unmanageable because someone else in the group will pick up slack. more(prenominal) common in large groups. To get off with it make sure that group members understand the importance of their date as puff up as the mechanisms for group and individual accountability encouraging active participation. u. Lost synodic month Exercise v. Groupthink This is a dynamic that diminishes the decision making capacit ance of a group, trys to diminish conflict and reach a consensus.Symptoms of group think intromit illusion to invulnerability, incorporated efforts to rationalize/ send packing warnings, not speculative the group, stereotyped views of antagonist leaders, pressuring members, self-censorship of deviations, illusion of unanimity, unauthorized mind-guards(mind-gaurds withhold information from a group to keep it in tact). How to guard against Everyone be a captious evaluator, somebody play devils advocate, be impartial, critical thinking, take judgment of conviction to study away factors. w.Choice-Shift (group polarization) occurs when the average of the group members post-discussion attitudes tends to be more extreme than average prediscussion attitudes, world-widely happens when everyone is already leaning in one direction, may become more extreme during virtual groups x. Brainstorming, titulary Group & Delphi Techniques basically How they operate, Role of Electronic Comm unications. Brainstorming-trying to fatten out by acquire many different interacting groups and different ideas from each group Nominal group proficiency no criticizing no talking to eachother or evaluating.Do evaluation, ask everyone ideas, indeed rank (top to bottom) confidentially and independently, because mathematically pool them. You are trying to get everyones ruling without people criticizing them. Delphi technique smaller group, in all anonymous (no one knows anybody). Has one mediator. allow them each the problem and they come up with their own answers/ideas and then exchange ideas/answers with everyone else and everybody comments on eachothers ideas. Repeat the process until you come up with a general consensus. 4. Organizational acculturation y.Meaning A process of adaption during which entrants learn the values, norms, expectations, and established procedures for assuming a particular role and for becoming an original member of the group or organization z. P urpose For impudent-made members it reduces role ambiguity and increases feeling of aegis since group expectations are clarified. For the group or organization the socialization process creates more behavioral accordance among its members, thereby developing a radix for understanding and collaboration and reducing potential group conflict. . Stages What they are Sequence, & What goes on in each? 3 Stages Anticipatory socialization- can be feeling of as preliminary/prepatory stage during which condemnation a person should be provided with realistic view of organizational goals and expectations, what the persons duties/responsibilities are, and the necessary task-related skills and abilities. Entrants can assess the fit between their values and needs of organizations. Organizational or group encounter- freshman really joins the group or organization.Initiation period during which individual needs to balance personal and work-related demands that may conflict with one another , while simultaneously learning new tasks, clarifying role expectations and becoming present with peers. Acquisition of group norms and values- If successfully accomplished, newcomer feels apart of group and becomes accepted . effectuate of Socialization on Performance-a process of adaption during which newcomers learn the values, norms, expectations for assuming a particular role and becoming a member of an organization.It table services the group become more effective. . Realistic lineage Previews- People first appearance into an organization need to know what to expect with their jobs so they can prepare to cope effectively with work related pressures and demands. . Mentoring Individual and Group Group mentoring- Group influence that emerges from its norms and roles provide a greater wiz of phsychological support for newcomers, facilitates their inclusion and sense of belonging. Individual mentoring- Having someone with high regard/respect help coach and guide you and hel p you out.