MGMT 335 TEST 4
Terms
undefined, object
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- · POWER
- ability to influence someone else
- AUTHORITY
- right to influence another person
- PERSONAL POWER VS. SOCIAL POWER
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Personal- for one's personal gain
Social- power used to create motivation or to create group goals
Reward power, coercive power, legitimate power, referent power, expert power; most effective is expert power - FORMS OF POWER – MOST EFFECTIVE/LEAST EFFECTIVE
- reward power + coercive power = compliance; legitimate power =compliance; referent power = organizational effectiveness; expert power = power of the future
- DISTRIBUTIVE JUSTICE
- the fairness of outcomes that individuals receive in an organization
- MACHIAVELLIANISM
- ends justify the means
- ETZIONI’S THREE TYPES OF ORGANIZATIONAL POWER
- coercive power- influencing members by forcing them to something under threat of punishment, or thorugh fear and intimidation; utilitarian power- influencing members by providing them with rewards and benefits; normative power- influencing members by using the knowledge that they want very much to belong to the organization and by letting them know that what they are expected to do is the "right thing to do
- ETZIONI’S THREE TYPES OF ORGANIZATIONAL INVOLVEMENT
- Alienative- members have hostile, negattive feelings about being in the organization COERCIVE POWER IS APPROPRIATE; Calculative- members weigh the benfits and limitations of belonging to the organization (UTIL.); Moral- members have such positive feelings about organizational membership that they are willing to deny their own needs (NORM.)
- KORDA’S THREE SYMBOLS OF POWER
- Office Furnishings, Time power, standing by-imposing your schedule on others
- INFLUENCE TACTICS – MOST EFFECTIVE/LEAST EFFECTIVE
- consultation-(the person seeks your participation in making a decision or planning how to implement a proposed policy, strategy, or change), rational persuasion (the person uses logical arguments and factual evidence to persuade you that a proposal or request is viable and likely to result in the attainment of task objectives), inspirational appeals (the person makes an emotional request or proposal that arouses enthusiasm by appealing to your values and ideals, or by increasing your confidence that you can do it), and ingratiation (the person seeks to get you in a good mood or to think favorably of him or her before asking you to do something); rational persuasion and coalition tactics are used most often to get support from peers and superiors to change company policy; consultation and inspirational appeals are particulary effective for gaining support and resources for a new project; pressure is the leaste effective tactic
- · KEYS TO MANAGING POLITICAL BEHAVIOR
- open communication, clarify expectations, participative management, encouraging cooperation, managing scarce resources, providing a supportive organizational climate
- DIMENSIONS OF EMPOWERMENT
- Meaning- fit between the work role and the employee's values and beliefs; competence- belief that one has the ability to do the job well; self-determination- having control over the way one does his/her work; impact belieft that one's job makes a difference within the organization
- GUIDELINES FOR EMPOWERMENT PROGRAMS
- Voice and choice, remove bureaucratic constraints , set inspirational/meaningful goals
- FORMAL VS. INFORMAL LEADERSHIP
- Occurs when an organization bestows on a leader the authority to guide and direct others in the organization; occurs when a person is unofficially accorded power by others in the organization and uses influence to guide and direct their behavior
- VROOM-YETTON MODEL
- Helps managers determine the appropriate decision making strategy to use: decide, consult individually, consult group, facilitate, delegate
- ·        FIEDLER’S CONTINGENCY THEORY – IGNORE LEAST PREFERRED COWORKER
- Fit between the leaders' need structure and the favorableness of the leader's situation determine the team's effectiveness in work accomplishment. Leaders are either task or relationship oriented, depending upon how the leaders obtain their primary need gratification.
- SITUATIONAL LEADERSHIP MODEL
- Leader's behaviors should be adjusted to the maturity level of the followers. Telling style -> Selling style-> Delegating style (Immature->mature employees)
- LEADER-MEMBER EXCHANGE
- Leaders may form different relationships with followers: in groups (more attention, and out groups (less attention)
- TRANSFORMATIONAL LEADERSHIP
- Inspire and excite followers to high levles of performance, rely on their personal attributes instead of their official position to manage followers
- EMOTIONAL INTELLIGENCE
- Ability to recognize and manage emotion in oneself and in others; self-awareness, empathy, adaptability, and self-confidence
- TRUST
- willingness to be vulnerable to the actions of others
- SERVANT LEADERSHIP
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leaders should serve employees, customers, and the community
Telling- unable and unwilling
Selling- willing and unable
Participating- unwilling and able
Delegating- willing and able - DIMENSIONS OF FOLLOWERSHIP
- Practice self-management and self-responsibility, commited to organization and a purpose, principle, or person outside themselves, invest in their own competence and professionalism and focus their energy for maximum impact, courageous, honest and credible
- TYPES OF FOLLOWERS
- Effective Follower- Practice self-management and self-responsibility, commited to organization and a purpose, principle, or person outside themselves, invest in their own competence and professionalism and focus their energy for maximum impact, courageous, honest and credible; dynamic follower- responsible steward of his or her job, is effective in managing the relationship with the boss, and practices responsible self management
- · GUIDELINES FOR LEADERSHIP
- appreciate unique attribtues, predisposition, and talents of each leader, organizational preferences in terms of style of leadership, participative, considerate leader behaviors that enhance health of work environment, different leadership situations call for different leadership talents and behaviors, good leaders are likely to be good followers
- FUNCTIONAL VS. DYSFUNCTIONAL CONFLICT
- produce new ideas, learning and growth/releasing tnesions allows improved morale/problems are often cognitive in origin and relate to policies: Unhealthy, destructive disagreement between two or more people, origin is often emotional/behavioral
- CAUSES OF CONFLICT – STRUCTURAL/PERSONAL FACTORS
- specialiization, interdependence, common resources, goal differences, authority relationships, status inconsistencies, jurisdictional ambiguities; skills and abilities, personalities, perceptions, values and ethics, emotions, communication barriers cultural differences
- FORMS OF CONFLICT
- Inter- between two people; intra- within something (team/group)
- DEFINING MOMENT
- ????
- DEFENSE MECHANISMS
- Common reactions to the frustration that accompanies conflict: three forms: aggressive, compromise, withdrawal
- CONFLICT MANAGEMENT TECHNIQUES – EFFECTIVE/INEFFECTIVE
- superordinate goals (organiz. Goal more important), expanding resources, changin personnel, changing structure, confronting and negotiating; nonaction, secrecy, administrative orbiting (buying time), due process nonaction, character assassination
- CONFLICT MANAGEMENT STYLES – EFFECTIVE/INEFFECTIVE
- Avoiding, accomodating, competing, compromising, collaborating,
- DISTRIBUTIVE BARGAINING
- approach in which the goals of one party are in conflict with the goals of the other party
- · INTEGRATIVE NEGOTIATION
- approach in which the parties' goals are not seen as mutually exclusive and in which the focus is on making it possible for both sides to achieve their objectives
- ATTRIBUTES OF THE “NEW†CAREER
- Discrete exchange (organization gains productivity while a person gains work experience) occupational excellence (continually honing skills that can be marketd across organizations, short term view, project allegiance, organizational empowerment, be your own career coach, EI
- REALISTIC JOB PREVIEWS
- Both positive and negative information given to potential employees about the job they are applying for, there-by giving them a relaistic picture of the job
- CAREER STAGES AND CHARACTERISTICS
- Establishment, Advancement, Maintenance, Withdrawal
- PSYCHOLOGICAL CONTRACT
- implicit agreement between the individual and the organization that specifies what each is expected to give and receive in the relationship
- EXTERNAL FORCES OF CHANGE
- Globalization, workforce diversity, techonological change, Managing Ethical behavior
- ORGANIZATIONAL SILENCE
- Feel scared to express opinion about upper level management
- BEHAVIORAL REACTIONS TO CHANGE
- Disengagement- pyscholgocial withdrawal from change; disidentification- feel that their identity has been threateened by the change, and they fell very vulnerable; disenchantment- feeling negativity or anger toward a change, disorientation- feelings of loss and confusion due to a change
- ORGANIZATION AND GROUP FOCUSED TECHNIQUES
- Survey feedback, MBO, Product and Service Quality Programs, Team Building, Large Group Interventions, process consultation
- INDIVIDUAL-FOCUSED TECHNIQUES
- Skills training, sensitivity training, management development training, role negotiation, job redesign, health promotion programs, career planning