exam 3 mana
Content
Date June 27
Topic Readings Motivation Ch. M13
Motivation ± the set of forces that initiates dfirects and makes people persist in their efforts to accomplish a goal (the willingness to preform) Ability ± capability to do the job Effort and preformatnce ± Job performance = motivation x ability x situational constraints Needs ± the physical or psychlogigcal requirements that must be met to ebsure survival abd well being Maslows hierarchy of needs ± (physiological ± food and water) (safety ± physical and economical) (belongingness ± friendship, love social interaction) (esteem ± achievement and recognition) (self actualization ± realizing your full potential) Mcclelland learned needs theory (afflication ± to be liked and accepted) (achievement ± to accomplish challenging goals) ( power ± to influence others) Alderfers ERG theory ± growth (esteem and self actualization needs) existence (safety and physical needs) relatiedness (belongingness) Extrinsic reward ± a reward that is tangible visible to others and given to employees contingent on the performance of specific tasks or behaviors Intrinsic reward ± a natural reward associated with performing a task or activity for its own sake Equity theory ± a theory that states that people will be motivated when they perceive that they are being treated fairly (has to be fair equity Inoputs ± in equity theiry the contribuitions employees make to the organization Outcomes ± in equity the rewards employees receive tofr their contribitions to the organization Referents ± in equity theory others whith whom people compare themselves to dermine if they have been treated fairly Outcome / input ratio ± in equity theory an employee perception of how the rewards received from an organization compare with the employees contribtions to the at organization Underreward ± a form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting Overreward ± a form of inquity in which you are getting more outcomes relative to inpust than your referent Reactions to perceived inequity ± decreasing or withgolding their inputs or effort, increasing outcomes, rationalize or distort inputs or outcomes, changing the refgerent, employees may leave Motivating with equity theory ± looking for and correcting major inequities, reduce employees inputs, make sure decision making processes are fair Distributive justice ± the perceived degree to which outcomes and rewards are failry distributed or allocated Procedural justice ± the perceived fairness of the process used to make reward allocation decisions Expectancy theory ± a theory that states that people will be motivated to the extent to which they believe that their efforts will lead to good performance that good performance will be rewardeded and that they will be offered attratve rewards ( Valence ± the attractiveness or desirability of a reward or outcome Expectancy ± the perceived relationship between efforct and performance Instrumentality ± the perceived relationship between performance and rewards Motivations = valence x expectancy x instrumentality Reinforcement theory - a theory that states that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences or not followed by positive consquences will occur less frequently Reinforcement ± the process of changing behavior by changing the consequences that follow behavior Reinforcement contingencies ± causes and effect relationshiups between the performance of specific behaviors and specific consequences Continuous reinforcement schedule ± a schedule that requeies a consequence to be administered following every instance of a behavior Intermittent reinforcement schedule ± a schedule in which consequences are delviereed after a specificed or average time has elapsed or after a spcificed or average number of behaviors has occurred Variable internval reinforcement schedule ± an intermittent schedule in which the time between a behavior and the following consequences varies around a specified average Fixed ratio reinforcement schedules 0 are delivered following a specific number of behaviors Variable ratio reinforcement schedule ± an intermittent schduel in which consequences are dlivered following a different number of behaviors sometimes more and sometimes less that vary around a specified average number of behaviros Goal ± a target objective or result that someone tires to accomplish Goal setting theiry ± a theory that statestahtpople will be motivated to the extent to which they accept specific challenging goals and receive feedback that indicates their progress toward goal achievement Goal specificity ± the extent to which goals are detailed exact and unambiguous Goal difficulty ± the extent to which a goal is hard or challenging to accompklish Goal acceptance ± the extent to which people consciously understand and agree to gaols
Performance feeback ± information about the quality or uqnitity of past performacen that indicates whether progress is being made toward the accomplishment of a goal Motivating with goal theory ± assign them specific, challenging goals, make sure workers truly accept organizational goals, oprovide frequent specific performance related feeback
June 28
Power and Political Behavior
Ch. O11
Power ± the ability to influence antoher person Influence ± the process of affecting thoughts behavior and feelings of another person Authority ± the right to influence another person Zone of indifference- the rage in which attempts to influence a person will be perceived as legimate and will be acted on without a great deal of thought reward power ± power based on an agents ability to control rewards that a target wants Coercive power ± power that is based on a n agents ability to cause an unpleasant experience for a target Legitmate power ± power that is based on postion and mutual agreement agent and target agree that the agent has the right to influence the target Referent power 0 an elusive power that is based on interpersonal attraction ± people like you Expert power ± the power that exists when an agent has specialized knowledge or skills that the target needs Information power ± access to and control over important information Net of allies ± maintaint allies, keeop in touch, expand your network, explore connenctions among networks Steps for ethical behavrior ± does the behavior produce a good outcome for people bnoth inside and outside the organization, does the behavior respect the rights of all parties, does the behavior treat all parties equitably and farily Personal power ± power used tfor personal gain (negative face of power) Social power 0 power used to create motivation or to accomplish group goals (positive face of power) Managers who use power successfully (belief in the authoriaty system, preference for work and discipline, altruism, belief in justice) Powerlessness ± a lack of power Organizational politices ± the use of power and influence in organizations Political behavior ± actions not officeially sanctioned by an organization that are taken to influence others in order to meet ones personal goals Influence ± the process of affecting the thoughts bevhrosis or feeligns of another person Influence tactics used in organizations (pressure, upward appeal, exchange, coalition, ingratiation, rational persuasion, inspirational appewls, consultation) Political skill 0 the ability to get things done though favorable intersonalrelationshsip outside of formally perscubedorganiaational mechanism Empowerment 0 sharing power in such a way that individuals learn to belive in their ability to do the job June 29 Leadership Ch. M14
Leadership ± the process of influencing others to achieve group or organizational goals Trait theory ± a leadership theory that holds that effective leaders possess a similar set of traits or characteristics Traits ± relatively stable characteristics such as abilities psychological motives, or consistent patterns of behavior Intiatiing structure ± the degree to which a leader structures the roles of followers by seting goals giving directions, setting deadlines, and assigning tasks Consideration ± the extent to which a leader is friendly approachable and supportive and hows concern for employees Leadership style ± the way a leader generally behaves rtowardfollwers Contingency theory ± a leadership theory that states that in order to maximaize work group performace leaders must be matched to the situation that best fits their leadership style Situational favorableness 0- the degree to which a particular situation either persist or denies a leader thae chance to influence the behovir of group memebers Leader member relations ± the degree to which followersresepctturst and like their leaders Task structure ± the degree to which the requiementsof a subordinates tasks are clealrly specified Position power ± the degree to which leaders are able to hire fire reward and punish owrkers Path goal theory ± a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarigiing and clearing the paths to hoals and byu increasing the number and kinds of rewards availabkle for gaol attainment
Directive leadershuip ± a leadership style in which the leader lets employees know preceistly what is expected of them gives them specific guidelines for performaing tasks schedules work sets standards of performacnce and makes sure that pople follow standarsrlesnad regulations Supportive ledareship ± style in which the leader is friendly and approachable shows concern for employees and their welfare and treats them as equals and creates a friendly climate Participative ledareship 0 a sytle in which the leader constults employees for their suggestions and inpit before making decisions Achievement oriented leaderthsup 0 a style in which the leader sets challenging folas has high expectations of employuees and desplaus confidence that employees will assume respnsibilty and put forth extraordinary effort Normative decision theory ± a theory that suggests how leaders can determine an appropriate amount of emplouee participation when making decisions Strategic leadership ± the ability to anticipate envision matintain flexibility think strategically and work with others to initate changes that will creat a ppositive future for an organization Visionary leadership ± leaderup that creates a positive image of the future that motivates orgniazatioal members and provides direction for future planning and golal setting Charismatic leadership, ethical charismatics, unethical charismatics Transformational leadersup ± leadership that generates awareness and acceptance of a groups purpose and mission and gets employees to see beyond their own needs and self interests for the good of the group Transactional leadershi0p ± leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance Chapter 14 Outline What is Leadership? Leaders vs. Managers Managers- do things right, status quo, short term, means (how to get things done), builders, problem solving. Leaders- Do the right thing, change, long term, ends (what gets done), architects, inspiring and motivating. Management is getting work done through others; Leadership is the process of influencing others to achieve group or organizational goals. Leadership Traits- traits or characteristics that differentiate them from nonleaders. 7 most common traits are (desire to lead, self confidence, drive, strategic thinking, acheievemtnet motivation, charisma, cognitive ability, emotional stability, knowledge of the business, honesty and integrity) -Drive-high level of effort and is characterized by achievement, motivation, initiative, energy, and tenacity. -The desire to lead- the want to be in charge and think about ways to influence or convince others about what should or shouldn¶t be done. -Honesty/integrity- being truthful with others/ do what they say they will do. -Self-confidence- believing in one¶s ability -Emotional stability- when things go wrong, they remain even-tempered and consistent in their outlook and in the way they treat others. -Cognitive ability- have the capacity to analyze large amounts of seemingly unrelated, complex information and see patterns, opportunities, or threats where others might not see them. -Knowledge of the businessLeadership Behaviors Initiating structure- improves subordinate performance Consideration- improves subordinate satisfaction Contingency Theory Leadership style Fiedler¶s Contingency Theory- assumes that leaders are effective when their work groups perform well, that leaders are unable to change their leadership styles, that leadership styles must be matched to the proper situation, and that favorable situation permit leaders to influence group members. Leadership style-Least Preferred Coworker (LPC)- there are 2 basic leadership styles. -Relationship-oriented leadership style -Task-oriented leadership style Situational Favorableness- when leaders can influence followers Leader-member relations Task Structure Position Power- 8 levels of situational favorableness (2^3) Path-Goal Theory Path-goal theory states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal achievement. Leadership styles
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Directive leadership- letting employees know precisely what is expected of them, giving them specific guidelines for the performance of their task, scheduling work, setting standards of performance, and making sure that people follow standard rules and regulations. Supportive Leadership- being approachable and friendly to employees, showing concerns for them and their welfare, treating them as equals, and creating a friendly climate. Participative Leadership-consulting employees for their suggestions and input before making decisions. Achievement-oriented leadership-setting challenging goals, having high expectations of employees, and displaying confidence that employees will assume responsibility and put forth extraordinary effort. Subordinate Contingencies Perceived ability-how much ability subordinates believe they have for doing their jobs well. Locus of control ± a personality measure that individual the extent to which people believe that they have control over what happens to them in life. Internals- believe that what happens to them, good or bad, is largely a result of their choices and actions. Externals- believe that what happens to them is caused by external forces beyond their control. Experience Environmental Contingencies- task structure, formal authority system, and primary work group. Normative Decision Theory Decision Styles- ways of making decisions. Autocratic decision- leaders make decision by themselves Consultative decisions- leaders share problems with subordinates but still make the decisions themselves Group decisions- leaders share the problems with subordinates and then have the group make the decisions. Decision Quality and Acceptance Using the right amount of employee participation: improves decision quality, and improves acceptance. Decision tree helps leaders identify optimal level of participation. See exhibit 14.8 Strategic Leadership Visionary leadership Charismatic leadership-Have strong, confident, dynamic personalities that attract followers, enable the leader to create strong bonds, and inspire followers to accomplish the leader¶s vision. ( see exhibit 14.9) Ethical charisma- work harder, are more committed and satisfied, are better performers, and are more likely to trust their leaders. Unethical charisma-control and manipulate followers and do what is best for themselves instead of their organizations. Transactional Leadership- generate awareness and acceptance of a group¶s purpose and mission and by getting employees to see beyond their own need and self-interest for the good of the group. The 4 components of transformational leadership are or idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
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Leadership
Who Leaders Are and What Leaders Do
Leadership Traits
Leadership Behavior
Leadership Behavior
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Leadership Behavior Initiating Structure vs. Consideration Production Oriented vs. People Oriented The Leadership Grid 5 types of leadership behavior
Blake/Moulton Leadership Grid
High 9 1,9
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C ountry Club Management
Team 9,9 Management
Concern for People
7 6 5 4 3 2 Impoverished 1,1 Management 1
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Middle of the 5,5 Road 5,5
Low 1
AuthorityC ompliance 9,1 4 5 6 7 8 9
High
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Concern for Produc on
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Blake and Mouton used two leadership behaviors²concern for people and concern for production± to categorize five different leadership styles. Both behaviors are rated on a 9-point
scale with 1 representing low and 9 representing high.
Putting Leaders in the Right Situation: Fiedler¶s Contingency Theory
Situa onal Favorableness
Group Perfor ance
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Fiedler¶s Contingency Model ± ± ± ± ± Style is measured by the Least Preferred Co-worker scale (LPC) relationship-oriented task-oriented Situational Favorableness Leader-member relations Task structure Position power
Matching Leadership Styles to Leadership Style Situations
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Path- oal Theory
Path-Goal Theory
Path-Goal Theory
S ubordinate Con ngencies
Perceived Ability Locus of Control Experience
Leadership S tyles
Outcomes
Subordinate sa sfac on Subordinate performance
A leadership theory that states that leaders can increase subordinate sa sfac on and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal a ainment. Based on the Expectancy Theory of Mo va on
Direc ve Suppor ve Par cipa ve Achievement-Oriented
Environmental Con ngencies
Task Structure Formal Authority System Primary Work Group
MA A 3335 Liu Spring 2011
Visionary Leadership
Leadership Styles ± ± ± ± Directive clarifying expectations and guidelines Supportive being friendly and approachable Participative allowing input on decisions Achievement-Oriented setting challenging goals
Charis a c Leadership
Transfor a onal Leadership
Charismatic Leadership ± ± ± ± ± ± ±
MANA 3335 Liu Spring 2011
Creates an exceptionally strong relationship between leader and follower Charismatic leaders: articulate a clear vision based on values model values consistent with vision communicate high performance expectations display confidence in followers¶ abilities Transformational Leadership Generates awareness and acceptance of group¶s purpose and mission Gets followers to accomplish more than they intended or thought possible Substitutes for Leadership Leadership substitutes subordinate, task, or organizational characteristics that make leaders redundant or unnecessary Leadership neutralizers subordinate, task, or organizational characteristics that interfere with a leader¶s actions Leaders don¶t always matter Poor leadership is not the cause of every organizational crisis
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ANA 3335 Liu Spring 2011
June 30
Managing Communication
Ch. M15
Communication ± the process of transmitting information from one person or palce to another Perception 0 the process by which individuals attend to organize interpret and retain information from their environments Perceptual filters ± the personality psychology or experience based difference that influence people to ignore or pay attention to particular stumuli Selective perception ± the tendency to notice and accept objects and information consistent with our values beliefs and expectations while ignoring or screening out or not accepting inconsistent information Closure ± the tendency to fill in gaps of missing information by assyminbg that what we don¶t know is consistent with what we already know Attribution theory ± a theory that states that we all have a basic need to understand and explain the causes of other epole behavior Defensive bais ± the tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty or trouble Self serving bias ± the tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external cuases) Encoding ± putting a message into a written verbal or symbolic form that can be recognized and understood by the receiver Decoding ± the process by which the recevieer translates the written verbal or symbolic form of a message into an understood message Feedback to sender in the communication process a return message to the sender that indicates the receiversundersnading of the message Noise ± anything that interferes with the transmission of the intended message Jargon ± vocabulary particular to a profession or group Formal communication channel ± the channels that carry organizationally approved messages and information Downward communication ± the communication that flows from hightger to lower levels in an organization Upward communication ± communication that flows from lower to highgterleverls in an organization Horizontal communication ± communication that flows among mangers and workers who are at the same organizational level Informal communication channel (grapevine) ± the transmission of messages from employee to employee outside of formal communication chenels Coaching ± communicating with someone for the direct purpose of imporving the persons on the job performance or behavior Counseling ± communicating with someone about non job related issues that may be affecting or interfering with the persons performance Nonverbal communication ± any communication that doesn¶t involve words Kinesics ± the movements of the body and face Paralanguage ± the pitch rate tone volume and speaking pattern use of silences pauses or hestiations of ones voice Communication medium ± the method used to delvier an oral or written message Hearing ± the act or process of perceiving sounds Listening ± making a conscious effort to hear Active listening ± assuming half the responsibility for successful communication by actively giving the speaker nonjudgemental feedback that shows you¶ve accurately heard what he or she said Empathetic listening ± understanding the speakers persepective and erpsoinal frame of reference and fiving feedback that conveys that understanding to the speaker Destructive feedback ± feedback that disapproves without any intention of being helpful and almost always causes a negative or defensive reation in the recipient Constructive feedback ± feeback intended to be helpful corrective and or encouraging Collaborative discussion sites ± web or software based discussion tools that allow employees to ask questions and share knowledge Televised / video taped speeches and meeting, organizational silence (when employees witholod info about organizational problems or issues), company hotlines, survey feedback, blog,
Communication
Communication Process
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C omm ica on Me i m The meth d used t deliver an ral r wri en message.
Oral comm nication
Written comm nication
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Responses
C larifying
Li ening
Paraphrasing
Hearing ver Li tening
Ac ve Li tening
S ummarizing
Could you explain that again? I don t understand what you mean. I m confused. Would you run through that again? I m not sure how . If I understand you correctly . So your perspec ve is that . In other words . Tell me if I m wrong, but what you re saying is . Let me summarize . Okay, your main concerns are . Thus far, you ve discussed . To recap what you ve said .
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i ht edi m How to Improve Communication
Choosing the Right Communica on Medium Beinga good listener Giving effec ve feedback
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Clarifying, Paraphrasing, and arizing
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Becoming an Active Listener 1. ± 2. ± 3. ± 1. ± ± 2. ± ± Clarify responses Ask questions to clear up ambiguities Paraphrase responses Restate the speaker¶s comments in your own words Summarize responses Review the speaker¶s main points Becoming an Empathetic Listener Show your desire to understand Listen first Talk about what¶s important to the other Reflect feelings Focus on the emotional part of the message More than just restating words The Four Criteria for Effective Feedback Use ³I´ statement Make descriptions rather than judgments Be specific rather than general Request rather than demand
July 1 Chapter 16- Control
Control
Ch. M16
Control- a regulatory process of establishing standards to achieve organizational goals, comparing actual performance to the standards, and taking corrective action when necessary. Standards Standards- a basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory. Benchmarking- the process of identifying outstanding practices, processes, and standards in other companies and adapting them to your company. Dynamic, cybernetic process Cybernetic- the process of steering or keeping on course. Feedback, concurrent, and feedforward control Feedback control- a mechanism for gathering information about performance deficiencies after they occur. Concurrent control- a mechanism for gathering information about performance deficiencies as they occur, thereby eliminating or shortening the delay between performance and feedback. Feedforward control- a mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur. Control loss Control loss-the situation in which behavior and work procedures do not conform to standards. Regulation costs-the costs associated with implementing or maintaining control. Cybernetic feasibility-the extent to which it is possible to implement each step in the control process. Control methods Bureaucratic control- the use of hierarchical authority to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures. Objective control- the use of observable measures of worker behavior or outputs to assess performance and influence behavior. Behavior control- the regulation of the behaviors and actions that workers perform on the job. Output control- the regulation of workers results or outputs through rewards and incentives. Normative control- the regulation of workers behavior and decisions through widely shared organizational values and beliefs. Concertive control- the regulation of workers¶ behavior and decisions through work group values and beliefs. Self-control (self-management)- a control system in which managers and workers control their own behavior by setting their own goals, monitoring their own progress, and rewarding themselves for goal achievement. What to control? Balanced scorecard- measurement of organizational performance in four equally important areas: finances, customers, internal operations, and innovation and learning.
Suboptimization- performance improvement in one part of an organization at the expense of decreased performance in another part. Cash flow analysis- a type of analysis that predicts how changes in a business will affect its ability to take in more cash than it pays out. Balance sheets- accounting statements that provide a snapshot of a company¶s financial position at a particular time. Income statements- accounting statements, also called ³profit-and-loss statements,´ that show what has happened to an organization¶s income, expenses, and net profit over a period of time. Financial ratios- calculations typically used to track a business¶s liquidity (cash), efficiency, and profitability over time compared to other businesses in its industry. Budgets- quantitative plan through which managers decide how to allocate available money to best accomplish company goals. Economic value added (EVA)- the amount by which company profits (revenues, minus expenses, minus taxes) exceed the cost of capital in a given year. Customer defections- a performance assessment in which companies identify which customers are leaving and measure the rate at which they are leaving. Value- customer perception that the product quality is excellent for the price offered. Control and Change
Dynami , Cyberneti Pr
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Set S tandards Develop & Implement Program for Correc ve Ac on
Measure Performance
C ompare with S tandards
Analyze Devia ons
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Feedback, Concurrent, and Feedfor ard Control
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Feedback Control
Gather infor a on about perfor ance deficiencies a er they occur
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Control Loss Control loss When behavior and work procedures do not conform to standards Is control worthwhile? Managers must assess the regulation costs and the cybernetic feasibility. Regulation Cost ± the cost of implementing or maintaining control Cybernetic feasibility ± the extent to which it is possible to implement control
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Feedfor ard Control
Monitor perfor ance inputs rather than outputs to prevent or ini i e perfor ance deficiencies before they occur
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Concurrent Control
Gather infor a on about perfor ance deficiencies as they occur
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Quality
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Managing Change
C hange Forces
Change
Resistance Forces
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Managing
esistance to Change
Unfree ing
Change Interven on
Refree ing
Share reasons Empathi e Communicate
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Benefits Champion Input Timing Security Training Pace
Top management support Reinforce
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Managing
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Educa on and Communica on Par cipa on Nego a on Managerial Support Coercion
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Unfree ing 1. Not establishing a great enough sense of urgency. 2. Not crea ng a po erful enough guidingcoali on. C hange 3. Lackinga vision.
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6. Not syste a cally planningfor and crea ng short-ter Refree ing 7. Declaring victory too soon. 8. Not anchoringchangesin the corpora on¶sculture.
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July 5
Stress and Well-Being at Work
Stress ± the unconscious preparation to fight or flee that a person experiences when faced with any demand Stressor ± the person or event that triggers the stress resoonse Distress ± the adverse psychological physical behavioral and organizational consequences that may arise as a result of stressful events Strain ± distress Homeostasis ± a steady state of bodily functioning and equilibrium Ego-ideal ± the embodiment of a persons perfect self (first part of the harry levinsonelments of personality interact to cause stress) Self- image ± how a person sees himself or herself both positively and negatively (second part) Workaholism ± an imbalanced preoccupation with work at the expense of home and personal life satisfaction Participation problem ± a cost associated with absenteeism tardiness strikes and work stoppages and turnover Performacen decrements ± are costs resulting from poor quality or low quantity of production grienances and unscheduled machine downtown and repair Compensation award ± an organizational cost resulting from court awards for job distress Type a behavior patter ± acomplex of personality and behavioral charactersistics including competivitivess time urgency social status insecurnity aggression hostitlity and a quest for achievement Personality hardness ± a personality characterized by commitment control and challenge and hence resistant to distress
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Ch. O7
Transofmrationalcoiping ± a way of managing stressful events by changing them into less subjectively stressful events Self reliance ± a healthy secure interdependent pattern of behavior related to hiowpeole form and maintain supportive attachemnts with others Counterdepencedence ± an unhealthy insecure pattern of behawioer that leads to separation in relationships with other peole Overdependence ± an unhealthy insecure pattern of behavior that leads to preoccupied attmepts to acieve security thorughrelatiinships Preventive stress management ± an organizational philosophy according to which people andorganization should take jouint responsibility for promoting health and preventing distress and strain Primary prevention ± the strage in preventive stress management designed to reduce modify or eliminate the demand or stressor causeing stress Secondayprecention ± the stage in preventive stress management designed to alter or modify the indivuals or orgnizations response to a demand or stressor Tertiary prevention ± the stage in preventive stress management designed to head indivdiauls or organizational sumptoms of ditress and strain
Topic Readings Motivation Ch. M13
Motivation ± the set of forces that initiates dfirects and makes people persist in their efforts to accomplish a goal (the willingness to preform) Ability ± capability to do the job Effort and preformatnce ± Job performance = motivation x ability x situational constraints Needs ± the physical or psychlogigcal requirements that must be met to ebsure survival abd well being Maslows hierarchy of needs ± (physiological ± food and water) (safety ± physical and economical) (belongingness ± friendship, love social interaction) (esteem ± achievement and recognition) (self actualization ± realizing your full potential) Mcclelland learned needs theory (afflication ± to be liked and accepted) (achievement ± to accomplish challenging goals) ( power ± to influence others) Alderfers ERG theory ± growth (esteem and self actualization needs) existence (safety and physical needs) relatiedness (belongingness) Extrinsic reward ± a reward that is tangible visible to others and given to employees contingent on the performance of specific tasks or behaviors Intrinsic reward ± a natural reward associated with performing a task or activity for its own sake Equity theory ± a theory that states that people will be motivated when they perceive that they are being treated fairly (has to be fair equity Inoputs ± in equity theiry the contribuitions employees make to the organization Outcomes ± in equity the rewards employees receive tofr their contribitions to the organization Referents ± in equity theory others whith whom people compare themselves to dermine if they have been treated fairly Outcome / input ratio ± in equity theory an employee perception of how the rewards received from an organization compare with the employees contribtions to the at organization Underreward ± a form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting Overreward ± a form of inquity in which you are getting more outcomes relative to inpust than your referent Reactions to perceived inequity ± decreasing or withgolding their inputs or effort, increasing outcomes, rationalize or distort inputs or outcomes, changing the refgerent, employees may leave Motivating with equity theory ± looking for and correcting major inequities, reduce employees inputs, make sure decision making processes are fair Distributive justice ± the perceived degree to which outcomes and rewards are failry distributed or allocated Procedural justice ± the perceived fairness of the process used to make reward allocation decisions Expectancy theory ± a theory that states that people will be motivated to the extent to which they believe that their efforts will lead to good performance that good performance will be rewardeded and that they will be offered attratve rewards ( Valence ± the attractiveness or desirability of a reward or outcome Expectancy ± the perceived relationship between efforct and performance Instrumentality ± the perceived relationship between performance and rewards Motivations = valence x expectancy x instrumentality Reinforcement theory - a theory that states that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences or not followed by positive consquences will occur less frequently Reinforcement ± the process of changing behavior by changing the consequences that follow behavior Reinforcement contingencies ± causes and effect relationshiups between the performance of specific behaviors and specific consequences Continuous reinforcement schedule ± a schedule that requeies a consequence to be administered following every instance of a behavior Intermittent reinforcement schedule ± a schedule in which consequences are delviereed after a specificed or average time has elapsed or after a spcificed or average number of behaviors has occurred Variable internval reinforcement schedule ± an intermittent schedule in which the time between a behavior and the following consequences varies around a specified average Fixed ratio reinforcement schedules 0 are delivered following a specific number of behaviors Variable ratio reinforcement schedule ± an intermittent schduel in which consequences are dlivered following a different number of behaviors sometimes more and sometimes less that vary around a specified average number of behaviros Goal ± a target objective or result that someone tires to accomplish Goal setting theiry ± a theory that statestahtpople will be motivated to the extent to which they accept specific challenging goals and receive feedback that indicates their progress toward goal achievement Goal specificity ± the extent to which goals are detailed exact and unambiguous Goal difficulty ± the extent to which a goal is hard or challenging to accompklish Goal acceptance ± the extent to which people consciously understand and agree to gaols
Performance feeback ± information about the quality or uqnitity of past performacen that indicates whether progress is being made toward the accomplishment of a goal Motivating with goal theory ± assign them specific, challenging goals, make sure workers truly accept organizational goals, oprovide frequent specific performance related feeback
June 28
Power and Political Behavior
Ch. O11
Power ± the ability to influence antoher person Influence ± the process of affecting thoughts behavior and feelings of another person Authority ± the right to influence another person Zone of indifference- the rage in which attempts to influence a person will be perceived as legimate and will be acted on without a great deal of thought reward power ± power based on an agents ability to control rewards that a target wants Coercive power ± power that is based on a n agents ability to cause an unpleasant experience for a target Legitmate power ± power that is based on postion and mutual agreement agent and target agree that the agent has the right to influence the target Referent power 0 an elusive power that is based on interpersonal attraction ± people like you Expert power ± the power that exists when an agent has specialized knowledge or skills that the target needs Information power ± access to and control over important information Net of allies ± maintaint allies, keeop in touch, expand your network, explore connenctions among networks Steps for ethical behavrior ± does the behavior produce a good outcome for people bnoth inside and outside the organization, does the behavior respect the rights of all parties, does the behavior treat all parties equitably and farily Personal power ± power used tfor personal gain (negative face of power) Social power 0 power used to create motivation or to accomplish group goals (positive face of power) Managers who use power successfully (belief in the authoriaty system, preference for work and discipline, altruism, belief in justice) Powerlessness ± a lack of power Organizational politices ± the use of power and influence in organizations Political behavior ± actions not officeially sanctioned by an organization that are taken to influence others in order to meet ones personal goals Influence ± the process of affecting the thoughts bevhrosis or feeligns of another person Influence tactics used in organizations (pressure, upward appeal, exchange, coalition, ingratiation, rational persuasion, inspirational appewls, consultation) Political skill 0 the ability to get things done though favorable intersonalrelationshsip outside of formally perscubedorganiaational mechanism Empowerment 0 sharing power in such a way that individuals learn to belive in their ability to do the job June 29 Leadership Ch. M14
Leadership ± the process of influencing others to achieve group or organizational goals Trait theory ± a leadership theory that holds that effective leaders possess a similar set of traits or characteristics Traits ± relatively stable characteristics such as abilities psychological motives, or consistent patterns of behavior Intiatiing structure ± the degree to which a leader structures the roles of followers by seting goals giving directions, setting deadlines, and assigning tasks Consideration ± the extent to which a leader is friendly approachable and supportive and hows concern for employees Leadership style ± the way a leader generally behaves rtowardfollwers Contingency theory ± a leadership theory that states that in order to maximaize work group performace leaders must be matched to the situation that best fits their leadership style Situational favorableness 0- the degree to which a particular situation either persist or denies a leader thae chance to influence the behovir of group memebers Leader member relations ± the degree to which followersresepctturst and like their leaders Task structure ± the degree to which the requiementsof a subordinates tasks are clealrly specified Position power ± the degree to which leaders are able to hire fire reward and punish owrkers Path goal theory ± a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarigiing and clearing the paths to hoals and byu increasing the number and kinds of rewards availabkle for gaol attainment
Directive leadershuip ± a leadership style in which the leader lets employees know preceistly what is expected of them gives them specific guidelines for performaing tasks schedules work sets standards of performacnce and makes sure that pople follow standarsrlesnad regulations Supportive ledareship ± style in which the leader is friendly and approachable shows concern for employees and their welfare and treats them as equals and creates a friendly climate Participative ledareship 0 a sytle in which the leader constults employees for their suggestions and inpit before making decisions Achievement oriented leaderthsup 0 a style in which the leader sets challenging folas has high expectations of employuees and desplaus confidence that employees will assume respnsibilty and put forth extraordinary effort Normative decision theory ± a theory that suggests how leaders can determine an appropriate amount of emplouee participation when making decisions Strategic leadership ± the ability to anticipate envision matintain flexibility think strategically and work with others to initate changes that will creat a ppositive future for an organization Visionary leadership ± leaderup that creates a positive image of the future that motivates orgniazatioal members and provides direction for future planning and golal setting Charismatic leadership, ethical charismatics, unethical charismatics Transformational leadersup ± leadership that generates awareness and acceptance of a groups purpose and mission and gets employees to see beyond their own needs and self interests for the good of the group Transactional leadershi0p ± leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance Chapter 14 Outline What is Leadership? Leaders vs. Managers Managers- do things right, status quo, short term, means (how to get things done), builders, problem solving. Leaders- Do the right thing, change, long term, ends (what gets done), architects, inspiring and motivating. Management is getting work done through others; Leadership is the process of influencing others to achieve group or organizational goals. Leadership Traits- traits or characteristics that differentiate them from nonleaders. 7 most common traits are (desire to lead, self confidence, drive, strategic thinking, acheievemtnet motivation, charisma, cognitive ability, emotional stability, knowledge of the business, honesty and integrity) -Drive-high level of effort and is characterized by achievement, motivation, initiative, energy, and tenacity. -The desire to lead- the want to be in charge and think about ways to influence or convince others about what should or shouldn¶t be done. -Honesty/integrity- being truthful with others/ do what they say they will do. -Self-confidence- believing in one¶s ability -Emotional stability- when things go wrong, they remain even-tempered and consistent in their outlook and in the way they treat others. -Cognitive ability- have the capacity to analyze large amounts of seemingly unrelated, complex information and see patterns, opportunities, or threats where others might not see them. -Knowledge of the businessLeadership Behaviors Initiating structure- improves subordinate performance Consideration- improves subordinate satisfaction Contingency Theory Leadership style Fiedler¶s Contingency Theory- assumes that leaders are effective when their work groups perform well, that leaders are unable to change their leadership styles, that leadership styles must be matched to the proper situation, and that favorable situation permit leaders to influence group members. Leadership style-Least Preferred Coworker (LPC)- there are 2 basic leadership styles. -Relationship-oriented leadership style -Task-oriented leadership style Situational Favorableness- when leaders can influence followers Leader-member relations Task Structure Position Power- 8 levels of situational favorableness (2^3) Path-Goal Theory Path-goal theory states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal achievement. Leadership styles
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Directive leadership- letting employees know precisely what is expected of them, giving them specific guidelines for the performance of their task, scheduling work, setting standards of performance, and making sure that people follow standard rules and regulations. Supportive Leadership- being approachable and friendly to employees, showing concerns for them and their welfare, treating them as equals, and creating a friendly climate. Participative Leadership-consulting employees for their suggestions and input before making decisions. Achievement-oriented leadership-setting challenging goals, having high expectations of employees, and displaying confidence that employees will assume responsibility and put forth extraordinary effort. Subordinate Contingencies Perceived ability-how much ability subordinates believe they have for doing their jobs well. Locus of control ± a personality measure that individual the extent to which people believe that they have control over what happens to them in life. Internals- believe that what happens to them, good or bad, is largely a result of their choices and actions. Externals- believe that what happens to them is caused by external forces beyond their control. Experience Environmental Contingencies- task structure, formal authority system, and primary work group. Normative Decision Theory Decision Styles- ways of making decisions. Autocratic decision- leaders make decision by themselves Consultative decisions- leaders share problems with subordinates but still make the decisions themselves Group decisions- leaders share the problems with subordinates and then have the group make the decisions. Decision Quality and Acceptance Using the right amount of employee participation: improves decision quality, and improves acceptance. Decision tree helps leaders identify optimal level of participation. See exhibit 14.8 Strategic Leadership Visionary leadership Charismatic leadership-Have strong, confident, dynamic personalities that attract followers, enable the leader to create strong bonds, and inspire followers to accomplish the leader¶s vision. ( see exhibit 14.9) Ethical charisma- work harder, are more committed and satisfied, are better performers, and are more likely to trust their leaders. Unethical charisma-control and manipulate followers and do what is best for themselves instead of their organizations. Transactional Leadership- generate awareness and acceptance of a group¶s purpose and mission and by getting employees to see beyond their own need and self-interest for the good of the group. The 4 components of transformational leadership are or idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
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Leadership
Who Leaders Are and What Leaders Do
Leadership Traits
Leadership Behavior
Leadership Behavior
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Leadership Behavior Initiating Structure vs. Consideration Production Oriented vs. People Oriented The Leadership Grid 5 types of leadership behavior
Blake/Moulton Leadership Grid
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Blake and Mouton used two leadership behaviors²concern for people and concern for production± to categorize five different leadership styles. Both behaviors are rated on a 9-point
scale with 1 representing low and 9 representing high.
Putting Leaders in the Right Situation: Fiedler¶s Contingency Theory
Situa onal Favorableness
Group Perfor ance
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Fiedler¶s Contingency Model ± ± ± ± ± Style is measured by the Least Preferred Co-worker scale (LPC) relationship-oriented task-oriented Situational Favorableness Leader-member relations Task structure Position power
Matching Leadership Styles to Leadership Style Situations
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Path- oal Theory
Path-Goal Theory
Path-Goal Theory
S ubordinate Con ngencies
Perceived Ability Locus of Control Experience
Leadership S tyles
Outcomes
Subordinate sa sfac on Subordinate performance
A leadership theory that states that leaders can increase subordinate sa sfac on and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal a ainment. Based on the Expectancy Theory of Mo va on
Direc ve Suppor ve Par cipa ve Achievement-Oriented
Environmental Con ngencies
Task Structure Formal Authority System Primary Work Group
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Visionary Leadership
Leadership Styles ± ± ± ± Directive clarifying expectations and guidelines Supportive being friendly and approachable Participative allowing input on decisions Achievement-Oriented setting challenging goals
Charis a c Leadership
Transfor a onal Leadership
Charismatic Leadership ± ± ± ± ± ± ±
MANA 3335 Liu Spring 2011
Creates an exceptionally strong relationship between leader and follower Charismatic leaders: articulate a clear vision based on values model values consistent with vision communicate high performance expectations display confidence in followers¶ abilities Transformational Leadership Generates awareness and acceptance of group¶s purpose and mission Gets followers to accomplish more than they intended or thought possible Substitutes for Leadership Leadership substitutes subordinate, task, or organizational characteristics that make leaders redundant or unnecessary Leadership neutralizers subordinate, task, or organizational characteristics that interfere with a leader¶s actions Leaders don¶t always matter Poor leadership is not the cause of every organizational crisis
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June 30
Managing Communication
Ch. M15
Communication ± the process of transmitting information from one person or palce to another Perception 0 the process by which individuals attend to organize interpret and retain information from their environments Perceptual filters ± the personality psychology or experience based difference that influence people to ignore or pay attention to particular stumuli Selective perception ± the tendency to notice and accept objects and information consistent with our values beliefs and expectations while ignoring or screening out or not accepting inconsistent information Closure ± the tendency to fill in gaps of missing information by assyminbg that what we don¶t know is consistent with what we already know Attribution theory ± a theory that states that we all have a basic need to understand and explain the causes of other epole behavior Defensive bais ± the tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty or trouble Self serving bias ± the tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external cuases) Encoding ± putting a message into a written verbal or symbolic form that can be recognized and understood by the receiver Decoding ± the process by which the recevieer translates the written verbal or symbolic form of a message into an understood message Feedback to sender in the communication process a return message to the sender that indicates the receiversundersnading of the message Noise ± anything that interferes with the transmission of the intended message Jargon ± vocabulary particular to a profession or group Formal communication channel ± the channels that carry organizationally approved messages and information Downward communication ± the communication that flows from hightger to lower levels in an organization Upward communication ± communication that flows from lower to highgterleverls in an organization Horizontal communication ± communication that flows among mangers and workers who are at the same organizational level Informal communication channel (grapevine) ± the transmission of messages from employee to employee outside of formal communication chenels Coaching ± communicating with someone for the direct purpose of imporving the persons on the job performance or behavior Counseling ± communicating with someone about non job related issues that may be affecting or interfering with the persons performance Nonverbal communication ± any communication that doesn¶t involve words Kinesics ± the movements of the body and face Paralanguage ± the pitch rate tone volume and speaking pattern use of silences pauses or hestiations of ones voice Communication medium ± the method used to delvier an oral or written message Hearing ± the act or process of perceiving sounds Listening ± making a conscious effort to hear Active listening ± assuming half the responsibility for successful communication by actively giving the speaker nonjudgemental feedback that shows you¶ve accurately heard what he or she said Empathetic listening ± understanding the speakers persepective and erpsoinal frame of reference and fiving feedback that conveys that understanding to the speaker Destructive feedback ± feedback that disapproves without any intention of being helpful and almost always causes a negative or defensive reation in the recipient Constructive feedback ± feeback intended to be helpful corrective and or encouraging Collaborative discussion sites ± web or software based discussion tools that allow employees to ask questions and share knowledge Televised / video taped speeches and meeting, organizational silence (when employees witholod info about organizational problems or issues), company hotlines, survey feedback, blog,
Communication
Communication Process
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C omm ica on Me i m The meth d used t deliver an ral r wri en message.
Oral comm nication
Written comm nication
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Responses
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Could you explain that again? I don t understand what you mean. I m confused. Would you run through that again? I m not sure how . If I understand you correctly . So your perspec ve is that . In other words . Tell me if I m wrong, but what you re saying is . Let me summarize . Okay, your main concerns are . Thus far, you ve discussed . To recap what you ve said .
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Clarifying, Paraphrasing, and arizing
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Becoming an Active Listener 1. ± 2. ± 3. ± 1. ± ± 2. ± ± Clarify responses Ask questions to clear up ambiguities Paraphrase responses Restate the speaker¶s comments in your own words Summarize responses Review the speaker¶s main points Becoming an Empathetic Listener Show your desire to understand Listen first Talk about what¶s important to the other Reflect feelings Focus on the emotional part of the message More than just restating words The Four Criteria for Effective Feedback Use ³I´ statement Make descriptions rather than judgments Be specific rather than general Request rather than demand
July 1 Chapter 16- Control
Control
Ch. M16
Control- a regulatory process of establishing standards to achieve organizational goals, comparing actual performance to the standards, and taking corrective action when necessary. Standards Standards- a basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory. Benchmarking- the process of identifying outstanding practices, processes, and standards in other companies and adapting them to your company. Dynamic, cybernetic process Cybernetic- the process of steering or keeping on course. Feedback, concurrent, and feedforward control Feedback control- a mechanism for gathering information about performance deficiencies after they occur. Concurrent control- a mechanism for gathering information about performance deficiencies as they occur, thereby eliminating or shortening the delay between performance and feedback. Feedforward control- a mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur. Control loss Control loss-the situation in which behavior and work procedures do not conform to standards. Regulation costs-the costs associated with implementing or maintaining control. Cybernetic feasibility-the extent to which it is possible to implement each step in the control process. Control methods Bureaucratic control- the use of hierarchical authority to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures. Objective control- the use of observable measures of worker behavior or outputs to assess performance and influence behavior. Behavior control- the regulation of the behaviors and actions that workers perform on the job. Output control- the regulation of workers results or outputs through rewards and incentives. Normative control- the regulation of workers behavior and decisions through widely shared organizational values and beliefs. Concertive control- the regulation of workers¶ behavior and decisions through work group values and beliefs. Self-control (self-management)- a control system in which managers and workers control their own behavior by setting their own goals, monitoring their own progress, and rewarding themselves for goal achievement. What to control? Balanced scorecard- measurement of organizational performance in four equally important areas: finances, customers, internal operations, and innovation and learning.
Suboptimization- performance improvement in one part of an organization at the expense of decreased performance in another part. Cash flow analysis- a type of analysis that predicts how changes in a business will affect its ability to take in more cash than it pays out. Balance sheets- accounting statements that provide a snapshot of a company¶s financial position at a particular time. Income statements- accounting statements, also called ³profit-and-loss statements,´ that show what has happened to an organization¶s income, expenses, and net profit over a period of time. Financial ratios- calculations typically used to track a business¶s liquidity (cash), efficiency, and profitability over time compared to other businesses in its industry. Budgets- quantitative plan through which managers decide how to allocate available money to best accomplish company goals. Economic value added (EVA)- the amount by which company profits (revenues, minus expenses, minus taxes) exceed the cost of capital in a given year. Customer defections- a performance assessment in which companies identify which customers are leaving and measure the rate at which they are leaving. Value- customer perception that the product quality is excellent for the price offered. Control and Change
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Control Loss Control loss When behavior and work procedures do not conform to standards Is control worthwhile? Managers must assess the regulation costs and the cybernetic feasibility. Regulation Cost ± the cost of implementing or maintaining control Cybernetic feasibility ± the extent to which it is possible to implement control
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Managing Change
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Managing
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Managing
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Unfree ing 1. Not establishing a great enough sense of urgency. 2. Not crea ng a po erful enough guidingcoali on. C hange 3. Lackinga vision.
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Stress and Well-Being at Work
Stress ± the unconscious preparation to fight or flee that a person experiences when faced with any demand Stressor ± the person or event that triggers the stress resoonse Distress ± the adverse psychological physical behavioral and organizational consequences that may arise as a result of stressful events Strain ± distress Homeostasis ± a steady state of bodily functioning and equilibrium Ego-ideal ± the embodiment of a persons perfect self (first part of the harry levinsonelments of personality interact to cause stress) Self- image ± how a person sees himself or herself both positively and negatively (second part) Workaholism ± an imbalanced preoccupation with work at the expense of home and personal life satisfaction Participation problem ± a cost associated with absenteeism tardiness strikes and work stoppages and turnover Performacen decrements ± are costs resulting from poor quality or low quantity of production grienances and unscheduled machine downtown and repair Compensation award ± an organizational cost resulting from court awards for job distress Type a behavior patter ± acomplex of personality and behavioral charactersistics including competivitivess time urgency social status insecurnity aggression hostitlity and a quest for achievement Personality hardness ± a personality characterized by commitment control and challenge and hence resistant to distress
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Transofmrationalcoiping ± a way of managing stressful events by changing them into less subjectively stressful events Self reliance ± a healthy secure interdependent pattern of behavior related to hiowpeole form and maintain supportive attachemnts with others Counterdepencedence ± an unhealthy insecure pattern of behawioer that leads to separation in relationships with other peole Overdependence ± an unhealthy insecure pattern of behavior that leads to preoccupied attmepts to acieve security thorughrelatiinships Preventive stress management ± an organizational philosophy according to which people andorganization should take jouint responsibility for promoting health and preventing distress and strain Primary prevention ± the strage in preventive stress management designed to reduce modify or eliminate the demand or stressor causeing stress Secondayprecention ± the stage in preventive stress management designed to alter or modify the indivuals or orgnizations response to a demand or stressor Tertiary prevention ± the stage in preventive stress management designed to head indivdiauls or organizational sumptoms of ditress and strain
