Exam 3 Flashcards
leadership
The ability to influence a group toward the achievement of a vision or set of goals
trait theories
leaders are born; The personal qualities and characteristics that differentiate leaders from non-leaders
behavioral theories
leaders are made; Specific behaviors can differentiate leaders from non-leaders.
initiating structure
key behavior in behavioral theories; making roles in relation to goal attainment
consideration
key behavior in behavioral theories; having relationships based on trust and respect
contingency theories
it depends; Effective leadership depends on the situation
charismatic leadership characteristics
- Having a vision
- taking risks to achieve this vision
- Being perceptive and responsive
- Engaging in unconventional behavior
transformational leadership
Leaders inspire followers to go beyond their own self-interests for the good of the organization
transformational leadership characteristics
- Articulating a vision
- Gaining the trust and respect of others
- Communicating high expectations
- Promoting intelligence and problem solving
- Giving personal attention to employees
transactional leadership
Leading by giving roles and task to achieve goals
transactional leadership characteristics
- Exchange of rewards for effort
- Promises rewards for good performance
- Watches for deviations from rules
- Intervenes only if standards are not met
- Abdicates responsibilities, avoids making decisions
transformational leadership competencies
idealized influence, inspirational motivation, intellectual stimulation, individualized consideration
transactional leadership competencies
contingent reward, management-by-exception: active or passive,
difference in charismatic vs transformational
charismatic emphasizes how leaders communicate, transformational focus on what they communicate
authentic leadership
values and beliefs
servant leadership
focuses on follower
positive leadership
the nature of trust
power
Anyone can use power to influence others to do what you want
coercive power
Power is the capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes
dependence
the key to power:
importance, scarcity, non substitutability
basis of power
formal and personal power
formal power
coercive, reward, legitimate
personal power
expert, referent
power tactics
legitimacy, rational persuasion, exchange, pressure, coalitions,
employees responses to organizational politics
- Decreased job satisfaction
- Increased anxiety and stress
- Increased turnover
- Reduced performance
defensive behaviors
avoiding action, blame, and change
conflict
when someone affects something the other person cares about
conflict causes
a. Differences in opinions
b. lacks empathy / bad attitude
c. miscommunication / bullying
d. differences in goals and ideas
e. Limited resources
skills needed to resolve conflict
a. Professional
b. Compromising
c. communication
d. Emotional awareness
e. patience
f. Listen
task conflict
Conflict over content and goals of the work.
relationship conflict
Conflict based on interpersonal relationships
process conflict
Conflict over how work gets done
loci of conflict
dyadic: two people
intragroup: within a group/team
intergroup: between diff groups/teams
assertiveness
the degree to which one party attempts to satisfy their own concerns
cooperativeness
the degree to which one party attempts to satisfy the other party’s concerns
conflict methods
avoidance, accommodation, competition, compromising, collaboration
resolution techniques
problem solving, expansion of resources, smoothing, authoritative command, subordinate goals, avoidance, compromise, altering the structure
conflict simulation techniques
communications, restructuring the org, bringing in outsiders, devils advocate
managing functional conflict
Recognize when there is a disagreement, Emphasize shared interest, Take a walk with the other party, Discuss differences and deal with conflict as it arises
productive conflict
Team members express their different opinions to reach a common solution
negotiation
A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
negotiation process
- Preparation and planning (setting the stage, you, them)
- Definition of ground rules
- Clarification and justification
- Bargaining and problem-solving
- Closure and implementation
BATNA
Best Alternative To Negotiated Agreement
target point
The best deal you’re hoping to get.
distributive bargaining
● Position-based
● Win-lose
● Dividing the pie
● Competitive
● Short-term focus
integrative bargaining
● Interests-based
● Win-win
● Expanding pie
● Collaborative
● Problem-solving
● Long-term focus
advantage of integrative agreements
- Prevents impasse
- Stable, stronger relationships
- Improves outcomes
values
Shared views about what is important (as it relates to your job and your workplace)
norms
shared expectations about how people behave (in the workplace)
organizational culture
A system of shared meaning held by members that distinguishes the organization from other organizations
strong culture but not weak
the norms and values of the organization intensely held and widely shared
functions of culture
● Defines the boundary between one organization (or dept) and others
● Conveys a sense of identity for its members
● Facilitates the generation of commitment to something larger than self interest
● Provides standards for what employees should say or do
● Guides employee behavior and attitudes
spiritual culture
benevolence, purpose, trust/respect, open-mindedness
how does Hr and organizational development work together
● Recruitment Practices
● Selection Practices
● Engagement/Retention
● Training & Development
● Performance Management
selection practices
● Initial Selection
● Cultural Fit/Departmental Fit
● Behavior Based Interviewing
● Written Test
● Performance-Simulation Tests
● Realistic job preview
engagement
help ensure employees needs are being met
types of training
● Basic skills
● Technical skills
● Problem-solving skills
● Interpersonal skills
three types of performance behavior
● Task performance
● Citizenship
● Counter productivity
work-life initiatives
● Time-based Strategies
● Information-based strategies
● Money-based strategies
● Direct services
● Culture-change strategies
purpose of performance evaluation
● Make general human resource decisions
● Identify training and development needs
● Pinpoint employee skills and competencies needing development
● Provide feedback to
employees
leadership role of HR
● Communicating
● Designing and Administering
Benefits
● Employee Policies
● Managing Work-Life Conflicts
● Mediations, Terminations and
Layoffs
methods of performance evaluation
● Written Essay
● Critical Incidents
● Graphic Ratings Scales
● Forced Comparisons
● 360
nature of workforce force for change
● More cultural diversity
● Aging population
● Increased immigration and outsourcing
technology force for change
Faster, cheaper, and more mobile computers and handheld devices
economic shock force for change
● Rise and fall of global housing market
● Financial sector collapse
● Global recession
competition force for change
● Global competitors
● Mergers and consolidations
● Increased government regulation of commerce
social trends force for change
● Increased environmental awareness
● Liberalization of attitudes toward LGBTQ+ employees
● More multitasking and connectivity
world politics force for change
● Negative social attitudes toward business and executives
● Opening of new markets worldwide
individual sources of resistance to change
● Habit
● Security
● Economic factors
● Fear of the unknown
● Selective information processing
organizational sources of resistance to change
● Structural interior
● Limited focus of change
● Group intertia
● Threat to expertise
● Threat to established power relationship
