Leadership & Conflict Management Flashcards
Is arranging the work of others to achieve organizational objectives.
Management
Is a special type of management. It influences, inspires, and guides people to strive willingly to achieve group objectives through common effort.
Leadership
Is the ability to influence employees to do what they would not ordinarily do.
Power
The sources of power include:
1) Legitimate or position power,
2) Expertise,
3) Referent power,
4) Coercive power,
5) Control of rewards
Leadership is a characteristic of the individual’s personality and cannot be subdivided
Traitist approach
Styles of leadership are emphasized in
Behavioral approaches
Traditional styles include the following:
1) Authoritarian or autocratic
2) Democratic
3) Laissez fair
The manager does not share authority and responsibility. (S)he dictates al decisions to employees, so communication is downward with little employee input.
Authoritarian or autocratic
The leader delegates substantial authority.
Democratic
Employees in a group are given the authority and responsibility to make their own decisions
Laissez faire
The leadership grid developed by Robert Blake and Jane Mouton:
Is a trademarked classification scheme.
The leadership grid:
Concern for production is on the horizontal (x) axis, and concern for people is on the vertical (y) axis
Primary styles of the leadership grid are:
1) Impoverished management
2) Country club management
3) Produce-or-perish management
4) Middle-of-the-road management
5) Team management
Has little concern for production or people. The manager’s main concern is not to be held responsible for mistakes.
Impoverished management
Has a primary concern for people but little concern for production
Country club management
Has a primary concern for production but little concern for people
Produce-or-perish management
Has a moderate concern for production and people to maintain status quo.
Middle-of-the-road management
Has a great concern for production and people, trust, teamwork, and commitment.
Team management
Gives employees greater control of the workplace when they can establish objectives, be involved in decision making, solve problems, or effect organizational change
Participative management
Participative principle has the following qualities:
1) Quality control circles,
2) Self-managed teams, and
3) Open-book management
Is a group whose members work intensively with each other to achieve a specific common goal.
A team
Five stages of team development:
1) Forming stage,
2) Storming stage,
3) Norming stage,
4) Performing stage
5) Adjourning stage
The team starts to come together, and members behave cautiously.
Forming stage
Team members start to feel comfortable expressing disagreement and challenging others’ opinions
Storming stage
The team reaches consensus about roles and responsibilities.
Norming stage
The team becomes highly productive
Performing stage
The team has completed its task and is disbanded
Adjourning stage
Occurs when the combination of formerly separate elements has a greater effect than the sum of their individual effects. When teams are comprised of individuals with complementary rather than identical skills pursing the collective goals.
Synergy
Results in the perceptions of two parties that they are working in opposition to each other in ways that result in feelings of discomfort or animosity.
Conflict
Conflict can be categorized as:
1) Cooperative conflict
2) Competitive conflict
Is constructive. The existence of cooperative (shared) goals is the basis for treating the conflict as a mutual problem. It is a means of avoiding groupthink.
Cooperative conflict
Is destructive. Opposite goals are pursued, and neither side trusts or believes the other.
Competitive conflict
Conflict may be triggered by:
1) Badly defined job descriptions,
2) Scarcity of resources,
3) Failure of communication
4) Deadlines,
5) Unfair policies,
6) Individual personality differences,
7) Differences in status,
8) Not meeting expectations, or
9) Role incompatibility
There are many responses to conflict:
1) Problem solving
2) Smoothing
3) Forcing
4) Superordinate goals
5) Other methods include compromise, competition, expanding resources, avoidance, accommodation, and interest-based bargaining
Resolves the conflict by confronting it and removing its causes
Problem solving
Is a short-term avoidance approach. The parties are asked by management to suspend their conflict temporarily.
Smoothing
Occurs when a superior uses his or her formal authority to order a particular outcome.
Forcing
Are the overriding goals of the organization to which subunit and personal goals are subordinate.
Superordinate goals
Is a decision-making process. The parties are interdependent and do not have the same preferred outcomes. The parties must decide through bargaining what values will be exchanged by each side.
Negotiation
Effective negotiation allows the parties to meet their needs and to establish the trust necessary for future bargaining.
Win-win attitude
Rewards are given for winning, and punishment is given for losing. In some cultures, the dominant negotiation approach is
Competitive
Views negotiation as a zero-sum game
Win-lose attitude
Is the acceptable minimum outcome if a negotiator cannot obtain the desired result.
The best alternative to a negotiated agreement (BATNA)
A reasonable BATNA protects against bad decisions caused by
1) Framing error,
2) Escalation of commitment, or
3) Overconfidence
Other negotiation concepts include:
1) Added-value negotiating,
2) The principled negotiation method, and
3) Distributive and integrative bargaining
Is important to all organizations. Different types of change include cultural change, product change, and structural change.
Change management
Organizational and procedural changes often are resisted by the individuals and groups affected. This response may be caused by:
1) Simple surprise,
2) Inertia, or
3) Fear of failure
Provides a framework for managing change using the findings of the behavioral sciences.
Organizational development (OD)
Is a temporary undertaking with specified objectives that often involves a cross-functional team and working outside customary organizational lines.
A Project
A project life cycle generally includes:
1) Initiation phase,
2) Planning phase,
3) Execution phase, and
4) Closure phase
Is the process of managing the tradeoff between the two major inputs (time and cost) and the major output (quality)
Project management
They are suitable for any project having a target completion date and single start. Common techniques for project management include
1) Gantt charts
2) The program evaluation and review technique (PERT), and
3) The critical path method (CPM)
Show the projected start and finish times for each task as well as for the project as a whole.
Gantt charts
Is a method used to analyze the tasks involved in completing a given project, specifically, the time needed to complete each task and the minimum time needed to complete the project.
PERT
Calculates the longest path of activities to the end of the project, and the earliest and latest that each activity can start and finish without making the project longer. This process determines which activities are “critical” (i.e., already on the longest path) and which can be delayed without making the project longer. The critical path is the sequence of activities which add up to the longest overall path.
CPM
