Management: Organizational Behavior Study Guide

MGT 341 Exam II Study Guide 1. Force (Article and Book) a. Which means of Power †â€Å"The capacity to impact different results: or The capacity to â€Å"make things happen† or â€Å"get things done† I. People/Groups are attempted to have power dependent on the accompanying variables: * Ability to adapt to Uncertainty * Substitutability †the lower the substitutability the more noteworthy the force. * Organizational Centrality †the more focal an individual/bunch is to an association; the more noteworthy the force. Job and Task Interdependence †if the exercises of an individual/bunch rely upon the exercises of someone else/gathering - > the last is considered to have more prominent control or force. b. Relationship of Power to Authority †Power and Authority are firmly identified with the idea of initiative. ii. Authority †Situations in which an individual/bunch has been officially conceded an administration position. iii. Real Power †once in the past endorsed by association (Contractual) or casually upheld by singular/gathering (Consensual). iv.Executive/Managerial Power †coordinated towards making and keeping up a functioning association †perfect of changing the association to it’s most noteworthy potential. c. Selected versus Developing Leaders (Formal versus Casual) d. Kinds of Power: Yellow = Position Power Red = Personal Power Positional Power †Organization * Appointed pioneers/formal force †**Most Common Form of Power** * Easily constrained by the association. * Attributed to the Position as opposed to the person. * Appointed from upper level administration. 1.Reward Power †The degree to which an individual controls compensates someone else values (Can give individuals things they need; fulfill needs). 2. Genuine Power †Power conceded by righteousness of one’s position. 3. Coercive Power †The degree to which an individual can rebuff or truly/mentally hurt a nother person (do awful things to an individual). Individual Power †Personal/Individual †Emergent (I. e. as the individual becomes accustomed to the earth they may â€Å"emerge† expertly or when there is a gathering that doesn't have a clear head figure, one will â€Å"emerge† normally. Credited to the Individual instead of the association. * Not effortlessly impacted by the association. * Influence is â€Å"earned† or increased subsequent to â€Å"proving ones self. † Expert Power †The degree to which an individual controls remunerates someone else values. (Can give individuals things they need; fulfill needs). 1. Referent Power †Exists when one individual needs to resemble another person r mimics another person. (in view of esteem and regard). e. Situational Variables that can give power. v. Capacity to adapt to vulnerability vi.Substitutability †The degree to which another person in the association can â€Å"Substitute† for another person. (The lower the substitutability the more noteworthy the force). vii. Authoritative Centrality †the more focal an individual is to the assignment or procedures of the association, the more prominent the force. viii. Job and Take Interdependence †If the exercises of an individual or gathering are subject to that of someone else/bunch > the last has the force. f. Initiative Motive Syndrome †The requirement for power must be more noteworthy than the requirement for affiliation.Must avoid being seen as Impulsive, Coercive, or Manipulative. g. Acknowledgment Theory †chief's position is gotten from subordinates' acknowledgment, rather than the various leveled power structure of the association h. Force Gap †Difference between formal positional force allowed and the genuine force required to achieve objectives. ix. The most effective method to â€Å"Fill the Gap† > * Acquiring Information and Ideas * Assess Who has Power * Good Relat ionships * Interpersonal Skills * Networks (power building apparatus) * Create Valued Agendas Image and Track Record 2. Administration: I. Quality Approaches: x. Concentrate â€Early moves toward concentrated on those individual qualities and characteristics physical, mental, and social. The exploration is regularly named the â€Å"Great Person† hypothesis of administration (it was accepted pioneers were not quite the same as normal individuals dependent on character and physical attributes) â€Å"leaders are conceived, not made†. 5 individual qualities appeared to be identified with compelling authority: insight, predominance, fearlessness, elevated levels of vitality and movement, and errand significant information. I. Issues †Relationship between these attributes and proof of successful administration isn't especially solid. On account of every trademark, there have been huge examinations that have either not indicated any relationship with compelling authori ty or found a negative relationship. Consequently, gives an inadequate image of initiative xii. Reappearance of Interest †reappeared as a promising exploration territory, particularly as far as looking at explicit attributes identified with the viability/accomplishment in various authoritative settings.Studies from the 80’s and 90’s recommend there are various characteristics that do add to powerful administration: Drive, initiative inspiration, genuineness and trustworthiness, fearlessness, reverberation, subjective capacity and information on the business. Alone, these don't ensure initiative achievement, yet they can help for progress. xiii. Key Dimensions for â€Å"Magic† or Charismatic Leadership †3 key measurements are imagining, invigorating and empowering. â€Å"Natural Leaders†, empower motivate, imagining make and impart picture, empowering empower others * Linking to Results †Finding the right quality that gives you positive resu lts.The results ought to be adjusted, key, enduring, and sacrificial. This connection among qualities and results enhances our comprehension of the connection between pioneer attributes and initiative adequacy j. Social Approaches: Focused on the different personal conduct standards or styles utilized by various pioneers and the capacities satisfied by these people. xiv. Vote based †Leading through gathering information and dynamic. xv. Dictatorial †Leading by order xvi. Free enterprise Leading through negligible investment by the pioneer and recompense of absolute gathering opportunity xvii. College of Michigan Studies †Research into conduct parts of authority. Were worried about two diverse pioneer directions: one toward representatives and the other toward creation. The outcomes proposed that a solid direction to creation took after the absolutist initiative style, while a solid worker direction was characteristic of the equitable authority style. xviii. *Ohio Stat e Studies †Similar to Michigan examines. Two fundamental variables determined: starting structure and thought for others.See pages 214-215 xix. *Managerial Grid > Concern for individuals and creation, utilizes 5 areas on framework, need administrators to be a 9,9. Most well known Concern for People Concern for People Concern for Results (1,1) = LCP and LCR, (1,9) = HFP and LCR, (9,9) = HCP and HCR, (9,1) = HCR and LCP. 1,9| | 9,9| | 5,5| | 1,1| | 9,1| * Based on a â€Å"Concern for People† and â€Å" Concern for Production† * Includes Motivation xx. Likert’s Linking Pin and System 4 thoughts Likert found that the Traditional View of the executives (close oversight/high structure) just PARTLY clarified the jobs of supervisors. * Believed that administrators are individuals from (2) distinctive workgroups 1. Individual is liable FOR. > Subordinates 2. Individual is mindful TO (Traditional View of Supervision). > Leaders * Power originates from the ca pacity to portion power Upward and Lateral (Peer Managers) * (2) Elements must be taken a gander at: I. Undertaking Component ii. Human Component * Approach comprises of Integrated Workgroups. * Managers are individuals from various Workgroups. xi. Framework 4-(participative)- directors trust their subordinates and objective setting and dynamic are cooperative exercises. k. Possibility Approaches †This viewpoint recommends that there is no â€Å"one best way† to lead in all circumstances; rather, the best style of initiative is unexpected or subject to the circumstance. Possibility speculations consolidate the quality methodology and the social/practical hypotheses to propose the best chiefs are those people who can adjust their styles to the requests of a circumstance, gathering, or qualities xxii.Situational Leadership †(Life-Cycle Theory of Leadership) pg 225 xxiii. Way Goal Model †The pioneer influences subordinates’ execution by explaining the pract ices (ways) that will prompt wanted prizes (objectives). Sorts of pioneer practices: mandate, strong, participative, accomplishment arranged. Situational factor which impact how pioneer conduct identifies with subordinate fulfillment: individual qualities of the subordinates, attributes of condition. xxiv.Vroom-Yetton Leadership-Participation Model †pg 227 xxv. Official Coaching †Private gathering to talk about and deal with individual learning and improvement issues. Criticism instructing (advisor)- giving input and helping individual in building up an activity intend to address need or issues that are watched (360 input; 1-6 months, not very serious) top to bottom training (guide)- closer, personal connection, different appraisals and conversation widely used to create relational abilities, and so forth 6-12 months+) Content instructing (mentor)- give pioneer information and aptitudes for explicit zone (IT, acquisitions, globalization, and so on. ; time changes, however moderately short) l. 4. Substitutes for Leadership †Leadership substitutes: individual, task, and hierarchical qualities that will in general exceed the leader’s capacity to influence subordinates fulfillments and execution. Authority neutralizers: facto