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 dared 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 prominent 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 noteworthy control or force. b. Relationship of Power to Authority †Power and Authority are firmly identified with the idea of administration. ii. Authority †Situations in which an individual/bunch has been officially allowed an administration position. iii. Real Power †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. Delegated versus New 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 instead of the person. * Appointed from upper level administration. 1.Reward Power †The degree to which an individual controls remunerates someone else values (Can give individuals things they need; fulfill needs). 2. Genuine Power †Power allowed by ideals of one’s position. 3. Coercive Power †The degree to which an individual can rebuff or genuinely/mentally hurt another person (do t errible things to an individual). Individual Power †Personal/Individual †Emergent (I. e. as the individual becomes adjusted to the earth they may â€Å"emerge† expertly or when there is a gathering that doesn't have an obvious pioneer figure, one will â€Å"emerge† normally. Credited to the Individual as opposed to the association. * Not effectively impacted by the association. * Influence is â€Å"earned† or increased in the wake of 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 copies another person. (in view of appreciation 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. Hierarchical Centrality †the more focal an individual is to the assignment or procedures of the association, the more noteworthy the force. viii. Job and Take Interdependence †If the exercises of an individual or gathering are reliant on that of someone else/bunch > the last has the force. f. Authority Motive Syndrome †The requirement for power must be more prominent than the requirement for affiliation.Must forgo being seen as Impulsive, Coercive, or Manipulative. g. Acknowledgment Theory †director's position is gotten from subordinates' acknowledgment, rather than the progressive force structure of the association h. Force Gap †Difference between formal positional force conceded and the real force required to achieve objectives. ix. Step by step instructions to â€Å"Fill the Gap† > * Acquiring Information and Ideas * Assess Who has Power * Good Relationships * Interpersonal Skills * Networks (power building device) * Create Valued Agendas Image and Track Record 2. Initiative: I. Quality Approaches: x. Concentrate â€Early moves toward concentrated on those individual qualities and traits physical, mental, and social. The exploration is frequently named the â€Å"Great Person† hypothesis of initiative (it was expected pioneers were not quite the same as normal individuals dependent on character and physical attributes) â€Å"leaders are conceived, not made†. 5 individual attributes appeared to be identified with compelling authority: insight, strength, self-assurance, significant levels of vitality and action, and assignment important information. I. Issues †Relationship between these attributes and proof of viable administration isn't especially solid. On account of every trademark, there have been huge examinations that have either not demonstrated any relationship with successful authority or found a negative rel ationship. Therefore, gives a fragmented image of initiative xii. Reappearance of Interest †reappeared as a promising exploration zone, particularly regarding looking at explicit attributes identified with the viability/achievement in various authoritative settings.Studies from the 80’s and 90’s propose there are various qualities that do add to compelling initiative: Drive, administration inspiration, trustworthiness and uprightness, self-assurance, reverberation, subjective capacity and information on the business. Alone, these don't ensure authority achievement, yet they can help for progress. xiii. Key Dimensions for â€Å"Magic† or Charismatic Leadership †3 key measurements are imagining, empowering and empowering. â€Å"Natural Leaders†, empower rouse, imagining make and convey picture, empowering empower others * Linking to Results †Finding the right quality that gives you positive results.The results ought to be adjusted, vital, end uring, and caring. This connection among properties and results enhances our comprehension of the connection between pioneer qualities and authority 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. Law based †Leading through gathering info and dynamic. xv. Despotic †Leading by order xvi. Free enterprise Leading through insignificant support by the pioneer and recompense of all out gathering opportunity xvii. College of Michigan Studies †Research into conduct parts of administration. Were worried about two distinctive pioneer directions: one toward workers and the other toward creation. The outcomes recommended that a solid direction to creation took after the dictatorial authority style, while a solid worker direction was characteristic of the vote based initiative style. xviii. *Ohio State Studies †Similar to Michigan considers. Two fundame ntal components determined: starting structure and thought for others.See pages 214-215 xix. *Managerial Grid > Concern for individuals and creation, utilizes 5 areas on network, need chiefs to be a 9,9. Most famous 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 administrators. * Believed that supervisors are individuals from (2) diverse workgroups 1. Individual is liable FOR. > Subordinates 2. Individual is mindful TO (Traditional View of Supervision). > Leaders * Power originates from the capacity to extract 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 numerous Workgroups. xi. Framework 4-(participative)- managers trust their subordinates and objective setting and dynamic are shared exercises. k. Possibility Approaches †This point of view recommends that there is no â€Å"one best way† to lead in all circumstances; rather, the best style of initiative is unforeseen or subject to the circumstance. Possibility speculations join the quality methodology and the conduct/practical hypotheses to recommend 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 practices (ways) that will prompt wanted prizes (objectives). Sorts of pioneer pract ices: mandate, strong, participative, accomplishment situated. 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 take a shot at individual learning and improvement issues. Criticism training (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 concentrated) top to bottom instructing (advocate)- closer, personal connection, numerous evaluations and conversation widely used to create relational aptitudes, and so forth 6-12 months+) Content training (guide)- furnish pioneer with information and abilities for explicit territory (IT, acquisitions, globalization, and so on. ; time fluctuates, however generally short) l. 4. Substitutes for Leadership â₠¬ Leadership substitutes: individual, task, and authoritative attributes that will in general exceed the leader’s capacity to influence subordinates fulfillments and execution. Administration neutralizers: facto