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 prominent 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 allowed an administration position. iii. Authentic Power â € once in the past endorsed by association (Contractual) or casually bolstered 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 elevated potential. c. Delegated versus Emanant Leaders (Formal versus Casual) d. Sorts 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. Authentic Power †Power conceded by ethicalness of one’s position. 3. Coercive Power †The degree to which an individual can rebuff or truly/mentally hurt another person (do awful 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. Ascribed to the Individual instead of the association. * Not handily affected 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 light of adoration 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"Substituteâ⠂¬  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 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 conceded and the real 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 Rel ationships * Interpersonal Skills * Networks (power building device) * Create Valued Agendas Image and Track Record 2. Administration: I. Attribute Approaches: x. Concentrate â€Early moves toward concentrated on those individual qualities and traits physical, mental, and social. The examination is regularly named the â€Å"Great Person† hypothesis of administration (it was expected pioneers were not 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 powerful authority: insight, strength, fearlessness, significant levels of vitality and movement, and assignment applicable information. I. Issues †Relationship between these qualities and proof of viable authority isn't especially solid. On account of every trademark, there have been critical examinations that have either not demonstrated any relationship with successful initiative or found a ne gative relationship. In this manner, gives a fragmented image of administration xii. Reappearance of Interest †reappeared as a promising exploration zone, particularly as far as looking at explicit characteristics identified with the adequacy/accomplishment in various authoritative settings.Studies from the 80’s and 90’s recommend there are various attributes that do add to successful administration: Drive, initiative inspiration, trustworthiness and respectability, self-assurance, reverberation, intellectual capacity and information on the business. Alone, these don't ensure administration achievement, however 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†, stimulate rouse, imagining make and impart picture, empowering empower others * Linking to Results †Finding the right quality that gives you positive results .The results ought to be adjusted, key, enduring, and caring. This connection among qualities and results enhances our comprehension of the connection between pioneer attributes and initiative viability j. Conduct Approaches: Focused on the different standards of conduct or styles utilized by various pioneers and the capacities satisfied by these people. xiv. Majority rule †Leading through gathering info and dynamic. xv. Imperious †Leading by order xvi. Free enterprise Leading through insignificant investment by the pioneer and stipend of complete gathering opportunity xvii. College of Michigan Studies †Research into social parts of administration. Were worried about two distinctive pioneer directions: one toward workers and the other toward creation. The outcomes proposed that a solid direction to creation took after the dictatorial administration style, while a solid representative direction was characteristic of the law based authority style. xviii. *Ohio State Stu dies †Similar to Michigan contemplates. Two fundamental elements determined: starting structure and thought for others.See pages 214-215 xix. *Managerial Grid > Concern for individuals and creation, utilizes 5 segments on lattice, 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 administrators. * Believed that directors are individuals from (2) distinctive workgroups 1. Individual is answerable FOR. > Subordinates 2. Individual is dependable TO (Traditional View of Supervision). > Leaders * Power originates from th e capacity to selection power Upward and Lateral (Peer Managers) * (2) Elements must be taken a gander at: I. Assignment Component ii. Human Component * Approach comprises of Integrated Workgroups. * Managers are individuals from numerous Workgroups. xi. Framework 4-(participative)- chiefs trust their subordinates and objective setting and dynamic are cooperative 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 authority is unforeseen or subject to the circumstance. Possibility speculations consolidate the characteristic methodology and the social/useful hypotheses to recommend the best heads 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 explainin g the practices (ways) that will prompt wanted prizes (objectives). Sorts of pioneer practices: order, strong, participative, accomplishment situated. Situational factor which impact how pioneer conduct identifies with subordinate fulfillment: individual attributes of the subordinates, qualities of condition. xxiv.Vroom-Yetton Leadership-Participation Model †pg 227 xxv. Official Coaching †Private gathering to talk about and chip away at individual learning and improvement issues. Input instructing (specialist)- giving criticism and helping individual in building up an activity intend to address need or issues that are watched (360 criticism; 1-6 months, not very escalated) top to bottom training (instructor)- closer, personal connection, various evaluations and conversation widely used to create relational aptitudes, and so forth 6-12 months+) Content instructing (coach)- give pioneer information and abilities for explicit zone (IT, acquisitions, globalization, and so fort h. ; time fluctuates, yet generally 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