43 Cards in this Set
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leader
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someone who can influence others and has managerial authority
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leadership
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what leaders do - the process of influencing a group to achieve goals
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early leadership theory - trait theory
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7 traits associated with successful leadership: drive, the desire to lead, honesty & integrity, self confidence, intelligence, job relevant knowledge and extraversion
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early leadership theory - behavioral theories: 3 leadership styles (University of Iowa)
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3 leadership styles: (1) autocratic: centralized authority, low participation (2) democratic: involvement, high participation, feedback (3) Laissez Faire: hands off management.
Found mixed results... no specific style was better for producing better performance and employees were more sa…
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early leadership theory - behavioral theories: two dimensions of leadership B (Ohio State)
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two dimensions: (1) initiating structure: the role of the leader in defining his or her role and the roles of group members and (2) consideration: the leaders mututal trust and respect for group members ideas and feelings.
Found mixed results... high-high leaders generally achieved highe…
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early leadership theory - behavioral theories: two dimensions of leadership B (University of Michigan)
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two dimensions: (1) employee oriented: emphasizing personal relationships (2) production oriented: emphasizing task accomplishment.
Found employee orientation correlated with high group productivity and job satisfaction
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managerial grid: two dimensions of leadership and five managerial styles
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two dimensions: (1) concern for people (2) concern for production. five managerial styles. five managerial styles: (1) impoverished management: low people, low production (2) task management: low people, high production (3) middle of the road: equal people and production (4) country club …
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contingency theories of leadership: Fiedler model
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effective group performance depends on the proper match between the leaders style of interaction and the degree to which the situation allows the leader to control and influence.
-Assumptions: certain leadership styles are more effective in different situations
-Least preferred co-worke…
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contingency theories of leadership: leadership participation model
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leader B must be adjusting to reflect the task structure (whether routine, non or in-between) based on sequential set of rules (contingencies) for determining the form and amount of follower participation in decision making in a given situation
-Contingengies: decision significance, impo…
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contingency theories of leadership: Path- goal model
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leaders job is to assist followers in attaining their goals and to provide direction or support to ensure their goals are compatable with organization goals
-leaders assume diff leadership styles at diff times depending on the situation: directive, supportive, participative and achieveme…
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contemporary views on leadership: transactional
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guide or motivate in the direction of established goals by clarifying role or task requirements
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contemporary views on leadership: transformational
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inspire to transcend their own self interest for the good of the organization by clarifying role or task requirements. leaders who are capable of having a profound effect
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contemporary views on leadership: charismatic
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enthusiastic, self confident leader whose personality and actions influence people to perform in certain ways
-characteristics: have a vision, are able to articulate the vision, willing to take risks to achieve the vision, sensitive to environment and follower needs, exhibit Bs that are …
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contemporary views on leadership: visionary
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leader who creates and articulates a realistic credible and attractive vision of the future that improves on the present situation
- have the ability to explain the vision, express the vision and extend or apply the vision to different contexts
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contemporary views on leadership: team
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characteristics:have patience to share info, being able to trust others and give up authority and understanding when to intervene.
-team leaders job: managing the teams external boundaries and facilitating the team process
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empowerment
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increasing the decision making discretion of workers such that teams can make key operating decisions in developing budgets, scheduling work loads, controlling inventories and solving quality problems
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contemporary views on leadership: Hersey and Blanchard situational leadership theory (SLT)
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argues that successful leadership is achieved by selecting the right leadership style which is contingent on readiness.
-4 specific leadership styles: (1) telling: high task, low relation = unable and unwilling (2) selling: high task, high relationship = unable and willing (3) participat…
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motivation
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the result of an interaction between the person and the situation. Proccess by which a persons efforts are energized, directed and sustained towards attaining a goal
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early theories of motivation (2)
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(1) Maslows hierarchy of needs (2) Herzbergs motivation - hygiene theory: job satisfaction/dissatisfaction are creating by two factors: (1) hygiene/environmental factors that create dissatisfaction and motivation (2) psychological factors that create satisfaction
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contemporary theories of motivation: 3 needs theory
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there are three major acquired needs that are major motives in work: need for achievement, need for power and need of affiliation
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contemporary theories of motivation: goal sedating theory
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proposes that setting goals that are not accepted, specific, challenging and yet achievable will result in higher performance.
-benefits of participation in goal setting: increased acceptance of goals, fosters commitment to difficult public goals and provides for self feedback
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contemporary theories on motivation: reinforcement theory
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assume that a desired behavior is a function of its consequences, is extremely caused and reinforced is likely to be repeated
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designing motivation jobs: factors influencing job design
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changing organizational environment, organizations tech, employees skills abilities and preferences
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designing motivating jobs: job characteristic model
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conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy employees growing needs
-5 primary characteristics: (1) skill variety (2) task identity (3) task significance (4) autonomy and (5) feedback
-distributive justice:perceieved fairness o…
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motivation and perception: equity theory
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proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and compare their input output ratios with those of others
equal ratios: state of equity (fairness)
unequal ratios: state of inequity and that person feels under or ov…
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motivation and B: expectancy theory
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individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and the attractiveness of that outcome of the individual
key linages: effort, performance and awards
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motivation and B: expetancy relationships
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-expectancy (effort-performance linkage): the perceived probability that an individuals effort will result in a certain level of performance
-instruementality: the perception that a particular level of performance will result in attaining the desired outcome (reward)
-valence: the attra…
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current issues in motivation (3)
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(1) flexible work/job schedules (2) motivating professionals (3) designing appropriate rewards programs
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importance of HRM
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necessary part of the organizing function of management, important strategic tool and adds value to the firm
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HRM process
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function: ensuring that competent employees are identified and selected, providing emploess with up to date knowledge and skills to do their job, ensuring that the organization remains competent
planning --> recruitment/decruitment --> selection --> identify and select competent employee…
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environmental facts affecting HRM
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-employee labor unions: organizations that represent their workers and seek to protect their interests through collective bargaining
-gov laws and regs: limit managerial discretion in hiring, promoting and discharging employees
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HR planning steps (3)
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(1) asses current human resources (2) asses future needs for human resources and (3) developing a program to meet those future needs
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HR planning steps: current assessment
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-HR inventory: review of current make up of resources and job analysis which is an assessment of that defines a job and B necessary to complete job
-job description: written statement of what job holder does, how it is done and why
-job specification: a writen statement of minimum quali…
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recrutment/ decruitment
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recruitment: process of location, identifying and attracting capable applicants to an organization
decruitment: the process of reducing a surplus of employees in the work force of an organization
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selection process errors
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reject errors for potentials successful applicants and accept errors for ultimately poor performances
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orientation
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trasitioning a new employee into an organization
-work unit orientation: familiarize new employee with work unit goals, clarifies how job contributes to goals and introduces co workers
-organization orientation: inform new employees about organizations objectives, history, philosophy, p…
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performance management system
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establishing performance standards and appraising employee performance in order to arrive at objective HR decisions and provide documentation in support of those decisions
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compensation and benefits
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-benefits of a fair system: helps retract and retain high performance employees and impacts the strategic performance of the firm
-types of compensation: base wage/salary, wage/salary add ons, inventive payments, skill based pay and variable pay
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current issues in HRM (6)
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(1) managing downsizing: planned elimination of jobs (2) managing work force diversity (3) sexual harassment (4) work place romances (5) work-life balance and (6) controlling HR costs
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communication process
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(sender) message --> encoding --> (both) channel --> (receiver) decoding --> message receiving --> feedback from receiver to sender
noise affects all steps
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types of communication: oral (adv and dis)
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adv: speed, feedback
dis: potential for distorted message when passed through people causing a change of content
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types of communication: written (adv and dis)
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adv: tangible and verifiable record, can be stored for indefinite amount of time, physically available for later reference and more likely to be well thought out, logical and clear
dis: time consuming, lack of feedback, no guarantee how receiver will interpret
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types of communication: non verbal
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-2 messages from body language: the extent to which an individual is interest and the relative perceived status between the sender and receiver
-meaning of words changes with intonation, facial expression and physical distance
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MGT 305: EXAM 1