humanbe quiz 2 reviewer
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Reviewer for Human Behavior. Chapters 7,8,9,11TRANSCRIPT
HUMANBE REVIEWER
CHAPTER 7 Leadership
Leadership Influencing and supporting others to work enthusiastically
toward achieving objectives Three Important Elements
o Influence or Supporto Voluntary Efforto Goal Achievement
Catalyst that transforms potential into reality Ultimate Test of Leadership
o Degree to which it identifies, develops, channels, and enriches the potential that is already in an organization and its people – and then sustain it across both good and bad times
Leadership Styleso Behavioral Approaches – descriptive and offers a
variety of ways in which the actions of leaders often differ
o Contingency Approaches – analytical and encourages managers to examine their situation and select a style and best fits
Traits of Effective Leaders Most Important Traits:
o A High Level of Personal Drive o The Desire to Leado Personal Integrityo Self-Confidence
Narcissism – leaders become filled with their own importance, exaggerate their own achievements, seek out special favors, and exploit others for their personal gain
Alpha dogs – when leaders are intensely aggressive, egocentric, domineering, and controlling
Leadership Behaviors Behaviors and skills can change while traits are more
permanent Three Broad Types of Skills Leaders Use
o Technical Skill – a person’s knowledge of, and ability in, any type of process or technique
The distinguishing feature of job performance at the operating and professional levels
Become less important as you get promotedo Human Skill - working effectively with people and
building teamwork
o Conceptual Skill – thinking in terms of models, frameworks, and broad relationships
Increases in importance in higher managerial jobs
Situational Flexibility Three Elements that Affect Appropriate Leadership
Behavioro Leadero Followerso Situation
The key task for a leader is to recognize different situations and adapt to them on a conscious basis
Followership Being an effective follower is a testing ground for future
leaders Positive Followership Behaviors
o Being loyal and supportive, a team playero Becoming actively engaged by pursuing dialogues and
generating suggestionso Acting as a devil’s advocate by raising penetrating
questionso Constructively confronting the leader’s ideas, ethical
values, and actionso Anticipating potential problems and actively preventing
them Negative Followership Behaviors
o Competition – opposing the leader to catch the limelight
o Uncritical – saying yes all the timeo Rebellion – actively opposing a good leader, or
supporting a bad oneo Passivity – failing to actively participate when the
opportunity is provided to them
Leadership Style Total pattern of explicit and implicit leaders’ action as seen by
employees A consistent combination of philosophy, skills, traits, and
attitudes that are exhibited in a person’s behavior In Terms of Motivation
o Positive Leadership – emphasizes rewards – economic or otherwise – and a supportive approach
o Negative Leadership – emphasis on threats, fear, harshness, intimidation, and penalties
In Terms of Using Powero Autocratic Leaders – centralized power and decision
making in themselves
Negative – threats and punishment Benevolent Autocrat – give rewards to employees
o Consultative Leaders – asks for inputs from employees which he can choose to use or ignore
o Participative Leaders – decentralized authority Two Different Leadership Styles Used With Employees
o Consideration (Employee Orientation) – concern about human needs of employees
o Structure (Task Orientation) – keeping people busy, monitoring employee actions, ignoring their personal issues and emotions, and urging them to produce at even-higher levels
Glass Ceiling – an invisible barrier that has prevented many females from reaching important positions
Blake and Mouton’s Managerial Grido Robert Blake and Jane Moutono A tool for identifying a manager’s own styleo Dimensions of consideration (concern for people) and
structure (concern for production)o Country Club Leaders
1,9 High in concern for people Low in concern for production
o Authoritarian Bosses 9,1 Overly concerned with production
o Backup Style – what managers tend to use when their normal style does not get results
Contingency Approaches to Leadership Style A number of models that have been developed to explain
exceptions when a different style is needed Fiedler’s Contingency Model
o Fred Fiedlero Leadership style depends on whether the overall
situation is favorable, unfavorable, or in an intermediate stage of favorability to the leader
o Leader’s effectiveness is determined by the interaction of employee orientation with three additional variables that relate to the followers, the task, and the organization:
Leader-Member Relations – manner in which the leader is accepted by the group
Task Structure – degree to which one specific way is required to do the job
Leader Position Power – organizational power that goes with the position the leader occupies
Hersey and Blanchard’s Situational Leadership Modelo Paul Hersey and Kenneth Blanchardo Development level of a subordinate is the most
important factor affecting the selection of leader’s style Task-specific combination of an employee’s task
competence and commitment (motivation to perform)
Theory Y – appropriate guidance, job experience and rewards means developed employees
o Uses a combination of guidance (task) and supportive (relationship) orientations to create four majors styles
Telling – high directiveness (employee willingness or commitment) and low supportiveness (employee ability or competence)
Selling (Coaching) – high directiveness (employee willingness or commitment) and high supportiveness (employee ability or competence)
Participating (Supporting) – low directiveness (employee willingness or commitment) and high supportiveness (employee ability or competence)
Delegating– low directiveness (employee willingness or commitment) and low supportiveness (employee ability or competence)
Path-Goal Model of Leadershipo Robert House and Martin Evanso Derived from expectancy model of motivationo The leader’s job is to use structure, support, and
rewards to create a work environment that helps employees reach the organization’s goals
o Two Major Roles: To create a goal orientation To improve the path toward the goals so that they
will be attained
o Task Support – help assemble the resources, budgets, power, and other elements that are essential to get the job done
o Psychological Support – stimulates people to want to do the job and attend to their emotional needs
o The leader’s goal is to help employees understand what needs to be done (the goal) and how to do it (the path)
o Leadership Styles Directive Leadership – clear task assignments,
standards of successful performance, and work schedules
Supportive Leadership – concern for employee’s well-being and needs while trying to create a pleasant work environment
Achievement-Oriented Leadership – setting high expectations for employees and encouraging them through his confidence on their abilities
Participative Leadership – invites employees to provide inputs to decisions and seeks to use their suggestions as final decisions are made
o Contingency Factors Two Major Factors
General Work Environmento Task – structured or noto Formal Authority System –
directive or participativeo Work Groups – social and esteem
needs Characteristics of Employees
o Locus of Control Internal Locus – participative External Locus – directive
o Willingness to Accept the Influence of Others
High – directive Low – participative
o Self-Perceived Task Ability high – supportive low – achievement-oriented
leader Vroom’s Decision-Making Model
o V.H. Vroomo Problem Attributes
Decision Quality – cost considerations and availability of information, and whether or not the problem is structured
Employee Acceptance – need for their commitment, their prior approval, the congruence of their goals with the organization’s objectives,
and the likelihood of conflict among the employees
o Leadership Options Autocratic I – information is already available
and the leader solely try to solve problems Autocratic II – data is obtained from
subordinates but the leader decides Consultative I – leader explains the problem and
obtains ideas individually before deciding Consultative II – leader meets with a group of
subordinates to share the problem and obtain input before deciding
Group II – leader shares the problem with the group and facilitates discussion of alternatives and reaches a group agreement for a solution
o Assumptions Managers can accurately classify problems
according to criteria offered Managers are able and willing to adapt their
leadership style to fit the contingency conditions they face for each major decision
Managers are willing to use a rather complex analytical model
Employees will accept the logic of different styles being used for different problems, as well as the validity of the leader’s classification of the situation at hand
Model Soft Emphasis Hard EmphasisUniversity of Michigan and the Ohio State University
Consideration Structure
Black and Mouton’s managerial grid
People Production
Fiedler’s Contingency Model
Employee Orientation Task Orientation
Hersey and Blanchard’s Situational Model
Relationships Task Guidance
Path Goal Model Psychological Support
Task Support
Vroom’s Decision-Making Model
Employee Acceptance
Decision Quality
Steven Kerr – modest contingency flavor
Neutralizers – attributes of subordinates, tasks, and organizations that actually interfere with or diminish the leader’s attempts to influence the employeesSubstitutes for Leadership – factors that make leadership roles unnecessary through replacing them with other sourcesCoaching – the leader prepares, guides, and directs a “player” but does not play the gameSensemaking (Karl Weick) – similar to cartography (map making); process of finding order in complex or ambiguous situations, requiring situational awareness, data gathering from multiple sources, the two-way act of fitting data into a menta model and/or adapting a mental framework to fit the data, and checking with others on an ongoing basis to gain from their perspectivesVisionary Leaders – those who can paint a portrait of what the organization needs to become and then use their communication skills to motivate others to achieve the vision
CHAPTER 8 Empowerment and Participation
Leadership Influencing and supporting others to work enthusiastically
toward achieving objectives
Low Self-Efficacy Powerlessness Conviction among people that they cannot successfully
perform their jobs or make meaningful contributions
Impostor Phenomenon Individuals at all levels and in all industries fail to
acknowledge properly their own expertise and accomplishments
Empowerment Process that provides greater autonomy to employees through
the sharing of relevant information and the provision of control over factors affecting job performance
Five Broad Approaches1. Helping employees achieve job mastery (result in initial
successes)2. Allowing more control and holding them accountable3. Providing successful role models (observe peers who
already perform successfully on the job)4. Using social reinforcement and persuasion (raise self-
confidence)5. Giving emotional support (reduction of stress and
anxiety)
Participation The mental and emotional involvement of people in group
situations that encourages them to contribute to group goals and share responsibility for them
o Involvement – meaningful involvement (ego-involved) Pseudoparticipation – fake involvement or
merely a façadeo Motivation to Contribute – more than getting consent
for something that has already been decided; heightens sense of responsibility for goal attainment
o Acceptance of Responsibility – good organizational citizens
Roethlisberger, Coch and Frencho Participation tends to improve performance and job
satisfaction Spirit – need for meaning and fulfillment at work Ethical Imperative – highly nonparticipative jobs cause both
psychological and physical harm to employees
The Participative Process
Impact on Managerial Power Leader-Member Exchange – leaders and their followers
develop a unique receiprocal relationshipo In-group – employees attaining favored statuso Out-Group – employees perceiving some unfairness in
their treatmento Two views of Power and Influence
Autocratic View Power Participative View Power Is a fixed amount Is a variable amount Comes from the authority
structure Comes from people
through both official and unofficial channels
Is applied by management Is applied by shared ideas and activities in a group
Flows downward Flows in all directions
Prerequisites for Participation1. Adequate time to participate2. Potential benefits greater than costs3. Relevance to employees interests4. Adequate employee abilities to deal with the subject5. Mutual ability to communicate6. No feeling of threat to either party7. Restriction to the area of job freedom (area of discretion after
all restraints have been applied
Contingency Factors Emotional Intelligence – combination of two personal
abilities – self-awareness and self-management – and two social competencies – social awareness and relationship management
Underparticipation and Overparticipation Expectations for Employees
o Be fully responsible of their actions and their consequences
o Operate within the relevant organizational policieso Be contributing team memberso Respect and seek to use the perspectives of otherso Be dependable and ethical in their empowered actionso Demonstrate responsible self-leadership
Expectations for Managerso Identifying the issues to be addressedo Specifying the level of involvement desiredo Providing relevant information and training (in advance)o Allocating fair rewards
Participative Management When a company uses either a very significant approach with
widespread application or a sufficient number of programs to develop a substantial sense of empowerment among its employees
Participative Programs Suggestion Programs – formal plans to invite individual
employees to recommend work improvements Quality Circles – voluntary groups that receive training in
process improvements and problem-solving skills and then meet to produce ideas for improving productivity and working conditions
o Guidelines Use them for measurable, short-term problems Obtain continuous support from top management Apply the group’s skills to problems within the
circle’s work area Train supervisors in facilitation skills View quality circles as one starting point for other
more participative approaches to be used in the future
Total Quality Management – a formal program with direct participation of all employees
Self-Managing Teams (Semi-Autonomous Work Groups or Sociotechnical Teams) – natural work groups that are given a large degree of decision-making autonomy and are expected to control their own behavior and results
Employee Ownership Plans – employees provide the capita to purchase control of an existing operation
Forces Affecting The Greater Use of Participation
Forces Affecting the Lesser Use of Participation
Research Results Theory X Beliefs by ManagerProductivity-Improvement Pressures
Lack of Support from Higher Levels
Utilization of Workforce Diversity Managerial Fear of Lost: Power, Status and Control
Employee Desires for Meaning Lack of Adequate Training for Managers and Employees
Employee Desires and Expectations
Problems Encountered in Early Stages
Ethical Arguments Substantial Efforts Needed to Implement
Servant Leadership – stewardship paradigm where the challenge is to help others attain relevant goals while developing their skills and abilities
CHAPTER 9 Employee Attitudes and Their Effects
Entitlement – a belief that they deserve things because society (or the employer) owes it to them
Attitudes – feelings and beliefs that largely determined how employees would perceive their environment, commit themselves to intend actions, and ultimately behave
Positive Affectivity – optimistic, upbeat, cheerful, and courteous
Negative Affectivity – pessimistic, downbeat, irritable, and even abrasive
Employee Attitudes Job Satisfaction
o Set of favorable or unfavorable feelings and emotions with which employees view their work
o Three Elements of Employee Attitudes Feelings Objective Thought (belief) Behavioral Intention
o Morale – overall group satisfactiono Overall Attitude – miss hidden exceptions as they
asses the employee’s overall satisfactiono Job related attitudes predispose an employee to behave
in certain wayso Multidimensional view is best for job satisfactiono Job satisfaction varieso Spillover Effect – influence in both directions between
job and life satisfactiono Some Related Elements of Life Satisfaction
Life Family Leisure Politics Religion
Job Involvement – degree to which employees immerse themselves in their jobs, invest time and energy in them, and view work as a central part of their overall lives
o Organizational Identification – employees blend in so well and fit the organization’s ethics and expectations that they experience a sense of oneness with the firm
Organizational Commitment (employee loyalty) – degree to which an employee identifies with the organization and wants to continue actively participating in it
o Three Forms: Affective Commitment – positive emotional
state in which employees want to exert effort and choose to remain with the organization
Normative Commitment – stays because of strong cultural or familial ethics that drive them to do so
Continuance Commitment – stay because of their high investments in the organizational and the economic and social losses they would incur if they left
Work Moods – variable attitudes toward their jobs
Effects of Employee Attitudes Dissatisfied Employees May Engage In:
o Psychological Withdrawalo Physical Withdrawalo Aggressiono Retaliation
Four Simplified Characterizations of Employee Responses
o Albert Hirschmano Exit – voluntary departureo Voice – constructive criticism of disliked policies
o Loyalty – remaining in the organization but not being verbal about problems
o Neglect – passively destructive Performance-Satisfaction-Effort Loop
o Devote its efforts to aiding and facilitating employee performance
Other Effectso Organizational Citizenship Behaviors (prosocial
behavior) – discretionary and helpful actions above and beyond the call of duty that promote the organization’s success
Reasons for Doing So: Personal Traits Special Recognition or Rewards Image-Enhancement
Negative Behaviors Turnover – when employees leave an organization during a
given time periodo Negative Effects in the Organization:
Separation Costs Training Costs for New Employees Vacancy Costs Replacement Costs Morale Effects
o May have some functional effects Absenteeism and Tardiness
o Presenteeism – employees come to work despite troublesome physical and emotional health conditions that substantially affect their work performance
Theft – unauthorized use or removal of company resourceso Part of bending the rules
Violence – verbal or physical aggression at work
Studying Job Satisfaction Job Satisfaction Survey – procedure by which employees
report their feelings toward their jobs and work environment Daily Contacts and Existing Data
Survey Design and Follow Up
Types of Survey Questions Closed-End Questions – presents a choice of answers in
such a way that employees simply select and mark the answers that best represent their own feelings
Open-End Questions – seeks responses from the employees in their own words
o Directed Questions – focus employee attention on specific parts of the job and ask questions about those aspects (analysis of satisfaction in a specific job condition)
o Undirected Questions – asks for general comments about the job (topics that are currently troubling employees)
Backbones of Any Effective Study Reliability – capacity of a survey instrument to produce
consistent results, regardless of who administers it or when someone responded to it
Validity – capacity to measure what they claim to measure
Intranets – in-house versions of the internet
CHAPTER 11 Conflict, Power, and Organization Politics
Conflict – interpersonal process that arises from disagreements over the goals to attain, the methods to be used to accomplish those goals, or even the tone of voice used as people express their positions
Levels:o Intrapersonal Conflicto Interpersonal Conflicto Intergroup Conflict
Sources:o Organizational Changeo Different Sets of Valueso Threats to Statuso Contrasting Perceptionso Lack of Trusto Incivilityo Difficult Taskso Personality Clashes
Myers-Briggs Type Indicator (MBTI) – high popular personality test used in a wide array of organizations (Carl Jung)
o Thinking – using rational logico Feeling – considering the impact on otherso Judging – rapidly solving ordered problemso Perceiving – preferring spontaneityo Extroversion – asserting themselves confidently o Introversion – preferring to work aloneo Sensing – organizing details in a structured fashiono Intuition – relying on subjective evidence and gut
feelings
Model of Conflict Four Outcomes:
o Lose-Loseo Win-Loseo Lose-Wino Win-Win
Conflict Outcomes – product of participants’ intentions and their strategies
o Fixed-Pie (Zero-Sum) Viewpoint – you can only succeed at the expense of others
o Different Strategies Avoiding – physical or mental withdrawal (lose-
lose) Smoothing – accommodating the other party’s
interest (lose-win)
Forcing – power tactics to achieve a win (win-lose)
Compromising – searching for a middle ground (no clear outcome)
Confronting – facing the conflict directly and working it through to a mutually satisfactory level (win-win
Relationship-Restoring Approaches (Goffman)o Signaling the Offenseo Acknowledgement of Erroro Acceptance o Appreciation
Assertiveness – process of expressing feelings, asking for legitimate changes, and giving and receiving honest opinions
Opposite of Aggressiveness (people may humiliate others) and Passiveness (elicit either pity or scorn from others and seldom have much positive impact)
Stageso Describe the behavioro Express your feelingso Empathizeo Offer problem-solving alternativeso Indicate consequences
Interpersonal Facilitation – capacity to focus on others’ personal needs, sensitivities, and idiosyncrasies, and then work to keep conflict under control and collaboration high among team members
Stroking – any act of recognition for another Positive Strokes – feel good when they are received, and
they contribute to the recipient’s sense of well-being and self-esteem
Negative Strokes – hurt physically or emotionally and make recipients feel less proud of themselves
Mixed Strokes – positive strokes + negative strokes Conditional Strokes – offered to employees if they perform
correctly or avoid problems Unconditional Strokes – presented without any connection
to behaviorPower – ability to influence other people and events
Types:o Personal Power (referent power or charismatic power)
– comes from each leader individually and is the power to develop followers from the strength of their own personalities
o Legitimate Power (position power or official power) – comes from higher authority
o Expert Power (authority of knowledge) – comes from specialized learning
o Reward Power – capacity to control and administer items valued by another
o Coercive Power – capacity to punish another, or at least to create a perceived threat to do so
Effects of Power Bases:o Resistanceo Complianceo Commitment
Organizational Politics – intentional behaviors that are used to enhance or protect a person’s influence and self-interest while also inspiring confidence and trust by others
o Four Key Dimensions Socially Astute (accurately perceiving and
understanding what is taking place in social interactions)
Interpersonal Influence (adapting one’s behaviors to most effectively elicit a desired response from others)
Useful Networks (developing personal contracts into useful allies and supporters)
Sincerity (exhibiting honest and authentic intentions in one’s interactions with others such that they trust you)
o Tactics Used To Gain Political Power Social Exchange Alliances Identification with Higher Authority Doing Favors for Others Control of Information Selective Service Power and Status Symbols Power Plays Networks Posturing
Impression Management – ability to protect and enhance their self-image while intentionally affecting another’s assessment of them