Team Manage

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bendmar
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Team Manage
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2012-10-09 02:42:21
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Team Manage
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  1.  4 Contingency factors to power bases 
    • discretion
    • visibility
    • centrality
    • substiuitablilty
  2. Power bases (French & Ravens)(5 bases of power)
    • Reward: obtaining compliance by promising or granting rewards
    • Coercive: obtaining compliance through threatening or actual punishment (can only obtain reward or coercive through legitimate power)
    • Legitimate: obtaining compliance through formal authority ("do it, I'm your boss")
    • Expert: obtaining compliance through ones knowledge or information
    • Referent: obtaining compliance through charisma(Expert and referent are personal forms of power/ more influence)
  3. Dependency Postulate (Emerson)
    A (boss) B (employee) as the employee you have some power over your boss. The more dependent B is on A the more power A has over B.-importance (worst case scenario/ oh well/ not worth it) scarcity (if i lose this job ill get another one) substitutability (worst case I'll get $ from parents)
  4. Empowerment
    releasing the power that employees in the organization already have 
  5. Empowerment leadership
    sharing power with employees
  6. Influence tactics SOFT
    • Rational persuasion- trying to convince someone with reason, logic, or facts.
    • Inspirational appeals- Trying to build enthusiasm by appealing to others emotions, ideals, or values
    • Consultations- Getting others to participate in planning, making decisions, and changes.
    • Integration- getting someone in a good mood prior to making a request; being friendly, helpful, and using praise.
    • Personal appeals- Referring to friendship and loyalty when making a request.
  7. Influence Tacticts HARD
    • Exchange- Making explicit or implied promises and trading favors.
    • Coalition tactics- Getting others to support your efforts to persuade someone.
    • Pressure- Demanding compliance or using intimidation or threats.
    • Legitimating tactics-  Basing a request on one’s authority or right, organizational rules or policies, or explicit or implied support from superiors.
  8. Transactional leaders
    Use legitimate, reward and coercive power bases-managers not leaders
  9. Transactional
    carrot stick approach- Put a carrot in front of them and kick them behind. "Movers"
  10. Transformational Leaders
    Referent power baseInfluencing change in employees behaviors and personality
  11. Four I’s (part of transformational)
    • LEADER:
    • Inspirational appeal
    • intellectual influence
    • EMPLOYEE:
    • idealized influence
    • individual consideration (perscriptive)
  12. Path goal
    • a. Four leader behaviors which lead to goal   
    •    i.  Directive – no autonomy, full leader control, micro-managers
    •      ii. Supportive – leader keeps control, but seeks opinions, coaching  
    •     iii. Participative – leader delegates control, team-oriented         iv. Achievement-oriented – full autonomy, achievement metrics, delegating

    • b. Contingency factors – variables that alter the effectiveness of leader behaviors   
    •    i.      Employee characteristics  
    •    ii.      Environmental factors
  13. Leader-Member Exchange (LMX) Theory
    Focuses on the quality of relationship between leader and follower
  14. Emotional intelligence article* Goldmans- dimensions
    manage oneself and one’s relationships in mature and constructive ways.
  15. Cotter article* Managers vs. Leaders
    3 steps to accomplishing tasks (deciding what needs to be done, creating a network of people to accomplish the task, making sure the job gets done)

    • MANAGERS:
    • Planning & budgeting
    • Organizinging & staffing
    • Controlling & problem solving

    • LEADERS:
    • Setting a direction
    • Aligning people
    • Motivate & inspire-managers cope with complexity-leaders cope with change
  16. Vrooms Expectancy theory*
    • People are motivated to do things because of the perceived outcomes
    • -motivation is all about the amount of effort in certain situations/tasks
  17. Expectancy
    • your level of effort leads to a certain level of performance
    • V-I-E
    • E->P P->O
    • Expectancy link (effort to performance)
    • Instrumentality (performance to outcome) ( i.e. how realistic)
    • After outcome it's valence
  18. 6 expectancy trait deal:
    • Previous success
    • Help
    • Information
    • Good material and equipment
    • Self-esteem
    • Self-efficacy
  19. Distributive Justice
    the perception that resources and rewards are distributed fairly
  20. Procedural Justice
    the perceived fairness of the processes and procedures used to make decisions process to get there was fair
  21. Equity Theory (5)
    • “Model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.”     
    •         i.      Equitable situation – balanced relationship      
    •    ii.      Negative situation – Inputs outweighed by outputs. Receiving more than felt deserved.      
    •    iii.      Positive situation – Output weighs less than input. Receiving less than felt deserved.
    • Over rewarded raise inputs Under rewards less effort, raise, change comparison other
  22. Equity Sensitivity
    want it to be fair-an individual’s preferences for, tolerances for, and reactions to each of the equitable situationsBenevolentence under rewarded and ok
  23. Goal setting theory
    • specific
    • challenging
    • feedback
    • Relevant
    • Commitment
  24. Managment by objective
    you set goals with supervisor involves participation
  25. Feedback
    specific and timely, helps achieve difficult goals
  26. Action planning:
    outlines activities or tasks to complete goals  
  27. Smart goal stands for:
    Specific, Measurable, Attainable, Results-oriented, Timely
  28. Job Design (Job Characteristics Model)
    • Five core job dimensions                    
    •       i.      Skill variety                   
    •        ii.      Task Identity                   
    •        iii.      Task Significance            
    •               iv.      Autonomy                 
    •          v.      Feedbackb.    

    •  Critical Psychological States                  
    •         i.      Experienced meaningfulness of work                          ii.      responsibility for work       
    •                    iii.      knowledge of work results

    • c. Personal and Work Outcomes    
    •                       i.      High internal motivation                          ii.      High quality performance                      
    •    iii.      High satisfaction                    
    •       iv.      Low turnover and absenteeism
  29. Dan Pink video questions
    Give employees enough extrinsic motivation (money) to where it’s no longer an issue. Then they can be intrinsically motivated

    Autonomy-desire to be self motivated

    Mastery-doing something because you'll get better at it. Playing instruments on the weekend

    Purpose-doing something for a greater cause
  30. Building A Vision
    • Core purpose + core values = success
    • -Core purpose = reason for being, to guide and inspire, not a goal
    • -Core values = 3-5 values, intrinsic values, no right set of core values.
    • Quality, respect, and customer service are not core values because everyone believes in those. These are specific.
    • -Vision: most overused and least understood
    • -Vision = 2 parts: Core ideology & Envisioned Future
  31. Core Ideology (core values & core purpose)
    What the company stands for -why the company exists -it’s the identity, comes from inspiration
  32. Envisioned Future “creative process” (BHAG & Vivid description)
    • What the company wants to become
    • -What the company wants to achieve
    • -BHAG- Big 10-30 yr goals, clear finish line
    • -Vivid description: what it’s going to be like to achieve the BHAG
    • - “We’ve arrived syndrome”, the worth syndrome, you reach the BHAG and don’t have another BHAG
    • -Basic dynamics of visionary companies: preserve core and stimulate progress
    • 1% Vision and 99% alignment, when vision comes into place so does alignment, vision should be good for at least a decade
  33. Mars group
    a mix of people from the company responsible for stating the companies  core values, the best of the best.
  34. Decision Making Model
    • Step 1 - Identify the problem or opportunity
    • Step 2- Gather internal evidence or data about the problem, and evaluate its relevance and validity.
    • Step 3- Gather external evidence about the problem from published research
    • Step 4- Gather views from stakeholders affected by decision and consider ethical implications.
    • Step 5 - Integrate and critically appraise all data and then make a decision.
  35. Herzberg
    Job satisfaction was found with high levels of responsibility, recognition, achievement, characteristics of the work, and advancement. He calls these motivators. Each associated with strong effort and good performance. 
  36. Hygiene factors
    Dissatisfaction factors such as company policy, administration, technical supervision, salary, interpersonal relations with supervisors, working conditions. 
  37. Job enrichment
    modifying a job so that an employee has the opportunity to experience achievement, responsibility, advancement, recognition, and stimulating work through vertical loading. Vertical loading: giving more autonomy and responsibility. 
  38. KITA
    not motivation

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