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Organizational Structure
How job tasks are formally divided, grouped and coordinated w/i an org
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Work Specialization
- Degree to which tasks in an org are subdivided into separate jobs.
- Division of labour.
- Increases productivity
- Entire job is not done by one person. Many steps done by many people.
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Trait Theories
- Isolate traits that good leaders possessed
- Eg appearance height social class
- There are NOT a set of traits that guarantee a good leader.
- 8 traits of good leaders drive, desire to lead honesty integrity self confidence cognitive/emotional intelligence job relevant knowledge, extroversion (energetic and lively people)
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Fielder Contingency Model
- Task or relationship oriented.
- Leaders face favorable/unfavorable conditions
- Leader-member relations, confidence, trust, respect.
- Leaders do not readily change leadership styles.
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Hersey and Blanchards Situational Leadership
- Focuses on readiness of followers.
- Select best leadership style that employees will be most willing to follow.
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Path Goal Theory
Leaders job is to help employees attain their goals. Provide direction/support to ensure their goals line up with org overall goals.
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Transactional Leadership
Leaders who guide or motivate followers in the direction of established goals by clarifying roles and task requirements
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Maslow's Hierarchy of Needs
- 1. Physiological needs-food shelter drink. Physical
- 2. Safety needs-secuirty and protection from physical and emotional harm.
- 3. Social needs - affection, acceptance.
- 4. Esteem needs - internal factors. Self respect autonomy. External status recognition attention.
- 5. Self actualization needs - growth, achieving ones potential. Drive to become what your capable.
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Theory X
- Assumption that employees have little ambition, dislike work, want to avoid responsibility and must be closely controlled to perform efficiently.
- Essentially, a (-) view.
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Theory Y
- Employees can exercise self direction, accept, and seek out responsibility and consider work a natural activity.
- (+) view of people
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Herzberg's Hygiene and Motivators Theory
- Intrinsic factors - job satisfaction motivation
- Extrinsic - job dissatisfaction
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Equity Theory
- Employee compares his job input - output ration w/ relevant others and responds to correct any inequity.
- If put more in, get more out.
- Perception determines equity of situation.
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Informal Groups
- Social, occur naturally in workplace.
- No need or opportunity to engage in collective work.
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Types of Teams
- Cross functional
- Problem solving
- Self managed
- Advisory
- Virtual
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Stages of Team Development
- Forming
- Storming
- Norming
- Performing
- Adjourning
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Cross Functional Teams
- Employees who are experts in various functions.
- Task interdependence limited because each member works w/ other employees in different departments
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Problem Solving Teams
- Employees from the same department or functional area who are trying to improve work activities or solve specific problems.
- RCMP drug task force is separate from normal RCMP
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Self Managed Teams
- Employees w/ high autonomy who are responsible for an entire work process or segment.
- Team is responsible for managing themselves.
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Advisory Teams
Teams that provide feedback and recommendations to org decision makers.
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Virtual Teams
- Teams that use info technologies to link physically dispersed members.
- Eg. Microsoft staff in BC work w/ Washington
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Forming
- Step 1
- People join group for work assignment or some other benefit.
- Define the teams purpose, structure and leadership.
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Storming
- Step 2
- Characterized by intragroup conflict.
- Members accept existense of team, but resist control.
- A/ this stage, a hierarchy will be noticeable.
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Norming
- Step 3
- Close relationships and cohesiveness develop.
- Set of expectations of correct behaviour defined.
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Performing
- Step 4
- Team structure is fully functional and accepted by members.
- Purpose and roles are clear. Achievement leads to pride and productivity.
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Adjourning
- Final stage for TEMPORARY TEAMS
- Group concerned w/ wrapping things up more than performance.
- Team prepares to disband.
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