Mgmt Final

How job tasks are formally divided, grouped and coordinated w/i an org

• 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.

• 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)

• Task or relationship oriented.
• Leaders face favorable/unfavorable conditions
• Leader-member relations, confidence, trust, respect.
• Leaders do not readily change leadership styles.

• Focuses on readiness of followers.
• Select best leadership style that employees will be most willing to follow.

Leaders job is to help employees attain their goals. Provide direction/support to ensure their goals line up with org overall goals.

Leaders who guide or motivate followers in the direction of established goals by clarifying roles and task requirements

• 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.

• Assumption that employees have little ambition, dislike work, want to avoid responsibility and must be closely controlled to perform efficiently.
• Essentially, a (-) view.

• Employees can exercise self direction, accept, and seek out responsibility and consider work a natural activity.
• (+) view of people

• Intrinsic factors - job satisfaction motivation
• Extrinsic - job dissatisfaction

• 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.

• Social, occur naturally in workplace.
• No need or opportunity to engage in collective work.

• Cross functional
• Problem solving
• Self managed
• Advisory
• Virtual

• Forming
• Storming
• Norming
• Performing
• Adjourning

• Employees who are experts in various functions.
• Task interdependence limited because each member works w/ other employees in different departments

• 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

• Employees w/ high autonomy who are responsible for an entire work process or segment. 
• Team is responsible for managing themselves.

Teams that provide feedback and recommendations to org decision makers.

• Teams that use info technologies to link physically dispersed members.
• Eg. Microsoft staff in BC work w/ Washington

• Step 1
• People join group for work assignment or some other benefit.
• Define the teams purpose, structure and leadership.

• Step 2 
• Characterized by intragroup conflict.
• Members accept existense of team, but resist control. 
• A/ this stage, a hierarchy will be noticeable.

• Step 3
• Close relationships and cohesiveness develop. 
• Set of expectations of correct behaviour defined.

• Step 4
• Team structure is fully functional and accepted by members.
• Purpose and roles are clear. Achievement leads to pride and productivity.

• Final stage for TEMPORARY TEAMS
• Group concerned w/ wrapping things up more than performance.
• Team prepares to disband.