BNAD 302 test 2

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JDutton
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74735
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BNAD 302 test 2
Updated:
2011-03-23 11:54:31
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BNAD
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BNAD 302
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  1. Ohio State Study
    • 2 key dimensions of leader behavior
    • Initiating structure – the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment
    • Consideration – the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings
    • Both are important
  2. Michigan Study
    • Found 2 key dimensions of leader behavior:
    • Employee-oriented – A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members
    • Study strongly favored these leaders
    • Associated with higher group productivity and greater job satisfaction
    • Production-oriented – a leader who emphasizes technical or task aspects of the job
    • Associated with low group productivity and low job satisfaction
  3. Fielder's Model
    • Effective group performance depends on the proper match between leadership style and situation
    • Assumes that leadership style (based on orientation revealed in Least Preferred Co-worker Questionnaire) is fixed
  4. 3 Situational Factors
    • Leader-member relations: degree of confidence and trust in the leader
    • Task Structure: Degree of structure in the jobs
    • Position Power: Leader’s ability to hire, fire, and reward
  5. Work Group vs Work Team
    • Group: A group that interacts primarily to share info and make decisions to help each member perform
    • - No joint effor required

    Team: Generates poitive synergy through coordinated effort. The individual efforts result in a performance that is greater than the sum of the individual inputs.
  6. Types of teams
    Problem Solving Teams: Groups of 5-12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment

    • Self-Managed Work Teams: Groups
    • of 10-15 people take on the responsibilities of their former supervisors

    Cross-Functional Teams: Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task (ie Task Forces, Committees)

    • Virtual Teams: Teams that use computer technology to tie together physically dispersed members in order of achieve a common goal
    • Characteristics: Limited socializing, The ability of overcome time and space constraints
    • To be effective, needs: Trust among members Close monitoring To be publicized
  7. Team Roles
    • Linker – coordinates and integrates
    • Creator – initiates creative ideas
    • Promoter – champions ideas after they’re created
    • Assessor – offers insightful analysis of options
    • Organizer – provides structure
    • Producer – provides direction and follow-through
    • Controller – examines details and enforces rules
    • Maintainer – fights external battles Adviser – encourages the search for more information
  8. Types of Variable Pay Programs
    • Piece-Rate – a plan in which workers are paid a fixed sum for each unit of production completed
    • - Weakness: Not feasible for many jobs
    • Merit-Based Pay – a plan based on performance appraisal ratings
    • - Gap increasing between average and top-performers
    • - Weaknesses: validity of system based on annual appraisal, pay pool can be small, unions strongly exist
    • Bonuses – a plan that rewards employees for recent performance rather than historical performance
    • - Weakness: employees consider this pay
    • Skill-Based Pay – a plan that sets pay on the basis of how many skills employees have or how many jobs they can do
    • Profit-Sharing Plans – an organization-wide program that distributes compensation based on some established formula designed around a company’s profitability
    • Gainsharing – an incentive plan in which improvements in group productivity determine the total amount of money that is located
    • Employee Stock Ownership Plans (ESOPs) – company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits

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