Test 3 Study Guide for Management Skills | MGT 325, Study notes of Introduction to Business Management

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MGT 325 Test #3 Study Guide Se oom ication (12 questions Communication Def: The transference and the understanding of meaning. > Channel @ The medium sclectcd by the sender through which the message travels to the receiver. >» Types of Channels @ Formal Channels @ = Informal Channels Sender: Encoding --- Receiver: Decoding > —— —_ * perception - proccss 0 faggots and interpreting information * filtering - process of , ignoring, or distorting * cannot assume the other person means what you think s/he means or understands the intended meanings > Mixed signals and misperception > can avoid these problems by taking the time to: * ensure that the,cecaimoeuntt@mds to the message ¢ consider the reeciver’s frame of reference and convey the message from that perceptual viewpoint + take concrete steps to minimize perceptual errors and improper signals * send consistent messages > Problems: e ® lack of openness - withhold information even if sharing is important ® filtering - some intormation is lett out + ‘Nfessage can be distered by adding persanalamerpretation + the fewetthe number of authenitaeewalsthsengh which communication Mpasajpasge the less information will bagigiger istorted e - important form of downward communication + dialogieiwith’a'goalofhelpingianother be more etfeotive and achieve her/his full potential on the job + used to deal with performance problems or to help person =e, * coaches for executives sometimes hi « oflen incumbent on managers to coach themselves @ Downward communication in difficult times * communication important during mergers and acquisitions + full communication helps cmployces deal with yggsam> « signaistére and concern [or empleyeey™ -Upward Communication >» Managing upward communication * managers should lacililate upward comupunication * managers must metre peometo provide valid infections, * upward communication can use informal channels 3 -Horizontal Communication @ Managing horizontal communication : <,RRNLeeamemaes * integrative roles, task forces, and project teams S i is tems * create a culture of openness, honesty, trust, and mutual obligation Errors in communication — cant find, WTF!!! Nonverbal communication > Nonverbal skills signals other than those that aregpedggn or @iliah can support or undermine the stated message nonverbal ets may make a greater impact than other signals can send a positive message with nonverbal signals by: * using time wisely * arranging the office to foster apen communication - body language « facial expression and tone of voice >» Nonverbal signals in different countries pean correctly interpret the nonverbal signals of others Group netw Criteria Channel Chain Wheel All Speed Moderate Fast Fast Accuracy High High Moderate Emergence of a leader Moderate Tligh None Member satisfaction Moderate Low iligh in ‘All channel a a » © Grapevine Characteristics © Refer, not controlled by management. _ Tait vsbeliavior theories GR Approach « Traits (examples) — Exaaveritr — denscientionstess — Opsameswdestxpericnce + Assumption: Deaterare sor * Goal: Seeertentery + Problems - Traite-do-not-generalize across sitmations — Better at predicting leader emergence than Icader effectiveness ST Approach + Ohio State Studies/U. of Michigan — Initiating Structure/Production Orientation — Consideration/Employce Oricnlation * Assumption: JseudenFUaitygagiged=- * Goal Develop leaders ¢ Problem: Effective behaviors do not generalize across situations Ohio Statc/Michigan Studies Obig State-Stendi Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates 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 subordinate’s ideas, and regard for their feelings. University UP Mirehigan. Stugies Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Production-Oriented Leader One who emphasizes technical or task aspects of the job. 3 = Tiedler’s Contingency Model Cognitive Resource Theory ¢ Hersey and Blanchard’s Situational Leadership Theory + Leader-Member Exchange Theory (MX) + Path-Goal Theory * Vroom - Yetton Leader-Participation Model “ees teary + Leader: Style is Fixed (Task oriented vs. Relationship oriented) * Considers Situational Favorableness for I eader — Leader-member relations — Task structure — Position power Leader nmst fit situation; options to accomplish this: + SetePledemmstesinater Shi wg fiteiessd Assumption: ~ Leader’s Style is Fixed & Can be Measured by the Least Preferred Co- Worker (LPC) Questionnaire Least Preferred Co-Worker (LP mestinnnai — The way in which a leader wil] evaluate a co-worker that is not liked will indicate whether the leader 4 fF A theory of sor 2 eee 1SRESessin a situation is what impacts whether a Tepes ill be ‘Gaia. Research Support: Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. Less experienced people perform better in leadership roles under low stress than do more experienced people. HetyeandsdianehanreFheery Situational Leadership Theory (SLT) A contingency theory that focuses on followers’ readiness; the more “ready” the followers (the morc willing and able) the less the need for leader support and supervision. Ee) Crake penrhe ep Wrrrg Leaders select certain followers to be “in” (favorites) + Based on “Exchanges” with these “In” followers will be higher quality than with those who are “Out” RESULT: “In” subordinates will have higher performance ratings, less turnover, and greater job satisfaction +. Beuiemmesehelpsfollowers attaitting,goglf and reduce roadblocks to success + Leaders must change behaviors to fit the situation ( contingcncics.& subosdinate-contingencies) Vroom-Yetton (Ieader-Participation Model) Premise; ¢ Rule based decision tree to guide leaders about when and when not to include subordinate participation in decision making * Considers 12 contingency variables to consider whether or not to inchide subordinates in decision making (Note: you will have to know names and what theories go with the names!) Book for the rest Leadership training Framing: Using Words to Shape Meaning and Inspire Others Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality. Charismatic leadership Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. Charismatic Leaders 1. Have a vision 2. Arc willing to take personal risks to achieve the vision. 3. Are sensilive to follower needs 4, Exhibit behaviors that are out of the ordinary Key Characteristics of Charismatic Leaders 1. Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others. 2. Personal risk. Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the vision. 3. Environmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about change. 4. Sensitivity to follower needs. Perceptive of others’ abilitics and responsive to their needs and feelings. 5. Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms. Level 5 Leaders 1. Possess a fifth dimension—a paradoxical blend of personal humility and professional will—in addition to the four basic leadership qualities of individual capability, cam skills, managerial competence, and the ability to stimulate others to high performance. 2. Chamel their ego needs away from themselves and into the goal of building a great company. : nae Power Is established by ATCT in an organization; conveys the ee or reward, fiom formal authority, or from @amigof * Coercive Power + Reward Power + Legitimate Power Personal Power Referent Power Expert Power Managing with Power “When Is Power Used” @ The Big Three 1. When rR are 2. When S Abeanelent 3. When difficult to measure @ Less Crilical Factors 4. Where there aremaimal external threats 5. Where there exists a certain level of dependency 6. Where there is moderate to high uncertainty Dependency: The Key To PSRer @ What Creates Dependency = i of the resource lv the organization, a of the resource NgysnissGtHllii a £ the resource ee... Ways in which individuals translate power bases into specific actions. Factors Influencing the Choice and Effectiveness of Power Tactics a Sequencing of tactics ™@ Softer to harder tactics work best. @ Skillful use of a tactic @ Relative power of the tactic user Some tactics work better when applied downward or upward. M@ The type of request attaching to the tactic M@ Is the request legitimate? @ How the request is perceived @ Is the request consistent with the target’s values? @ The culture of the organization @ Culture affects user’s choice of tactic. @ Country-specific cultural factors ™@ J ocal values favor certain tactics aver others. Power in Groups: Coalitions Coalitions Clusters of individuals who temporarily come together to achieve a specific purpose. Ss Scxual harassment Unequal Power in the Workplace Sexnal Harassment M@ Unwelcome advances, requests for sexual favors, and other verbal or physieakeemttet of a Segieiaeins, The U.S. Supreme Court test for determining if sexual harassment has occurred: @ Whether comments or behavior in a work environment “would reasonably be perceived, and is perceived, as hostile or abusive.” @ Under Title VI, sexual harassment is illegal since it constitutes discrimination with respect to an individual's conditions of employment. @ EEOC Definition: Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when: ™ Submission to such conduct by an individual is made explicitly or implicitly a term or condition of employment, and Submission to, or rejection of such conduct by an individual is used as the basis for an employment decision Steps for Managers tu Take to Pri it Sexual Harassment . Make sure a SUTTER is in place. @ Ensure that employees will not encounter retaliation if they file a complaint. M Investigate every complaint and include the human resource and legal departments. @ Make sure offenders are disciplined or terminated. @ Set up in-house seminars and training. Politics: Power in Action Political Behavior Activities that are 10s part of Mitimsinmmdmmje in the organization, but that influence apap ence, the distribution of advantages or disadvantages le organization. Legitimate Political Behavior Normal everyday politics. Megitimate Political Behavior Lixtreme political behavior that ai Responses to org, politics Managing with Power “Diagnosing Power in Orgs” Methods for Assessing Power: “Power is not employed when there are no differences in perspective, or when no conflict exists, As a consequence, power is most readily diagnosed by looking at important decisions, which involve interdependent activities and which lead to disagreement.” - Listen to statements made by others - Focus on how others talk about the person - Don’t trust what you hear BUT don’t underestimate the value of “the talk.” - Look at representational indicators - Whose being brought in on the major decisions - Observe Consequences - Who gets the resources, projects approved, the biggest budget - Look at Symbols of Power - What perks to certain people/groups gel? - Who’s having dinner with whom? - What parking spaces do people get? - Office space is always an issue - Rule based responses don’t tell you much - look for subtle ches Ghiapter 14 Conflict Management. (10 questions) ee: opposition of ideas or interests ™@ Perceived divergence of interests- - belief that the partics’ current aspirations Ci imu itancously achieved. a Task Conflict Conflicts over SBiitam and seals of ewe Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Contlict over how Qijjggpeertemems Lecture on Negotiation (10.questions)” Integrative vs. distributive negotiation Definitions: + Interaction that occurs when two or more parties attempt to agree on a mutually acceptable outcome in a situation where their preferences for outcomes are negatively related. * Use of information and power (o affect the other party’s behavior within a web of tension. Key elements of the negotiation process + Two Parties * Conflict of interest * Voluntary relationship * Three kinds of activities 1. division of resources 2. Resolution of “intangibles” 3. Attitudinal structurmg - Expectation of give and take Model of Distributive Bargaining (Zones) Distributive Tactics © Buff © Low Bal # Delay * Chicken * Snowlob * Temper Tantrum » Nibble © Fel Ofer + United Authority » Good Guy/ Bad Guy » Make Your Demands Public BATNA Best alternative to a negotiated agreement Intangibles in a negotiation + “Winning” + Maximizing my outcome * Beating the other person + Preserving my reputation + Standing by my principles + Maintaining precedent + Saving face, looking good to my constituency + Being fair ( Why intcgrative negotiation is hard to achicve + Past history/ relationship between the parties. + Bias toward viewing issues in distributive, win/lose ways. + Distributive and integrative issues are often mixed together (Win / lose drives out win / win). Integrative Tactics 1. Problem Identification — Mutually acceptable definition — (Clean and simple problem statement — State problem as a goal - Identify obstacles — Depersonalize problem Separate definition from solution search 2. (Garett Alternative Solutions — List possible solutions — Avoid evaluation ~ Separate people from the problem — Brainstorm exhaustively — Ask outsiders 3. Evaluate and Select Alternatives Agree on criteria in advance — Narrow range of solution options — Evaluate quality and acceptability — Keep decisions cunditional ~ Minimize formality until near the end 4. Recommended Behaviors — Check perceptions constantly — Defend needs on basis of principle — Ask questions — Rationale before proposal — Let the other have clear influence — End s ms in a conciliatory way