MGMT 371 Exam 1 Notes
MGMT 371 Exam 1 Notes MGMT 371 001
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This 5 page Bundle was uploaded by Elaine Powell on Wednesday September 23, 2015. The Bundle belongs to MGMT 371 001 at University of South Carolina - Columbia taught by Lynn McFarland in Summer 2015. Since its upload, it has received 220 views. For similar materials see Principles of Management in Business, management at University of South Carolina - Columbia.
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Date Created: 09/23/15
Qualities of Managers and Leaders Management Focus on organization Promotes stability and order within the existing organizational structure Leadership Focus on people The ability to in uence people toward the attainment of goals It motivates toward vision and change Leadership is an important management role Four Approaches Level 5 builds excellence through dedication and humility highest level in a hierarchy of manager capabilities Lack of ego Servant Leadership work exists for the development of the worker give away power ideas information recognition credit and money Authentic Leadership Leaders who know and understand themselves Inspire trust and commitment and respect diverse viewpoints lnteractive Leadership Means that the leader favors a consensual and collaborative process Traits distinguishing personal characteristics of a leader intelligence honesty selfcon dence and appearance traits are reemerging as a leadership interest effective leaders possess varied traits and combine these with their strengths Behavioral Approaches Research beyond leadership traits Defined two leadership behaviors task oriented Initiating structure and people oriented behavior Consideration Leadership Research Employee Centered Leaders most effective vs job centered leaders not effective Contingency Approach situational model of leadership Situational Theory of Leadership extension of behavioral theories focus on characteristics of followers seek appropriate leadership behavior subordinates vary in readiness determined by degree of willingness and ability someone would demonstrate while performing a task Fiedler39s Contingency Theory leadership style is task oriented or relationship oriented goal is to match the leader s style with organizational situation analyze the leader s style to the favorability of the situation Situational Substitutes for Leadership there are situations where leader style is unimportant Charismatic and Transformational Leaders Charismatic leaders are skilled in the art of visionary leadership visions is an attractive ideal future Inspire and motivate people to do more a lofty vision ability to understand and empathize empowering and trusting subordinates Transformation and Transactional Leadership Transactional clarify tasks initiate structure provides awards improve productivity hard working tolerant and fair minded and focus on management Transformation Followership Organization does not exist without followers understand followers critical thinking versus dependent uncritical thinking 910 Power and In uence Position Power Legitimate reward and coercive power Personal Power Expert and referent power Other Sources Personal effort relationship network and information Both leaders and followers use power to get things done In uence Tactics Use rational persuasion Help people like you Rely on the rule of reciprocity Develop allies Be assertiveask for what you want 6 Make use of higher authority Additional In uence Tactics Scarcity People want more of things there are less of Consistency People like to be consistent with the previous things they have said or done Consensus People will look to the actions and behaviors of others to determine their own especially when they are uncertain Ex Barack Obama vs Hilary Clinton he hired psychologists to help him LJ39gtLJLJII I Leadership Versus Management Contemporary Leadership Theories Behavioral Approaches 915 Motivation the arousal of enthusiasm and persistence to pursue a course of action Employee motivation affects organizational performance and pro ts Directly related People can be motivated by fear but good managers avoid doing this because it can damage employee commitment and performance in the long run It cost more to hire new people then to work with existing employees Intrinsic Motivation satisfactions a person receives in the process of performing a particular action Extrinsic Motivation given by another person promotions bonus gifts praise from others Not everyone values the same things Extrinsic rewards can quickly become expected An overabundance of outside motivators can actually lead to decreased intrinsic motivation and a dip in creativity Basic Model Need gt Behavior gt Rewards gt Feedback If managers understand employees needs they can design appropriate reward systems Needs motivate people Needs translate into an internal drive that motivates behavior People have a variety of needs Different Perspectives on Motivation Content Perspective emphasize the needs that motivate people Maslow s Hierarchy of needs physiological bottom of pyramid safety lovebelonging esteem selfactualization top of pyramid ERG Theory Hertzberg s TwoFactor Theory Acquired Needs Process PersDective ob Design applying motivation theories to design a motivating workplace Exam Review Chapters 12 1416 Chapter 1 What Managers Do plan organize lead control know differences between them What skills they use to do it technical human and conceptual Levels Managers Operate Vertical and Horizontal Managerial Roles Vary According to Operations Levels Informational Interpersonal and Decisional Example Questions When senior managers at Gap Answer A Planning Amanda Rowley president of AutosRUs Answer C Leading Problems within the nance industry Answer A Controlling The degree to which an organization Answer A Effectiveness Chapter 2 Classical administrative principles scienti c management bureaucratic organizations Prompted by industrialization Humanistic human relations behavioral sciences human resources Quantitative Management Science Initiated by Hawthorne Studies Look up date Social Political and Economic forces led to each of the major management perspectives Example Questions Who is considered the rst lady of management Answer A Lillian Gilbreth The assembly line is most consistent Answer B Division of Work Tommy believes his employees are responsible Answer B Theory Y Manager After decades of being a manager Answer B Contingency View Chapter 14 Con dence is crucial for strong management But having a realistic view of yourself is also important We may perceive out environment differently than others because of errors in judgment personality attitudes and emotions How to manage your tendencies for a better you get feedback make corrections have a positive internal dialog reduce stress and change your perception of it Do the same for your subordinates Example Questions An interdisciplinary eld dedicated to the study Answer A organizational behavior People generally experience Answer B Job satisfaction Frank regretfully misses an important deadline at work Answer B Internal attribution Josh evaluates Kandi s performance and gives her an outstanding performance Answer D the halo effect Phil s rm is looking for an individual who has Answer D Openness to experience Chapter 15 Leadership Versus Management Contemporary Leadership Theories level 5 leadership servant leadership authentic leadership interactive leadership Leadership Traits Behavioral Approaches Ohio State studies Michigan studies Contingency Approaches Charismatic and Transformational Leadership Followership Power and In uence Example Questions June a manager Answer B servant Leader Beth a middle manager at Heather s HandbagsAnswer Force of Power Andy s subordinates Answer A Transformational Chapter 16
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