Organizational Behavior Week 11 of notes
Organizational Behavior Week 11 of notes MGT 06300 - 6
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MGT 06300 - 6
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This 4 page Class Notes was uploaded by Nicole Rossi on Thursday April 7, 2016. The Class Notes belongs to MGT 06300 - 6 at Rowan University taught by Yang Yang in Spring 2016. Since its upload, it has received 10 views. For similar materials see Organizational Behavior in Business, management at Rowan University.
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Date Created: 04/07/16
Notes for Week of April 7th, 2016 Leadership and HRM What is Leadership? It is the ability to motivate and influence a group toward the achievement of a set of goals. There is a distinction from power. There are three classes of perspectives: competency, behavioral, contingency. Competency Perspective: Effective leaders possess specific personal characteristics. Several key competencies consistently associated with leadership: personality, self- concept, intelligence (cognitive and emotional), motivation, integrity, job- relevant knowledge. Competency Perspective Limitations: Implies a universal approach Alternative combinations of competencies might work just as well Leadership Is relational, not just something within the person Competencies refer to leadership potential, not performance Behavioral Perspective: Behaviors make the leader. Shift in underlying assumptions about leadership. Types of leadership: Task-oriented vs. people-oriented: o Task oriented: assign work, set goals, establish work procedures o People oriented: concern for employee needs, make work pleasant, listen to employees, recognize employees contributions Transformational vs. transactional: o Transformational: change agents- creating, communicating, and modeling a vision for the team or organization and inspiring employees to strive for that vision. o Transactional: influencing followers through rewards, penalties and negotiation. Elements of Transformational Leadership: Develop a strategic vision: image of company’s future; superordinate goal Communicate the vision: emotional appeal; shared mental model, symbols Model the vision: walk the talk, show consistency Build commitment to the vision: contagious enthusiasm; employee involvement Leader Behavior Perspective Limitations: The most appropriate leadership style depends on the situation. The model is called Path-Goal leadership model. Path Goal Leadership Model: Leadership Styles: Directive: provide structure to the jobs; task oriented behavior Supportive: provide support, people oriented behaviors Participative: encourage/facilitate employee involvement Achievement Oriented: encourage peak performance through goal setting Path Goal Contingencies: When employee’s skills and experiences are low, use directive or supportive leadership. When employees’ locus of control is: internal- use participative or achievement leadership, external-use directive or supportive leadership When task structure is non-routine: use directive or participative leadership When the team has low cohesion: use supportive leadership, has dysfunctional norms: use directive leadership PART TWO HRM Misconceptions: Conscientiousness vs. Intelligence Values vs. Intelligence Integrity Tests Employee participation vs goal setting Eliminating appraisal errors Employees’ perceptions about pay HR Begins with a Job Analysis: A Job Analysis describes: tasks, KSAOs (Knowledge, skills, abilities, other attributes) A Job Analysis is used to write: Job Description Job Specification: show the minimum requirements Methods of Training: Lecture Programmed Instructions Behavioral Modeling o Social Learning Theory Behavioral Simulation Methods of Evaluation: Critical Incidents Graphic Rating Scales Behaviorally Anchored Rating Scales (BARS) Forced Comparisons o Group order ranking o individual ranking For More effective Evaluations: Emphasize Behaviors Use Multiple Evaluations Due Process Train Evaluators
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