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Management 210, week 2 notes

by: Loretta Hellmann

Management 210, week 2 notes MGT 210-003

Marketplace > Western Kentucky University > Management > MGT 210-003 > Management 210 week 2 notes
Loretta Hellmann
GPA 3.75

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here are the notes from week 2
Organization and Management
Dr. Michael Spiller
Class Notes
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This 6 page Class Notes was uploaded by Loretta Hellmann on Sunday September 4, 2016. The Class Notes belongs to MGT 210-003 at Western Kentucky University taught by Dr. Michael Spiller in Fall 2016. Since its upload, it has received 24 views. For similar materials see Organization and Management in Management at Western Kentucky University.


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Date Created: 09/04/16
Week 2 Notes Tuesday, August 30, 2016 9:39 AM Leadership  Leader One who influences others to attain goals Romance of leadership  Refers to the tendency to attribute organizational outcomes (both good and bad) to the acts and doing leaders  Key leadership behaviors Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart  Supervisory leadership Behavior that provides guidance, support, and corrective feedback for day-to-day activities  Strategic leadership Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future  The difference between managers and leaders Managers  Rational  Formal  Status quo  Maintain  Implementation  Present focus  Deals with day-to-day functions of planning, organizing, controlling direction  Leaders  Visionary  Passionate  Innovation  Transform  Creation  Future focus  Deals with change, inspiration, motivation, and influence  Power  The ability to influence others  Five bases of power  Exert  Power that is based on special knowledge, skills, and expertise that the Leader possess  Tends to be used in a guiding or coaching manner  Referent  Power that comes from subordinates' and coworkers' respect, admiration, and loyalty  Possessed by managers who are likeable and whom subordinates wish to use as a role model  Basically comes from the person's personality  Comes from you just as a person and your personality  Legitimate  The authority that a manager has by virtue of his or her position in the firm  Coercive  The ability of a manager to punish others  Limited in effectiveness and application; can have serious negative side effects  Examples: verbal reprimand, pay cuts, and dismissal  Reward  The ability of a manager to give or withhold tangible and intangible rewards  Comes from you just being a manager.  3 different possible outcomes when trying to get what we want  Commitment  Compliance  Resistance  Tactics for Influencing Others  Rational Persuasion  Using reason, logic, or facts  Inspirational Appeals  Building enthusiasm by appealing to other's emotions, ideals, or values  EX: making it personal "think about the children"  Consultation  Getting others to participate in planning, making decisions, and changes  "let me, work with you, to come up with a decision" when you involve someone else in the decision process, they now become invested in what happens  Ingratiating Tactics  Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery  Buttering someone up, kissing ass  Personal Appeals  Referring to friendship and loyalty when making a request  "hey man, I've known you for a long time, can you help me out with this…"  Exchange Tactics  Making express or implied promises and trading favors  You do this for me and I'll do something for you  Coalition Tactics  Getting others to support you effort to persuade someone  Ganging up on someone  "I ran into your boss this weekend and he thought it was a good idea"  Pressure Tactics  Demanding compliance or using intimidation or threats  Legitimating Tactics  Basing request on authority or right, organizational rules or policies, express or implied support from superior  "I'm your boss, do it"  Traditional Approaches to Understanding Leadership  Trait approach  A leadership perspective that attempts to determine the personal characteristics that great leaders share  Behavioral approach  A leadership perspective that attempts to identify what good leaders do- that is, what behaviors they exhibit Michigan Leadership Model  Job-centered behavior  Principal concerns were with achieving production efficiency, keeping costs down, and meeting schedules  Employee-centered behavior  managers paid more attention to employee satisfaction and making work groups cohesive Ohio State Leadership Model  Same as Michigan model ^  Task performance behaviors  Actions taken to ensure that the work group or organization reaches its goals  Group maintenance behaviors  Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group  Situational approach  Leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation  Vroom model  A situation model USED to determine how much participation to use  Useful when you become a manager  Fiedler's Contingency Model of leadership effectiveness  People have a natural leadership style. Your either relationship or task oriented style  Relationship style- leaders who are concerned with developing good relationships and being liked by subordinates  Task-oriented style- leaders whose primary concern is to make sure that subordinates perform at a high level and get the job done  Hersey and Blanchard's Situational Theory  A life cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important  Leader member exchange theory  Most leaders have a group of followers you go to  In group and out groups  In group are people that are trusted and get more options  Charismatic Leader  A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.  Transformational leader  A leader who motivates people to transcend their personal interests for the good of the group.  Transactional leaders  Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.


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