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Human Behavior in Business Org

by: Jordi Jones Jr.

Human Behavior in Business Org MGT 312

Jordi Jones Jr.

GPA 3.91

Michael Beitler

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About this Document

Michael Beitler
Class Notes
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This 3 page Class Notes was uploaded by Jordi Jones Jr. on Sunday October 25, 2015. The Class Notes belongs to MGT 312 at University of North Carolina at Greensboro taught by Michael Beitler in Fall. Since its upload, it has received 42 views. For similar materials see /class/229069/mgt-312-university-of-north-carolina-at-greensboro in Business, management at University of North Carolina at Greensboro.


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Date Created: 10/25/15
Here are some tips for studying for MGT 312 exam 2 Chapter 15 Know what mutuality of interest means in plain English Winwin situations in which one s selfinterest is served by cooperating actively and creatively with potential adversaries Know the difference between soft and hard in uence tactics p433 Understand what Cialdini meant be reciprocation What did Cialdini say about presenting the most costly versus least costly Present most costly rst Understand what McClelland had to say about achievement af liation and power Of the ve bases of power which two can lead to commitment o Reward power 0 Coercive power 0 Expert power commitment o Referent power commitment o Legitimate power How does a participative leadership style effect persuasion Increase motivation because it helps employees ful ll three basic needs 1 Autonomy 2 Meaningfulness of work 3 Interpersonal contact What is delegation Granting decisionmaking authority to people at lower levels What is the problem with being nonpolitical in an organization Chapter 16 Know the differences between trait and behavioral theories Trait theory 7 focused on identifying the personal traits that differentiated leaders from followers Behavioral theories 7 examine leadership by trying to uncover the different kinds of leader behaviors that resulted in higher work group performance Know the differences between leaders and managers Table on 465 Understand Table 164 Drucker s tips p471 De ne situational leadership Leader styles should match the situation at hand Understand Fiedler s conclusions t and match Hire managers that t or match situational demands not necessarily the manager with the best skills Ignore Figure 162 confusing Know the basics of House s PathGoal Theory Employee characteristics and environmental factors Ignore Table 165 unnecessarily complicated Know differences between transformational and transactional leadership Transformational 7 transforms employees to pursue organizational goals over self interests Transactional 7 focuses on clarifying employees roles and providing rewards contingent on performance Know the implications of the LeaderMember Exchange Model 1 Leaders are encouraged to establish highperformance expectations 2 Managers need to be careful that they don t create homogeneous work environment in the spirit of having positive relationships with their direct reporters What is the role of followers Chapter 17 Understand span of control The number of people reporting directly to a given manager Understand line versus staff Staff personnel 7 provide research advice and recommendations to line managers Line Managers 7 have authority to make organizational decisions Know when to recommend a functional structure versus a productbased structure Functional 7 groups people based on the business function they perform ProductBased 7 groups together activities related to outputs Understand the importance of stakeholder audits Systematic identification of all parties likely to be affected by the organization Know the difference between a mechanistic and organic design Mechanistic 7 rigid commandandcontrol bureaucracies Organic 7 uid and flexible networks of multitalented people Understand the contingency approach to design Creating an effective organizationenvironment fit Know centralized and decentralized decisionmaking approaches Centralized 7top managers make all key decisions Decentralized 7 lowerlevel managers are empowered to make important decisions Understand the concept of creating smallness in bigness Know what is meant by a corporate entrepreneur Chapter 18 Review your notes for the Overcoming Resistance to Change DVD Know external versus internal forces of change Figure 181 External 7 originate outside the organization Internal 7 originate inside the organization Know adaptive versus innovative changes remember the KAI instrument Adaptive 7 reintroducing a familiar practice Innovative 7 introducing a practice new to the organization Understand Lewin s ThreeStage Model of Change Unfreeze Change Refreeze Know steps 13 and 8 of Kotter s EightStep Model 1 Establish a sense of urgency 2 Create the guiding coalition 3 Develop a vision and strategy 8 Anchor new approaches in the culture What s the difference between an extrovert and an introvert Know how to recognize TypeA behavior Aggressively involved in a chronic determined struggle to accomplish more in less time What is an EAP Employee assistance program 7 a broad array of programs aimed at helping employees to deal with personal problems such as substance abuse healthrelated problems family and marital issues and other problems that negatively affect their job performance Good luck


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