MGMT 3302 notes week march 28
MGMT 3302 notes week march 28 MGMT 3302
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This 6 page Class Notes was uploaded by Lindsay Taylor on Thursday March 31, 2016. The Class Notes belongs to MGMT 3302 at East Carolina University taught by Joanne Hartsell in Spring 2016. Since its upload, it has received 13 views. For similar materials see Management of Organizations in Business, management at East Carolina University.
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Date Created: 03/31/16
MGMT 3302 NOTES FOR WEEK OF MARCH 28 ◊ 5 steps to motivating workers with reinforcement theory: 1. identify 2. measure 3. analyze 4. intervene 5. Evaluate ◊ 3 key things with reinforcement theory: 1. Don’t reinforce wrong behaviors 2. Correctly punish at appropriate time 3. Choose simplest and most effective schedule ◊ Leaders vs. Managers -‐ vision, mission -‐ production and efficiency -‐ “LET’S do this” -‐ “DO that!” -‐ do the right thing -‐ do things right ◊ Components of goal setting theory -‐ goal specificity -‐ goal difficulty -‐ goal acceptance -‐ performance feedback ◊ Trait Theory: effective leaders possess a similar set of traits (characteristics) ◊ Traits that distinguish leaders from non-‐leaders: -‐ drive, desire to lead, honesty, cognitive ability, emotional MGMT 3302 NOTES FOR WEEK OF MARCH 28 stability, self-‐confidence, knowledge of business ◊ 2 basic leader behaviors: -‐ initiating structure à set goals, provide direction, assign tasks; leads to increased job performance -‐ consideration à friendly, approachable, supportive; leads to increased job satisfaction ◊ Best and worse leadership style as determined by Blake and Mouton -‐best: team management -‐worse: impoverished management ◊ 3 situational factors that determine the favorability of a situation according to Fiedler: 1. Leader-‐member relations 2. Task structure 3. Position power ◊ path goal theory: leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the rewards available for goal attainment ◊ path goal’s 4 leadership styles 1.directive 2.supportive 3.participative 4.achievement-‐oriented MGMT 3302 NOTES FOR WEEK OF MARCH 28 ◊ 3 subordinate contingencies 1.perceived ability 2.locus of control 3.experience ◊ 3 environmental contingencies 1.task structure 2.formal authority system 3.primary work group ◊ What does the normative decision theory help leaders decide? an appropriate amount of employee participation when making decisions ◊ 3 basic decision styles -‐autocratic -‐consultative -‐group ◊ strategic leadership: ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization ◊ visionary leadership: creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting MGMT 3302 NOTES FOR WEEK OF MARCH 28 ◊ charismatic leadership: behavioral tendencies and personal characteristics of leaders that create strong relationships between them and their followers 1.ethical: use power to serve 2.unethical: use power to dominate ◊ Transformational leadership: generating awareness & acceptance of group’s purpose and mission and gets employees to see beyond their own needs and self-‐interests for the good of the group ◊ Transactional leadership: based on an exchange process in which followers are rewarded for good performance and punished for poor performance ◊ Perceptual filters: differences that influence people to ignore or pay attention to particular stimuli ◊ 4 steps in perceptual process 1.attention 2.organization 3.interpretation 4.retention ◊ 2 most common perception problems in organizations 1.selective perception 2.closure MGMT 3302 NOTES FOR WEEK OF MARCH 28 ◊ Defensive bias: tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty or trouble ◊ Fundamental attribution error: tendency to ignore external causes of behavior and to attribute other people ’s actions to internal causes ◊ Interpersonal communication process: sender, receiver, noise ◊ 3 formal communication channels: 1.downward communication 2.upward communication 3.horizontal communication ◊ 2 types of grapevine communication networks: 1.gossip chain 2.cluster chain ◊ Why is the grapevine considered to be a tremendous source of valuable information and feedback? -‐ carry interesting and timely info -‐ face to face allows receiver to clarify info given -‐ 75-‐95% accuracy ◊ Coaching: communicating with someone for the direct purpose of improving the person’s on-‐the-‐job performance or behavior MGMT 3302 NOTES FOR WEEK OF MARCH 28 ◊ Counseling: communicating with someone about non-‐job-‐related issues that may be affecting or interfering with the person’s performance ◊ 2 kinds of nonverbal communication: 1.kinesics: body language 2.paralanguage: pitch, tone, etc of voice ◊ Communication medium: method used to deliver an oral or written message ◊ In what cases would written communication be preferable to oral communication? -‐ email; delivering straight forward messages ◊ Active listening: assuming half the responsibility for successful communication by actively giving the speaker nonjudgmental feedback that shows you’ve accurately heard what he or she’d said ◊ Empathetic listening: understanding the speaker’s viewpoint and giving feedback that shows that understanding to the speaker ◊ Constructive feedback vs. destructive feedback -‐helpful -‐disapproving -‐corrective -‐no intention to be helpful -‐encouraging -‐causes defensive reaction ◊ Organizational silence: when employees withhold info about organizational problems or issues
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