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MGMT 3302 notes week march 28

by: Lindsay Taylor

MGMT 3302 notes week march 28 MGMT 3302

Marketplace > East Carolina University > Business, management > MGMT 3302 > MGMT 3302 notes week march 28
Lindsay Taylor
GPA 3.47

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notes for MGMT 3302 ECU Hartsell's class
Management of Organizations
Joanne Hartsell
Class Notes
mgmt 3302, Hartsell, ECU, Test 5
25 ?




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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  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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