Self-managed work team - a type of work team that operates without a manager and is responsible for a complete work process or segment. Forming stage-people join the group and group defines purpose, structure, and leadership. Storming –intragroup conflict, who will control the group and what needs to be doing. Norming-close relationship develops and the group becomes cohesive. Human/R-conflict is a natural and inevitable outcome in any group and need not be negative, but has potential to be positive force. Char. Of effective teams, mutual trust, unified commitment, good communication, negotiating skills, appropriate leadership and internal and external support. Organizational citizenship behavior(ocb)-is discretionary behavior that’s not part of an employee’s formal job requirement, but which promotes the effective functioning of the organization. Cog.component of an attitude –the beliefs, opinions, knowledge held by a person. Aff. Component-the emotional or feeling part of an attitude. Behavioral comp-refers to an intention to behave in a certain way toward someone or something. Cognitive dissonance is any incompatibility or inconsistency between attitudes or between behavior and attitudes. Resilience-an individual’s ability to overcome challenges and turn them into opportunities. Overcoming com. Barriers-use feedbacks, simplify language, listen actively, constrain emotions, and watch nonverbal cues. Maslow’s-physiological needs-food, drink, shelter, sex, and other physical requirements. Safey-security and protection from physical and emotional harm. Social-person’s need for affection, belongingness’, acceptance and friendship. Esteem-internal esteem such as self-respect, autonomy, and achievement and external esteem; status, recognition and attention. Self-actualization-needs for growth, achieving one’s potential, and self-fulfillment. Three needs theory-need for achievement-drive to succeed and excel in relation to a set of standards. Need for power-need to make others behave in a way that they would not have behaved otherwise. Need for affiliation-the desire for friendly and close interpersonal relationships.
Seven traits of leadership-drive(high desire for achievement), desire to lead(influence and lead others), honesty and integrity(build trusting and relationships with followers), self-confidence(show self-confidence) intelligence(L.ers need to be intelligent to interpret large amount of information), job-relevant knowledge(in-depth knowledge to make well-informed decisions), extraversion.(lers are energetic, sociable, assertive). Iowa-autocratic, democratic, and laissez-faire. Ohio-initiation structure-the extent to which leader defined his/her role and the role of group member in attaining goals. Consideration-extent to which a leader had work relationships characterized by mutual trust and respect for group members’ ideas and feelings. Michigan-employee oriented(emphasizing interpersonal relationships),production-oriented(tended to emphasize the task aspect of the job). Fiedler model(effective group performance depended upon properly matching the leader’s style and the amount of control and influence in the situation. Path-goal theory- leader’s job is to assist follower in attaining their goals and provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization. Effective leader remove roadblocks and pitfalls so that followers have clearer path to help them achieve their goals.-directive(lets subordinate know what’s expected of them) supportive(shows concerns for the needs of followers and is friendly), participative leader(consult with group members and uses their suggestions before making a decision.) and achievement oriented leader( sets challenging goals and expects followers to perform at highest level)
Controlling is the process of monitoring , comparing, and correcting work performance. 3 steps- measuring actual performance (personal observations, statistical reports, oral report, and written reports). Comparing actual performance against the standard (range of variation-the acceptable parameters of variance between actual performance and the standard). Taking managerial action( do nothing, correct the actual performance, or revise the standards). Immediate corrective action and basic corrective action. Org effectiveness, is a measure of how appropriate organizational goals are and how well those goals are being met. Feedforward-taking managerial action before a problem occurs. Concurrent-takes place while a work activity is in progress(direct supervision or management by walking around). Feedback-takes place after the activity is done. Balanced scorecard-measurement tool that looks at more than just the financial perspective.(4 areas-financial, customer, internal processes, and people/innovation/growth assets. Mgrs should develop goals in each of the four areas and then measure whether the goals are being met. Benchmarking,- the search for the best practices among competitors and noncompetitors that lead to their superior performance. Suggestions for internal benchmarking-connect best practices to strategies and goal,2 identify best practices throughout the organization3develop best practices reward and recognition systems( individual must be given an incentive to share their knowledge) 4.Communicate best practices throughout the organization(share information with others in the organization) 5. Create a best practices knowledge-sharing system (need for formal mechanism for organizational members to continue sharing their ideas and best practices). 6 nurture best practices on an ongoing basis-creates culture that reinforces “we can learn from everyone” service profit chain is the service sequence from employees to customers to profit. | Benefit | Drawbacks | Pers observ | Get firsthand knowledge, info isn’t filtered, intensive coverage of work activities | Time consuming,obtrusive, subject to personal biases. | Stat.report | Easy to visualize, effective for showing relationships | Provide limited information, ignore subjective factors | Oral report | Fast way to get information, allow verbal and nonverbal feedback | Info is filtered, info can’t be documented | Written report | Comprehensive, formal, easy to file and retrieve | Take more time to prepare. |