...1. The main objective of the contingency theory of leadership is to choose a leadership approach which matches the characteristics of the employees and A. attitude towards their company B. work setting C. need to make more money D. willingness to perform the desired tasks Correct : The contingency theory of leadership occurs when a leader approaches his or her responsibilities by matching the characteristic of his or her employees with the work setting. Materials The Contingency Theory of Leadership 2. Based on the contingency theory of leadership, the leadership approach a manager should choose is contingent on two factors. Which of the following is one of these factors? A. The need for attention B. The need for friendship C. The need of achievement D. The need of understanding Correct : The need of achievement is one of two employee contingencies and relates to the employee’s desire to excel at a certain activity. The other need is the skills and knowledge an employee needs to accomplish their job (Jones, 2007, p. 183). Materials Types of Contingencies 10. Which of the four leadership approaches would incorporate employee involvement with scheduling and the daily operation? A. Directive approach B. Supportive approach C. Participative approach D. Achievement-oriented approach Correct : The participative approach incorporates in work schedules, encourages suggestions and consulting with employees, encourages proactive...
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...(S0199186) Table of content: Meaning of power Source of Power Power and Information Contingencies of power Types of Influence Types of Influence Tactics Concequences of Influetion Tactics Meaning Of Power: Power is the capacity of person, team and organization to influence other. Power in the workplace has traditionally been defined as force, dominance, assertiveness, strength, invincibility and authority. Managers can no longer rely solely on the power of their position in the hierarchy to command and control their employees; because today’s leaner organizations depend on more fluid structures and collaborative processes. Effective management requires the ability to influence people in a variety of ways, across a range of organizational structures. Successful people in staff positions in the old organization model have always known that influencing skills are critical to making things happen. To influence others to do something we want them to do, the first place most of us go is logic. That would be fine if people decided what to do base only on logic. But of course, people are more complicated – they have emotions, and they are frequently not aware of how much they rely on emotion to make decisions. So if you want to be a more powerful influence, you’ll also appeal to a person’s values, their self-image, and their sense of belonging. Source of Power: Power is derived from five sources: * Reward Power: Reward power is derived from the person's ability to...
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...Power and Politics : Chapter 19 Power and politics are among the most important concepts in the study of organization behavior. Both power and politics are dynamic concepts and are a function of the interaction between different elements in organizations. Power has been defined as "the ability to influence and control anything that is of value to others." It is the ability to influence the behavior of other people in the organization and to get them to do what they otherwise would not have done. Although the terms power, authority and influence are often used synonymously, there is a difference between them. Power is the ability to effect a change in an individual or a group in some way. Power may or may not be legitimate. That is, power need not correspond with a person's organizational position. Authority, on the other hand, is legitimate. It is the power which is sanctioned by the organization and is often the 'source' of power. Influence is a much broader concept than both power and authority. French and Raven, social psychologists, identified five sources of power - coercive, reward, legitimate, expert and referent. Coercive power is based on fear and is the ability to influence another person through threats or fear of punishment. Reward power is a positive power which refers to the ability to get things done through others on the basis of one's power to grant rewards. Legitimate power depends on organizational position and authority. It refers to the power conferred by...
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...dealing with the board. Clark has to use her influence, abilities, networking and power to maneuver the board so that she can accomplish the goals she has set for the Smith Foundation. The following is an analysis of the effectiveness of her sources of power and the types of influence she used at the Smith Foundation. 1A. Power Let’s see how “A Model of Power in Organizations” applies to Clark’s situation. We will also identify and discuss both Clark’s sources of power and any contingencies of power. Goltz and Hietapelto say, “In the operant model of power, leadership is defined as being an individual’s skill in using the consequences under his/her direct or indirect control to influence behavior toward goals that will obtain rewards for the unit.” And I think being a good contingency manager is an important attribute of a good leader. Clark used a variety of differing powers to deal with the board, the types of powers she used consisted of legitimate, reward, coercive, expert and referent. Clark used female members of the board with “referent power”, she used this power to influence them by having them identify with her. She used expert power by possessing skills that others valued. Clark had the ability to apply punishment because she controlled government grants that the foundation wanted access to. The control of these funds gave her coercive power. Clark also gained legitimate power by making a deal with some of the females on the board. Through this deal making she...
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...University of Phoenix Material Appendix B: Contingency Plan Evaluation |Contingency Plan and Source |Plan A : |Plan B : | |Provide a brief overview of the community the |The European Union is currently working to assist member states with |In light of the budget crisis in Chicago, ComED has implemented a | |contingency plan serves. |energy supply outages. European Commission conducted a stress test to |contingency plan to assist the military family, senior citizen, | | |determine which states would be the most vulnerable if a power outage |Veterans, unemployed, sick and disable customer with payment on their | | |occurred. With the data collected from the stress test, Europe has |energy bill. | | |decided to make a major modification to it security supply regulation.| | |Describe the risks the plan identifies and | |The risk identified by the plan would be income challenged customer | |covers. |The risk identified would be...
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...Course Code ECO111 Course Category Course Title MICRO ECONOMICS Courses with conceptual focus Course Planner 12526::Pooja Kansra Lectures 4.0 Tutorials Practicals Credits 1.0 0.0 5.0 TextBooks Sr No T-1 Title Microeconomics Theory and Applications Reference Books Sr No R-1 R-2 R-3 Other Reading Sr No OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 Journals articles as Compulsary reading (specific articles, complete reference) Kwang Ng,Yew,Why Is a Financial Crisis Important? The Significance of the Relaxation of the Assumption of Perfect Competition,International Journal of Business and Economics,2009,Vol.8,No.2,91-114 , Roman Indrest and Tommasso Valletti,Price Discrimination in input markets,The Rand Journal of Economics,Vol. 40,No.1,Spring 2009,1-19 , Cordtz,Dan,Car wars: A global report on Auto Industry,FInancial World,August 22,1989;158,17;ABI/INFORM Global , S.k.Mishra,A Brief History of Production Functions,The IUP Journal of Managerial Economics,November,2010,Vol. VIII,No. 4,pp.6-34 , Monika Jain,Paradox of Plenty,with Special Reference to Inelastic Demand for Apples,The IUP Journal of Managerial Economics,May,2011,Vol. IX,No. 2,pp.4455 , Cathy Locke Bee Staff Writer. The Sacramento Bee ,"EID report reveals household water use on rise An analysis of supply, demand recommends holding off on meters" http://search.proquest.com/docview/246565304?accountid=80692 , Yeung; Vincent Mok,Regional monopoly and interregional and intraregional competition :The parallel trade in coca cola between...
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...CASE STUDY : Policy Encounter, Power, and Motivation at Consolidated Automobile A Case Analysis by Richard C. Martin, MBA The case of Consolidated Automobile is a classic basic case of management-labor conflict in a an assembly line manufacturing set-up. Here we will deal with how management can make use of theoretical approaches in solving problems or conflicts so that the right decision can be made. I. Statement of the Problem How will the production in the assembly line at Consolidated Automobile Manufacturer’s Incorporated be restored? II. Objectives 1. To restore production on the profitless assembly line; and 2. To investigate root cause(s) of the strike, immediately implement corrective action plans, and develop policies and controls to prevent future interruptions by assembly line workers III. Areas for Consideration and Major Assumptions Laborer’s perspective * There might be a pressure in meeting the production quota; hence, assembly-line workers may have been forced by Winfare to work too much. * Workers are not in approval of Winfare’s way of supervising them. Their former supervisor’s way of handling the auto assembly line operations maybe too lax, as a result they are having a hard time adjusting to Winfare’s management style. * Assembly-line workers may not be compensated well for their extra work in meeting the production quota. They do not receive any motivation to work more to reach the production quota. * The heat from the...
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...The Right Stuff No two people are the same. Everyone has their own dreams and aspirations, strengths and weaknesses, fears and dreams. What can motivate one person may not appeal to the next, and vice versa. Imagine coaching a high school basketball team. Each member has a position and is responsible for certain tasks, like setting up the offense, rebounding, setting picks, etc. To get the team to practice and play hard, and to execute the game plan, the coach has to motivate the team. Although they may all have the same goal of winning, their motivation can be as varied as the personalities. Some of the players may be playing to attract college scouts in order to earn scholarships for college, others may be motivated by the prestige or popularity that being on the team brings, or they simply love the sport and want to play it as much as they can. Whatever the motivation, the coach has to be aware of each player and what drives them to keep them motivated to put forth their best effort on the court. This awareness of his players will determine the type of game plan the coach implements, using his team’s strengths to the fullest. Not all coaches utilize the same methods to motivate their players. For example, when Phil Jackson was an NBA coach, he was called “The Zen Master” because he uses a cerebral approach to coaching. He relied on his relationship with the players and motivated them in more subtle ways. Rarely would you see him yelling at the players and officials...
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...What is the core argument of contingency theories of organizations? Discuss giving examples from at least one such theory. Evaluate the claims of this theory and assess its relevance for organizations today. Organizations operate in many different environments and it is vital to assess how they influence their structures. Effective and efficient organizing has become increasingly important in the modern world characterized by rapid changes. Contingency approaches emphasize that in order for organizations to succeed they must adopt a structure suitable for the environment in which they operate. There are many forms of contingency theory. In general, contingency theories are a class of behavioral theory that claim that there is no best way to organize a corporation and the organizational structure of the company. An organizational or leadership style that is effective in some situations may not be successful in others. Therefore, the best way of organizing the company, is contingent upon the internal and external situation of the company. External environments influence organizations in a varied number of ways. Critical external factors include, but are not limited to, the size of the organization, labor markets, availability and cost of capital, competitors, governmental laws and policies, managerial assumptions about employees, strategies, technologies used, etc. The main ideas of contingency theory are: * There is no universal or one best way to manage * The design of organizations...
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...includes excerpts from the Discussion and Response Rubric and the Application 2 rubric that your instructor will use to grade your work. Specifically, you will complete: 1) Part 1: Personal Technology Contingency Plan a) Technology Back-up Plan b) Communication Plan c) Back-up Computers and Contacts Information 2) Part 2: Effective Online Communication d) Your Sample Post: Definition of email etiquette e) Evaluation of Your Sample Post This template also contains other important information: * Excerpt from the Discussion and Response Rubric – the complete rubric can be found in your classroom. Your instructor will use this rubric to assess your discussion posts each week. You will use the rubric elements and criteria to evaluate your work in Part 2 of this assignment. * Excerpt from the Week 2 Application Rubric – the complete rubric can be found in your classroom. Your instructor will use the Week 2 Application Rubric to assess your work for this assignment, completed in the following pages. * Information about how to save a file to your computer is found at the end of this template. Proceed to the next page to begin your work. Part 1: Personal Technology Contingency Plan Complete a Personal Technology Contingency Plan for each of your courses. You should strongly consider printing this document once you complete it and keep it someplace you will be able to access if you need it. Use as much space as you need in each...
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...over different cultures. European managers tend to be more people-oriented than American or Japanese managers. Japanese culture is very collective oriented, while American focuses more on profitability. Time horizons also are affected by cultures. U.S. firms often focus on short-run efforts. Japanese firms take a longer-term outlook. | Slide 4 : | Sources of Power Figure 13.1 | Slide 5 : | Sources of Power Used to affect other’s behavior and get them to act in given ways. Legitimate Power: manager’s authority resulting by their management position in the firm. Can be power to hire/fire workers, assign work. Reward Power: based on the manager’s ability to give or withhold rewards. Pay raises, bonuses, verbal praise. Effective managers use reward power to signal employees they are doing a good job. | Slide 6 : | Sources of Power Coercive Power: based in ability to punish others. Ranges from verbal reprimand to pay cuts to firing. Can have serious negative side effects. Expert Power: based on special skills of leader. First & middle managers have most expert power. Often found in technical ability. Referent Power: results from personal characteristics of the leader which earn worker’s respect, loyalty and admiration. Usually held by likable managers who are...
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...Implementing Empowerment in an IT Organization By Student X GM591: Leadership and Organizational Behavior Dr. Ron Stone Keller Graduate School of Management Introduction 3 Problem Statement 5 Literature Review 5 Causes 14 Solutions 16 Reflection 19 Appendix 21 Introduction The organization I chose to study is Software Engineering (SE) in the Internal Information Services (IIS) unit of Defense Contractor X’s Information Technology (NGIT) Sector. The mission of the organization is to conceive, develop and maintain software engineering solutions for the IT Sector of Defense Contractor X. SE is comprised of a Director, Tens Level Managers, Unit Level Manager, Team Leads and Software Engineers. The Director and Tens Level Managers have three to eight people reporting to them. The Unit Level Managers have from fifteen to twenty people reporting to them. In order to manage such large numbers of people, the Unit Level Managers are encouraged to empower their employees to take ownership of their jobs. The Team Lead role is used as a substitute for a Unit Level Manager, with increased responsibilities, but there is no increase in pay or grade when someone assumes the job. Often managers use the Team Lead role to groom future managers of NGIT. Many of the Team Leads are motivated, self-directed individuals who have a certain amount of autonomy in their current roles, which pre-disposes them for managerial work in the organization. OCI...
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...Chapter 18 Managers as Leaders Leaders in organizations make things happen. But what makes leaders different from nonleaders? What’s the most appropriate style of leadership? What can you do to be seen as a leader? Those are just a few of the questions we’ll try to answer in this chapter. Focus on the following learning outcomes as you read and study this chapter. LEARNING OUTCOMES 18.1 Define leader and leadership. 18.2 Compare and contrast early theories of leadership. 18.3 Describe the three major contingency theories of leadership. 18.4 Describe contemporary views of leadership. 18.5 Discuss contemporary issues affecting leadership. SPOTLIGHT: Manager at Work What is the difference between being a manager and being a leader? Are these terms synonymous? Management guru Peter F. Drucker once said, “Management is doing things right; leadership is doing the right things.” You might begin the study of Chapter 18 by asking your students for their perspectives on these questions and the quotation from Dr. Drucker. This chapter’s Spotlight: Manager at Work, looks at the legacy of Steve Jobs. In many ways, Jobs epitomizes the leader of a high tech company. How he was extremely charismatic and extremely compelling in getting people to join with him and believe in his vision. But also how he was despotic, tyrannical, abrasive, uncompromising, and a perfectionist. Jobs broke the rules of management and remade them to fit his vision. Students...
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...Organization conflict resolution Lecture 6 Date: 2 December 2013 1 Learning Objectives 1. 2. 3. 4. Understand the nature and sources of organizational conflict Know the mechanisms to obtain power, influence decision making and resolve conflict Identify sources of organizational power and tactics for playing politics Evaluate the costs and benefits of organizational politics 2 What is Organizational Conflict? • • • • Stakeholders compete for the resources that an organization produces. Shareholders want dividends, employees want raises. An organization must manage both cooperation and competition among stakeholders to grow and survive. All stakeholders have a common goal of organizational survival, but not all goals are identical. 3 What is Organizational Conflict? • The clash that occurs when the goaldirected behavior of one group blocks or hinders the goals of another Some conflict can actually improve organizational effectiveness – Can overcome inertia and lead to learning and change • 4 Cooperation and Competition Among Stakeholders 5 What is Organizational Conflict? • Beyond a certain point, conflict becomes a cause for organizational decline – Conflict leads to inability to reach consensus and indecision – Too much time spent on bargaining rather than acting rapidly to resolve problems • On balance, organizations should be open to conflict and recognize its value 6 Relationship Between Conflict and Organizational Effectiveness ...
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...the company. (False; moderate; p. 421) MANAGERS VERSUS LEADERS 2. Managers and leaders are the same. (False; easy; p. 422) 3. Leaders influence a group toward the achievement of goals. (True; easy; p. 422) 4. Not all leaders have the capabilities or skills needed to hold managerial positions. (True; easy; p. 422) 5. Leadership is based on authority granted from organizational position. (False; moderate; p. 422) EARLY THEORIES OF LEADERSHIP 6. Fiedler’s contingency model of leadership style proposed that effectiveness depends on the ability and willingness of the subordinates. (False; moderate; p. 426) http://vustudents.ning.com CONTINGENCY THEORIES OF LEADERSHIP 7. The least-preferred coworker questionnaire measures whether a person is task or relationship oriented. (True; easy; p.427) 8. Fiedler assumed a person’s leadership style was adjusted based on the situation. (False; moderate; p. 427) 9. Fiedler identified three contingency dimensions: leader-member relations, task structure, and reward power. (False; difficult; p. 427) 10. According to Fiedler’s research, task-oriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable. (True; difficult; p. 427) 11. According to Fiedler’s research, relationship-oriented leaders seemed to perform better in very unfavorable situations. (False; moderate; p. 428) 12. Review of the major studies undertaken to test the overall validity of the Fiedler...
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