...Section A (What type of power was evident in this case and how was it used?) The Leadership Challenge The social setting of large and complex organizations can be characterized as highly diverse, highly interdependent, and rich in opportunities to generate power dynamics. The first characteristic, diversity, pertains to differences among organization members with respect to goals, values, outcomes, assumptions, and perceptions. Interdependence relates to the situation in which multiple actors have power over each other due to job-related interdependence. When a high degree of interdependence exists in the workplace, unilateral action is rarely possible. For all decisions of any significance, many people will be in a position to retard, block, or sabotage action because they have some power over the situation. The greater the diversity, and the greater the interdependence the more differences of power there will be. Because of the interdependence, people will not be able to resolve these differences either by edict or by walking away. As a result, high levels of diversity and interdependence in the workplace are quite naturally linked to conflicting opinions about action and thereby influence attempts to resolve that conflict. Thus, the leadership challenge becomes one of making diversity and interdependence work for organizational success. Whether the organization is private or public not-for-profit, the challenge is similar. Negative Power Dynamics That leader influence...
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...MOB Final Review Ch 8- Motivation: From Concepts to Applications * Developed by J. Richard Hackman and Greg Oldham, the job characteristics model (5) 1.Skill variety: the degree to which a job requires a variety of different activities so the worker can use specialized skills and talents. The work of a garage owner operator, who does electrical work, rebuilds engine, does body work, and interacts with customer’s scores high on skill variety. The job of a body shop owner worker who sprays paints 8 hrs. a day scores low on this dimension. 2.Task identity: the degree to which a job requires completion of a whole and identifiable piece of work. A cabinet workers who designs a piece of furniture, selects wood, builds the object, and finishes it to perfection has a job that scores high on task identity. A job scoring low on this dimension is operating a factory lathes solely to make table legs. 3.Task significance: the degree to which a job affects the lives or work of other people. The job of a nurse handling the diverse needs of patients in a hospital intensive care unit scores high on task significance; sweeping floors in a hospital scores low. 4.Autonomy: the degree to which a job provides the workers freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out. A salesperson that schedules his or her own work each day decides on the sales approach for each customer without supervision...
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...about to negatively affect, something that the first party cares about. In other words, Conflict is defined as a clash between individuals or group arising out of a difference in thought, process, attitudes, understanding, interests, requirements and even sometimes perceptions. 2. Transitions in Conflict Thought Traditional View of Conflict: The traditional view of conflict was consistent with the attitudes that prevailed about group behavior in the 1930 and 1940s. The early approach to conflict assumed that all conflict was bad. Conflict was negatively viewed for violence, destruction and irrationally to reinforce its negative connotation. The belief that all conflict is harmful and must be avoided. Conflict resulted from Poor communication, Lack of openness and failure to respond to employee needs. Human Relations View of Conflict: The human relation view dominated conflict theory from late 1940s through the mid-1970s. This theory argued that conflict was a natural occurrence in all groups and organization. Because conflict was inevitable, the human relations school advocated acceptance of politics. Interactionist View of Conflict: The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. The major contribution of the interactionist view is encouraging group leaders to maintain an ongoing minimum level of conflict enough to keep the group viable, self-critical, and creative. 3. Functional...
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...Leadership – The ability to influence a group toward the achievement of goals ➢ Management – Use of authority inherent in designated formal rank to obtain compliance from organizational members ➢ Both are necessary for organizational success A leader does not have to be someone who holds a formal position or title. They can emerge from a group and provide vision and motivation to those around them. Management deals with the complexity of the organization and works with planning, organizing, leading and controlling to bring about order and consistency in the organization. Trait Theories of Leadership ➢ Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders ➢ Not very useful until matched with the Big Five Personality Framework ➢ Essential Leadership Traits – Extroversion – Conscientiousness – Openness – Emotional Intelligence (Qualified) ➢ Traits can predict leadership, but they are better at predicting leader emergence than effectiveness. Behavioral Theories of Leadership ➢ Theories proposing that specific behaviors differentiate leaders from nonleaders ➢ Differences between theories of leadership: – Trait theory: leadership is inherent, so we must identify the leader based on his or her traits – Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify...
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...MANAGING CHANNEL MEMBER BEHAVIOUR A project for Sales and Distribution Management Submitted to Prof. Jaideep Mukherjee Submitted By: Group No. 19 Renuka Dabas (Roll No. 11PT2-59) Sonali Jethi (Roll No. 11PT2-65) TABLE OF CONTENTS S. No. | Title | Page No. | 1 | Introduction | 3 | 2 | Channel Conflicts | 3 | 3 | Causes of Channel Conflict | 4 | 4 | Effects of channel conflict | 5 | 5 | Types of Conflicts | 5 | 6 | Minimizing and Managing Channel Conflict | 7 | 7 | Channel conflict or Channel Choice | 8 | 8 | Distributor Sales Force Motivation/Channel Member motivation | 8 | 9 | Training of Distributor Sales Force | 10 | 10 | References | 13 | Introduction A distribution channel or 'route-to-market' is a 'path' or 'pipeline' through which goods and services flow in one direction (from vendor to the consumer), and the payments generated by them flow in the opposite direction (from consumer to the vendor). Most products are purchased from channel intermediaries whose main purpose is to deliver product from the manufacturers to the end users. The purpose of a channel intermediary is to move products to consumers, whether business or consumer. Channel intermediaries consist of wholesalers, agents or brokers, distributors, dealers, retailers. Channel members can have transactional function, logistical function, inventory storage function or a facilitating function. Channel intermediaries are extremely important in the chain of delivering...
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...How to Figure Out What is Going On in a Groupi (Some Key Elements of Group Dynamics and Team-Building) We are used to focusing on the content of group activities—what the group is talking about and doing. In order to understand the group process, we must also pay attention to how the group is doing its work and how its members are interacting—communicating, making decisions, and so on. The following dimensions of group behavior provide information about the nature, structure and processes of work groups and teams. A. WHAT MAKES A WORK GROUP EFFECTIVE The effectiveness of a work group can be measured by the degree to which it: 1. Accomplishes its task appropriately. 2. Enhances ability of its members to work together in the future (social system.) 3. Members experience personal growth and well-being. In order to achieve these objectives, the group must engage in appropriate processes that reflectii: 1. Sufficient effort to accomplish the task at an acceptable level of performance. 2. Adequate knowledge and skill brought to bear on the task. 3. Task performance strategies appropriate to the work and the setting Therefore, members of the group must not only pay attention to the content of group activities--that is, what the group is talking about and doing--but also to the group process—that is, how the group is going about its work and how its members are interacting. B. TASK AND SOCIAL DIMENSIONS OF THE GROUP PROCESSiii Behavior in a group can be considered in terms of its...
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...individuals in other teams or departments. This influence may affect resource allocations, space assignments, goals, hiring decisions, and many other outcomes and behaviors in an organization. Definitions of power abound. German sociologist, Max Weber defined power as "the probability that one actor within a social relationship will be in a position to carry out his own will despite resistance." Along similar lines, Emerson suggests that "The power of actor A over actor B is the amount of resistance on the part of B which can be potentially overcome by A." Power appears to involve one person changing the behavior of one or more other individuals -- particularly if that behavior would not have taken place otherwise. Contrasting Leadership and Power Leadership focuses on goal achievement. It requires goal compatibility with followers and focuses influence downward. Power is used as a means for achieving goals. It requires follower dependency. It is used to gain lateral and upward influence. Using power. Obtaining, maintaining, and using power are all essential to influencing behavior. Dependency is the extent to which something person A wants can be effected by person B...
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...BUS 322 All Quiz http://workbank247.com/q/bus-322-all-quiz/10427 http://workbank247.com/q/bus-322-all-quiz/10427 BUS 322 Week 1 Quiz •Question 1 An organization's suppliers, customers, and federal regulators are called the: •Question 2 The task of an organization is reflected in its ________. •Question 3 The study of organizational behavior is concerned with: Answer •Question 4 The wide range of tools, knowledge, and/or techniques used to transform inputs into outputs in an organization is called the organization's: •Question 5 The Hawthorne studies uncovered the importance of: •Question 6 Culture and the study of learned behavior comprise the domain of: •Question 7 A significant aspect of total quality management is: •Question 8 The first discipline to take the modern corporation as the unit of analysis and emphasize the design, implementation, and coordination of various administrative and organization systems is: •Question 9 Troubleshooting is an example of ________. •Question 10 The science of human behavior is: •Question 11 The human, informational, material, and financial resources of an organization system would be considered ________. •Question 12 ________ is defined as the study of individual behavior and group dynamics in organizations. •Question 13 The recent emphasis on sources and treatment of hypertension with respect to occupational health and well-being is an example of a contribution from the discipline of ________. •Question...
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...Journal of Social Issues, Vol. 49, No. 4 , 1993. pp. 227-251 The Bases of Power: Origins and Recent Developments Bertram H. Raven University of California, Los Angeles The history and background of the analysis of the basis of power is examined, beginning with its origins in the works of Kurt Lewin and his followers at the Research Center for Group Dynamics, particularly the early research by John R. P. French. The original French and Raven (1959) bases of power model posited six bases of power: reward, coercion, legitimate, expert, referent, and informational (or persuasion; Raven, 1965). Since then, as the result of considerable research, the model has gone through signiJicant developments. A more comprehensive model is presented here that reviews the following: various motivations of the influencing agent; an assessment of available power bases in terms of potential effectiveness, time perspective, personal preferences, values and norms; consideration of other strategies such as manipulation; utilization of various preparatory and stage-setting devices to strengthen olte’s power resources; implementation of the power strategies; assessment of effectiveness of influence attempt and its positive andl or negative aftereffects; use of various ameliorative devices; and review, reconsideration, and another round of influence strategies. The overall model is examined in terms of its applicability to various settings including hospital infection control, patient compliance...
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...1 Marks: 1 Which of the following statements is true regarding the effect of group cohesiveness and performance norms on group productivity? Choose one answer. | a. When both cohesiveness and performance norms are high, productivity will be high. | Studies consistently show that the relationship between cohesiveness and productivity depends on the group's performance-related norms. If performance-related norms are high, a cohesive group will be more productive than will a less cohesive group. If cohesiveness is high and performance norms are low, productivity will be low. If cohesiveness is low and performance norms are high, productivity increases, but less than in the high-cohesiveness/high-norms situation. When cohesiveness and performance-related norms are both low, productivity tends to fall into the low-to-moderate range. | | b. If cohesiveness is high and performance norms are low, productivity will be high. | | | c. When cohesiveness is low and performance norms are also low, productivity will be high. | | | d. The productivity of the group is affected by the performance norms but not by the cohesiveness of the group. | | | e. If cohesiveness is low and performance norms are high, productivity will be low. | | Correct Marks for this submission: 1/1. Question 2 Marks: 1 ________ is defined as a phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action. Choose one answer. | a...
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...ORGANIZATIONAL POWER POLITICS This page intentionally left blank ORGANIZATIONAL POWER POLITICS Tactics in Organizational Leadership Second Edition GILBERT W. FAIRHOLM PRAEGER An Imprint of ABC-CLIO, LLC Copyright © 2009 by Gilbert W. Fairholm All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, except for the inclusion of brief quotations in a review, without prior permission in writing from the publisher. Library of Congress Cataloging-in-Publication Data Fairholm, Gilbert W. Organizational power politics : tactics in organizational leadership / Gilbert W. Fairholm. — 2nd ed. p. cm. Includes bibliographical references and index. ISBN 978-0-313-37976-5 (alk. paper) — ISBN 978-0-313-37977-2 (ebook) 1. Office politics. 2. Leadership. 3. Power (Social sciences) I. Title. HF5386.5.F35 2009 658.4’095—dc22 2009018808 13 12 11 10 09 1 2 3 4 5 This book is also available on the World Wide Web as an eBook. Visit www.abc-clio.com for details. ABC-CLIO, LLC 130 Cremona Drive, P.O. Box 1911 Santa Barbara, California 93116-1911 This book is printed on acid-free paper Manufactured in the United States of America Contents Preface Acknowledgement Introduction: The History and Theory of Power Part I: Defining Power in Work Group Operations Chapter 1: Elements of a Definition Chapter 2: Defining the Forms of Power Chapter...
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...What role do the media play in forming public opinion? (Choose an example and explore the question with relevance to that example) Contents Executive Summary page 2 Research Question page 2 Research page 2 Literature Review page 3 Findings page 4 Discussion page 5 Conclusion page 6 Reference List page 6 Executive Summary This report explores the question of what role the United States (U.S.) television media played in forming public opinion on the Vietnam War. The research, based on reviewing other primary and secondary sources, shows various opposing theories regarding this subject. Firstly, that television media was blamed for the U.S. loss in Vietnam. As Vietnam was the first televised war, it was argued that television swayed public support for the war by projecting the footage of conflict into the lounge rooms of Americans. One counter-theme showed that other factors such as opposition to the prolonged war and military policy were more likely to have changed public opinion. This report discusses how television media during the Vietnam war was just one aspect of how the public would have formed an opinion on such a complex issue, however concludes that further research is required to arrive at a definitive argument on such a controversial topic. Research Question This report explores what role the media played in forming public opinion within the U.S., regarding America’s involvement in the Vietnam...
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...corporate leader, leading director, chief executive leader, shop floor leader, finance leader. I do see advertisements for head of function, general manager, senior manager, corporate executive, managing director, chief executive officer, shop floor supervisor, and finance manager. Is it purely semantics? Just words, or is there a meaning behind the words? I think that there is meaning. And I think that there is a different meaning to leader and manager. And that there is a need for different types of leadership in different types of change. This means that there are actually fewer common threads in this chapter. So unlike other chapters, this assignment will separately address the different ways of leading the four main types of change. The aim of this unit is to develop the skills and knowledge needed for working with and leading others, through understanding the importance of recruiting the right people for the job. What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. They have management...
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...BUS520 Week 11 Final Exam 1 and 2 BUS520 Week 11 Final Exam 1 and 2 BUS520Week 11 Final Exam 1 and 2 Download Answer Here http://workbank247.com/q/bus520-final-exam-1-and-2/6911 Question 1 According to the Ohio State leadership studies, a leader high in __________ is sensitive to people’s feelings and tries to make things pleasant for the followers. • Question 2 __________ make(s) a leader’s influence either unnecessary or redundant in that they replace a leader’s influence. • Question 3 According to the path-goal leadership theory, a manager is showing a participative leadership style when he/she __________. • Question 4 According to __________ approaches, individual behavior is constructed in context, as people act and interact in situations. • Question 5 Meindl referred to the phenomenon whereby people attribute almost magical qualities to leadership as _____________. • Question 6 The __________ that are driving organizations of all types and sizes can be found in organization-environment relationships, the organizational life cycle, and the political nature of organizations. • Question 7 The decision to construct a new overseas plant can be considered to be a(n) __________. • Question 8 Which of the following, refers to altruistic love? • Question 9 __________ is intentional and occurs as a result of specific efforts by a change agent. • Question 10 Another name for incremental change is __________. • Question...
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...Kaitlyn Daignault December 2, 2012 Research Paper Hitler and Mussolini The relationship between Adolf Hitler and Benito Mussolini helped to instill fear throughout the rest of Europe through the 1930s and 1940s. The powerhouse duo was very similar in many ways including persuasion and public speaking; however they also had different key qualities to make them unique. Having risen to power years earlier during the 1920s, Benito Mussolini was the senior of the two, and an initial inspiration and mentor for a young Adolf Hitler. Mussolini’s ideas of a fascist Italy became a building block for Hitler and Nazi Germany. However, early on their relationship was not a good one as Mussolini saw himself as superior. Mussolini had little respect for Hitler and the Nazi Germany as a whole. He did not agree with Hitler’s beliefs regarding racialism and his desire of an Aryan race. As time continued Mussolini’s view of Nazi Germany and Hitler would change completely. As the Germans became the powerhouse of Europe, Mussolini was forced to take a backseat to Hitler throughout World War II. A young Benito Mussolini began his rise to power in Italy as early as 1918. It is then that he realized that in order for Italy to grow as a dominant force in Europe, a dictatorship was necessary. With his good looks and his persuasive speeches, a young Mussolini was able to gain the support of the Italian people. Although the content of his speeches was often incorrect, opinions contradictory...
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