Management Exam 4 SG.doc

Management Exam 4 SG.doc - Management Exam 4 SG Chapter...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Management Exam 4 SG Chapter Summaries CN=from class notes Ch. 14 Leadership: the ability to influence employees to voluntarily pursue organizational goals; requires innate vision Leader: a person who is able to influence employees to pursue O goals voluntarily ; uses inspiration Management helps Os cope with complexity, leadership helps Os cope with change Managers deal with complexity by: o planning and budgeting to determine what needs to be done o organizing, recruiting, and staffing to arrange people such that they can accomplish an agenda o controlling and problem solving to monitor results and make adjustments when necessary Leaders deal with change by: o setting a direction toward change and determine what needs to be done o aligning people with the Os vision so that they may accomplish an agenda o motivating and inspiring in order to achieve their vision Authority: the right to command or perform vs. Power: one’s ability to influence others o Personalized power: directed at helping oneself; self-serving o Socialized power: directed at helping others 5 Sources of power in 2 categories: o Organizational power: comes from a person’s position in the O. Legitimate power: results from a managers’ formal position Reward power: results from managers’ authority to reward their subordinates through recognition, promotions, pay raises, or the like Coercive power: results from managers’ authority to punish their subordinates through termination, demotion, reprimands, or the like o Personal power: additional capabilities to influence others Expert power: results from one’s specialized info or expertise, which can be highly technical or very mundane “knowledge power” Referent power: derived from one’s personal attraction Influence: the ability to get others to do what you want them to do; 9 general tactics are: o “soft,” friendly tactics Rational persuasion: logic or reason (most effective) Upward influence: influencing individuals higher than you in an O Inspirational appeals: emotions or values (most effective) Consultation: involving others (most effective) Ingratiating tactics: making someone feel good (moderately effective) Personal appeals: using friendship or loyalty (moderately effective) o “Hard,” pressure tactics Exchange tactics: offering to trade favors (moderately effective) Reciprocity Coalition tactics: Gathering support (least effective) Pressure tactics: demands or threats (least effective) Legitimating tactics: basing request on authority or O policies (least effective) Attitudinal change and behavioral change
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Management Exam 4 SG Responses to influence: o Engagement o Compliance o Resistance 5 categories of approaches to leadership: o Trait approaches: identify distinctive characteristics that account for the effectiveness of leaders 5 leadership traits: honesty, competency, being forward-looking, the ability to inspire,
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 11

Management Exam 4 SG.doc - Management Exam 4 SG Chapter...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online