ECE _ DSST Organizational Behavior

Differences were resolved by this means the

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differences were resolved by this means, the organization’s chief executive would be overwhelmed with resolving problems, leaving little time for other matters Another method for managing intergroup relations is the use of planning to facilitate coordination . If each work group has specific goals for which it is responsible, then each knows what it is supposed to do. Intergroup tasks that create problems are resolved in terms of the goals and contributions of each group. Planning tends to break down as a coordination device where work groups don’t have clearly defined goals or where the volume of contacts between groups is high. A task force is a temporary group made up of representatives from a number of departments, and exists only long enough to solve the problem it was created to handle. After a solution is reached, task force participants return to their normal duties. Task forces are an excellent device for coordinating activities when the number of interacting groups is more than two or three.
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Leadership is the ability to influence a group toward the achievement of goals. The source of this influence may be formal, such as that provided by the possession of managerial rank in an organization. Since management positions come with some degree of formally designated authority, a person may assume a leadership role simply because of the position that he or she holds in the organization. But not all leaders are managers, and not all managers are leaders. In other words, some people are designated leaders, i.e. a manager in an organization, or they are leaders simply due to their popularity or charisma. Trait theories of leadership are theories that sought personality, social, physical, or intellectual traits that differentiated leaders from nonleaders. The media has long been a believer in trait theories. They identify people like Ronald Reagan, Nelson Mandela, or Jesse Jackson as leaders, and then describe them in terms such as charismatic, enthusiastic, and courageous. Six traits on which leaders tend to differ from non-leaders are ambition and energy, the desire to lead, honesty and integrity, self-confidence, intelligence, and job-relevant knowledge. The cumulative findings from more than half a century of research lead us to conclude that some traits increase the likelihood of success as a leader, but none of the traits guarantee success. Behavioral theories of leadership are theories proposing that specific behaviors differentiate leaders from nonleaders. The difference between trait and behavioral theories lies in their underlying assumptions. If trait theories were valid, then leadership is basically inborn. On the other hand, if there were specific behaviors that identified leaders, then we could teach leadership and possibly have an endless supply of effective leaders.
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