组织行为学课件DevelopingApplications

1、copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12ldescribe the vroom-jago leadership model.ldiscuss the attribution theory approach to leadership.ldescribe what constitutes charismatic leadership.lcompare transactional and transformational leadership. lidenti

2、fy the major issues in multicultural leadership.copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-2processing knowledgefinding and disseminating knowledgebuilding trusttrust others as well as be trustedusing power sensitivelyappropriately exercising powercopy

3、right 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-3lbased on the vroom-yetton modellnormative model or set guidelineslsituations determine appropriateness of degrees of participative decision-making lno one single leadership style was appropriatelleader needs to

4、be flexible to change styles to fit specific situationscopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-4specification of the criteria by which decision effectiveness is judgeda framework for describing specific leader behaviors or styleskey diagnostic varia

5、bles that describe important aspects of the leadership situationcopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-5decision effectiveness criterialdecision qualitylthe extent to which the decision impacts job performancelsubordinate commitmentlhow important i

6、t is that subordinates be committed to or accept the decisionlother - time considerationscopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-6two types of decision situations:lindividuallgroupfive different decision styles lautocratic (a) - the leader makes the

7、 decision without input from subordinates.lconsultative (c) - subordinates have some input, but you make the decision.lgroup (g) - the group makes the decision; you (as leader) are just another group member.ldelegated (d) - you give exclusive responsibility to subordinates.copyright 2002 by the mcgr

8、aw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-7situational diagnosispose a series of questions about the situation:lhow important is the technical quality of the decision? lhow important is subordinate commitment to the decision?ldo you have sufficient information to make a high q

9、uality decision?lis the problem well structured?lif you were to make the decision by yourself, is it reasonably certain that your subordinates would be committed to the decision?ldo subordinates share the organizational goals to be attained in solving this problem?lis conflict among subordinates ove

10、r the preferred solutions likely?ldo subordinates have sufficient information to make a high-quality decision?copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-8llacks complete empirical evidence establishing its validity.lthought to be consistent with what w

11、e know about the benefits of subordinate participation in decision making.lits value as a theoretical contribution and as a practical tool have yet to be fully developed.lmay falsely suggest that leaders always make decisions in a linear fashion.lfails to consider the impact of the time element.copy

12、right 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-9followerbehaviorlleaders are essentially information processorslleaders search for informational “cues”lleaders attempt to construct causal explanations to guide behaviorleaderbehaviorleaderattributionsindividual

13、s are assumed to be rational and concerned about the causal linkages in their environmentscopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-10causal attribution of poor qualityinternal causeslow effortlow commitmentlack of abilityexternal causesimproper equip

14、mentunfair deadlineslinkage #1information cuesdistinctivenessconsistencyconsensusobservation of poor quality or production rejectsexcess scrapreturned productsexcessive production costslinkage #2leader behavior in response to attributionsreprimandtransferdemotionredesign jobpersonal concerntrainingp

15、erceived source of responsibilitycopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-11lresults of one recent field study suggests that:lleader consideration behavior causes subordinate satisfactionlfollower performance causes changes in leaders emphasislfurthe

16、r examination of “reciprocal causation” neededlreciprocal causation - leader behavior causes follower behavior and vice versa overall, research on the cause-effect issues is still quite limited.copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-12a leader who

17、creates an atmosphere of motivation based on an emotional commitment and identity to his or her vision, philosophy, and style on the part of followers.visionary charismatic leaderslhaving the ability to see both the big picture and the opportunities the big picture presents.crisis-based charismatic

18、leaderslhaving an impact when faced with situations lacking adequate knowledge, resources, or procedurestwo types:copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-13transformationalleadershipthe leader helps the follower identify what must be done to accompl

19、ish the desired results: better quality outputmore sales or servicesreduced cost of productionthe leader persuades followers to work hard to achieve the goals envisioned.the leaders vision provides the follower with motivation for hard work that is self-rewarding (internal)transactionalleadershipcop

20、yright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-14l = leaderf = followerl: clarifies how fs need fulfillment will be exchanged for enacting role to attain designated outcomesf: recognizes value of designated outcomes (need-fulfilling value for f)l: recognizes

21、what f needsf: feels confidence in meeting role requirementsl: clarifies fs rolel: recognizes what f must do to attain designated outcomesf: develops motivation to attain desired outcomescopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-15individual attention

22、charismaintellectual stimulationcontingent rewardmanagement by exceptionfive descriptive factors copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-16everyday interaction of helping another employee improve his or her understanding of the work and improve perf

23、ormance.tips on how to coach and leadlpractice active listening.lsupport learning.lmove from easy to hard skills.lset goals.lprovide tactful feedback.copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-17overall, in the global context, an inability exists to ge

24、neralize the leadership needed to be effective.cross-cultural research suggests that:lleadership attributes associated with successful leadership results vary across cultures (e.g., bass et al.)lleadership style in countries exhibiting one set of cultural dimensions culture may be counterproductive

25、in those exhibiting other sets (e.g., hofstede)lserious doubts exist regarding the generalizability or transferability of good leadership across national and cultural boundariescopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-18bass proposed seven factors li

26、nked to cross-cultural leadership effectiveness:preferred awareness.actual awareness.submissiveness.reliance on others.favoring of group decision-making.concern for human relations.cooperative peer relations.leader skills and abilities comprise only one variable in the leadership context.copyright 2

27、002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin13lexplain the elements in the communication process.lcompare the four major directions of communication.ldescribe the role played by interpersonal communication in organizations.ldiscuss multicultural communication.lidenti

28、fy significant barriers to effective communication. ldescribe ways in which communication in organizations can be improved.copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-20the transmission of information and understanding through the use of common symbols

29、from one person to another.lcommon symbols may be lverballnonverballdirection may belup and down (vertical)lacross (horizontal)ldown and across (diagonal)copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-21communicatorwhofeedback.with what effectreceiverto wh

30、om.mediumin what way. messagesays what. copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-22lexperts suggest that effective communication is the result of a common understanding between: lthe communicator lthe receiverlthe word communication is derived from t

31、he latin communis, meaning “common.”copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-23communicatormessagemediumreceiverfeedback = noise . . . .copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-24communicatorlemployee

32、 with ideas, intentions, information, and a purposeencodingltranslate the communicators ideas into a language expressing the purposemessagelwhat the individual hopes to communicate lverbal and nonverballintended and unintendedmediumlcarrier of the messagedecoding-receiverlinterpretation of the messa

33、gefeedbacklchannel to determine whether the message was received and produced the intended responsenoiselfactors that distort the intended messagecopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-25one-way communicationdoes not allow receiver-to-communicator

34、feedbacktwo-way communicationprovide for receiver-to communicator feedbackdirect feedbackface-to-face verbal and nonverbal exchanges may express communication breakdownsindirect feedback signals like declines in productivity may indicate communication breakdowns.copyright 2002 by the mcgraw-hill com

35、panies, inc. all rights reserved. mcgraw-hill/irwin12-26lincludes physical cues like:lhead, face, and eye movementslposture, dress, distance, gestures and voice tonelsome such messages are spontaneous and unregulatedlother messages conscious and deliberately presentedldiffers from other communicatio

36、n forms because it lmay be difficult to suppresslis more apparent to observers than people producing themlcan be susceptible to multiple interpretationsinformation sent by a communicator that is unrelated to the verbal informationcopyright 2002 by the mcgraw-hill companies, inc. all rights reserved.

37、 mcgraw-hill/irwin12-27horizontal communicationcommunication that flows across functions in an organization.like between finance and sales downward communicationcommunication that flows from individuals in higher levels of the organizations hierarchy to those in lower levels.official memos, policies

38、, procedures upward communicationcommunication that flows from individuals at lower levels to those at higher levels. suggestion boxes, group meetings diagonal communicationcommunication that cuts across functions and levels in an organization.project avoiding traditional channels copyright 2002 by

39、the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-28to present products and services, to project a positive image, to attract employees, and to gain attention.four distinct programs:public relationsadvertisingpromotioncustomer/client/patient surveyscopyright 2002 by the mcgraw

40、-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-29information richness involves how much information can be effectively transmitted.lowhighmemoface-to-facerichnesscopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-30lthe internet covers a wide r

41、ange of services and information technologies.lan intranet is a private protected electronic communication system within an organization.le-mail is transmitting messages through personal computers.lvoice mail links a telephone system to a computer and digitizes and store incoming messages.lvideoconf

42、erencing and teleconferencing refer to technologies associating with viewing and speaking.lelectronic meetings use networked computers to automate meetings.copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-31communication flows from individual to individual i

43、n face-to-face and group settings.lcan vary from direct orders to casual expressions.linfluences how people feel about the organization.lproblems arise from perceptual differences and interpersonal style differences.lresearch suggests that over 90 percent of meaning results from nonverbal cues.copyr

44、ight 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-32effective multicultural communication means:lfamiliarize themselves with significant cultural differences that might affect the communication process.lmake a conscious, concerted effort to lay aside ethnocentric

45、tendencies.lmaintain a posture of “knowing they do not know.”copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-33lframe of referencelinterpretation differences depending on previous experiences lselective listeninglperceptionlinterpretationlevaluationlactionl

46、value judgmentslassigning overall worth prior to receiving entire messagelsource credibilityltrust, confidence, and faith in receiverlfilteringlmanipulation of information so the receivers perceive it as positivecopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin

47、12-34lin-group languagelwords, phrases that have meaning only to group memberslstatus differenceslhierarchical ranking expressed through various symbolsltime pressureslmay result in short-circuitinglcommunication overloadlcauses individuals to screen out the majority of messagescopyright 2002 by the

48、 mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-35messagefollow upprinciple of sufficiencyempathyrepetitionencouragingmutual trusteffective timingsimplifyinglanguageutilizing feedbackusing the grapevineencodingcommunicatorfield of experiencereceiverdecodingfield of experienceco

49、pyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin14lcontrast programmed with nonprogrammed decisions.lidentify the steps in the decision-making process.ldiscuss priority setting.ldescribe the conditions governing alternative-outcomes relationships.lexplain the ro

50、le of behavioral influences on decision making. lcompare individual and group decision making.lidentify specific techniques for stimulating creativity.copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-37repetitive and routine decisions and where a definitive

51、procedure is developed to handle them. novel and unstructured decisions required for unique and complex management problems. copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-38ldecisions should be thought of as a means rather than ends.ldecisions are the org

52、anizational mechanism through which an attempt is made to achieve a desired state.ldecisions are, in effect, an organizational response to a problem.levery decision is the outcome of a dynamic process influenced by many forces.copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mc

53、graw-hill/irwin12-39establishingspecific goals andobjectives andmeasuring resultsproblem identification anddefinitionestablishingprioritiesrevisereviseconsideration of causesdevelopment ofalternativesolutionsevaluation ofalternativesolutionsrevisereviseimplementationfollow-upreviserevisesolution sel

54、ectioncopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-40defining problems in terms of solutionsidentifying symptoms as problemsfactors affecting problem identification:perceptual problemscopyright 2002 by the mcgraw-hill companies, inc. all rights reserved.

55、 mcgraw-hill/irwin12-41involves considering three issues:urgencyrelates to time.impactseriousness of the problems effects.growth tendencyaddresses future considerations.copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-42certaintycomplete knowledge of the pro

56、bability of the outcome of each alternative.uncertaintyabsolutely no knowledge of the probability of the outcome of each alternative.risksome probabilistic estimate of the outcomes of each alternative.copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-43assump

57、tionslrarely have all necessary or desired informationlunaware of all alternatives or consequenceslearly adoption of solutions due to limitations commonlorganizational goals constrain decision-makinglconflicting constituents goals can force compromisesmarch and simons administrative decision-making

58、model depicts decision-makers asloperating with incomplete informationlaffected by their cognitive abilitieslimpacted by psychological and sociological factorscopyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-44using experience, self-confidence, andself-motiv

59、ation to process information, data, and the environment or address a problem or opportunity.contributing factors:lhigh levels of uncertaintylno history or past experience to draw uponlintense time pressureslexcessive number of alternativescopyright 2002 by the mcgraw-hill companies, inc. all rights

60、reserved. mcgraw-hill/irwin12-45copyright 2002 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin12-46conditions contributing to anxiety:lpsychological and financial importance of decisionlnumber of foregone alternativeslnumber of favorable features of foregone alternativeslac