ob & management

OB & Management

Quiz covers 1.3 - Up to Moral

Management , plus Chapter 13,

Opener, 13.1 and 13.2

(Wks. 4 – 5)

The slides after 13-32 in this

presentation are optional and not on

the quiz1-1Copyright © 2010 John Wiley & Sons, Inc.

What is the nature of managerial work?

Manager

› Someone whose job it is to directly support

the work efforts of others.

Effective manager

› One whose team consistently achieves its

goals while members remain capable,

committed, and enthusiastic.Copyright © 2010 John Wiley & Sons, Inc. 1-2


Task performance

› Quality and quantity of the work produced

by the work unit as a whole.

Job satisfaction

› How people feel about their work and the

work setting.

Copyright © 2010 John Wiley & Sons, Inc. 1-3


The management process.

› Planning

› Organizing

› Leading

› Controlling


Figure 1.4



The nature of managerial work.

› Managers work long hours.

› Managers are busy people.

› Managers are often interrupted.

› Managerial work is fragmented and variable.

› Managers work mostly with other people.

› Managers spend a lot of time communicating.


Figure 1.5 Henry Mintzburg



Managerial skills and competencies

(Robert Katz)

Skill

› An ability to translate knowledge into

action that results in a desired

performance.



There are three managerial skill areas according to

Robert Katz:

Technical skill

› Ability to perform specialized tasks.

Human skill

› Ability to work well with other people.

Conceptual skill

› Capacity to analyze and solve complex and interrelated

problems.Copyright © 2010 John Wiley & Sons, Inc. 1-9

Chapter 13Leadership Essentials

With leadership things

happen

Chapter 13 Study Questions

What are leadership and management?

What are situational contingency

approaches to leadership?



Role of management is to promote

stability or to enable the organization

to run smoothly.

Role of leadership is to promote adaptive

or useful changes.



Leadership

› Process of influencing others to understand

and agree on what needs to be done and

how to do it; and

› Process of facilitating individual and group

efforts to accomplish shared objectives.


What are inspirational leadership perspectives?

“Great leaders are almost always great

simplifiers, who can cut through argument,

debate and doubt, to offer a solution everybody

can understand.”

- Colin Powell



Formal leadership

Exerted by persons

appointed (or elected)

to positions of formal

authority in

organizations.

Informal

leadership Exerted

by persons who

become influential

because they have

special skills that meet

the resource needs of

others.

Copyright © 2010 John Wiley & Sons, Inc.

13-15


Approaches to leadership

1. Trait theory perspectives.

2. Behavioral perspectives.

3. Situational perspectives



Trait theories of leadership

› Assume that personality traits play a

central role in differentiating between

leaders and non-leaders, or in predicting

leader or organizational outcomes.


Figure 13.1Traits associated with successful leaders.



Behavioral theories

› Assumes that leadership is central to

performance and other outcomes.

› Focuses on leader behaviors rather than

traits.



Michigan leadership studies

› Employee-centered supervisors:

Place strong emphasis on subordinate’s

welfare.

› Production-centered supervisors:

Place strong emphasis on getting the work

done.



Ohio State leadership studies

› Consideration

Sensitive to people’s feelings and making things

pleasant for the followers.

› Initiating structure

Concerned with spelling out the task requirements

and clarifying other aspects of the work agenda.


What is situational contingency leadership?

Situational Contingency Leadership

› The effects of leader traits and behaviors

are enhanced by their relevance to the

situation.



Fiedler’s contingency model

› Situational control

The extent to which a leader can determine

what his or her group is going to do, as well

as the outcomes of the group’s actions and

decisions.



Fiedler’s Situation Control Variables

Leader /Member Relations

(good/poor):

Members support for leader.

Task Structure (high/low):

Spells out leader’s task goals and

procedures.

Position Power (strong/weak):

Leader’s task expertise, and

reward/punishmentauthority


13-24

Figure 13.2.Fiedler’s situation contingency model.


Fiedler’s model requires a match on several parameters before leader’s effectiveness can be predicted.


House’s path-goal theory of

leadership

› Assumes that a leader’s key function is to

adjust his or her behaviors to complement

situational contingencies.


Figure 13.3 House’s theory of path-goal relationships.



Directive leadership

› Informing subordinates what should be

done and how to do it.

Supportive leadership

› Showing care and concern for the

subordinates’ well being.



Achievement oriented leadership

› Emphasizing challenging goals,

stressing excellence in performance

and showing confidence in people’s

ability to achieve goals


Participative leadership Seeking, and seriously considering

subordinates’ input in before making

decisions.

13-29


Hersey and Blanchard Situational

Leadership Theory

› Diagnose demands of the situation

› Assess Readiness

The extent to which the follower has the

ability and willingness to complete a task.

› Implement appropriate leadership response.Copyright © 2010 John Wiley & Sons, Inc. 13-30

Figure 13.4


Hersey and Blanchard’s Situational Leadership

13-31


Transactional leadership›Involves leader-follower exchanges

(communication) necessary for meeting routine

performance that is agreed upon by leaders and

followers. •Uses contingent rewards to motivate followers.

•Identifies what must be done to accomplish the

desired results.

•Uses corrective action only when goals not met.

•Laissez faire style – avoids making decisions.Copyright © 2010 John Wiley & Sons, Inc. 13-32


Transformational leadership

› Leaders broaden and elevate followers’

interests, generate awareness and acceptance

of the group’s mission, and stir followers to

look beyond self-interests.



Dimensions of transformational

leadership

› Charisma

› Inspiration

› Intellectual stimulation

› Individualized consideration



Charismatic/transformational

leadership is not uniformly better

› Dark-side charismatics can have negative

effects on followers.

› Effectiveness can be maximized when

used in conjunction with traditional

leadership.


In your experience…

In your current or former job, did your

manager behave the same way with each of

the people he/she managed?

› A=Yes, B=No

If no, what was different about the

relationships between the manager and each

employee?

13-36Copyright © 2010 John Wiley & Sons, Inc.

Ethical questions for leaders and followers. Are decisions self serving?

Who wins and loses?

Have stakeholders been

considered?

What is long-term impact?

Is there enough

information?

Will this decision set a

standard for all situations?

Will decision stand up to

CEO scrutiny?

Is the decision legal?

Would you want your

family or friends to know?

Could you explain your

decision in a courtroom?


ob & management

Education

john wiley sons

leading controlling

leadership process

work efforts

role of leadership

work producedby

work unit

nature of managerial