Final Content for BU288

7/21/2019 Final Content for BU288

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• *nterpersona& tensions aon#st indiid"a&s in ters o their re&ationships and

not the tas7 at hand

"as# Confict

• Disa#reeents a'o"t the nat"re o the !or7 'ein# done and the #oa&s or

technica& atters

Process Confict

• Disa#reeents a'o"t ho! !or7 sho"&d 'e or#ani$ed and accop&ished.

*n #ro"ps:

• e&ationship and process confict tend to 'e detrienta& to e'er

satisaction and tea perorance• 2ot a&& confict is 'ad. *ts "se"& in seein# dierent perspecties

$ow Conficts De%elop

1. innin#; < ach side 'ecoes deterined to !in the confict rather thannd the so&"tion

/. Concea&ent; < ach side hides inoration ro each other3. Cohesion; < ach side 'ecoes ore cohesie as a #ro"p4. estriction; < ach side restricts co"nications !ith the other side5. Stereot+pin#; < ach side ne#atie&+ stereot+pes the other6. =eaders; < >ost a##ressie e'ers o each side eer#e as &eaders

13.3 Disc"ss the ario"s modes o managing confict

Copetin# Co&&a'oratin#Coproise

?oidin# ?ccoodatin#@p A ore assertie, i#ht A ore cooperatie

ach st+&e !or7s 'etter in dierent conditions

A%oiding

• =o! assertieness, &o! cooperation

• Short ter stress re&ie. or7s 'est i iss"e is triia&, does not ino&e +o", or

opponent is er+ po!er"& and hosti&e

Accommodating

• Cooperatin# !ith the opponents !ishes !hi&e not assertin# ones o!ninterests

• >a+ not 'ode !e&& or "t"re. @se"& or !hen "ns"re, not prioriti$ed oer

opponent, or #ood !i&&

Competing

• >aii$e assertieness < !in-&ose



• or7s !hen +o" hae a &ot o po!er, is er+ s"re o acts, tr"&+ a !in-&ose, or

i no eperience !ith other part+

Collaboration

• >aii$es cooperation and assertion < !in-!in

• So&"tion can &ead to 'etter conditions or 'oth parties, ta7es tie to dee&op• ?&so !or7s in eer#encies

Compromise

• *nterediate cooperation and assertion

• 2o aii$ation, hope or sae o"tcoe or 'oth partieso Contains seeds or proced"ra& confict, not the ost creatie responseo 2ot "se"& or reso&in# po!er as+etr+

• Bood or scarce reso"rces and as a a&&'ac7

13.6 Distin#"ish aon# stressors, stress and stress reactions

Stressor

• nironenta& conditions that proide the potentia& or stress

• %ersona&it+ an iportant actor in deterinin# the pro#ression o stress

Stress

• %s+cho&o#ica& reaction to the deands in a stressor 'eca"se the person does

not ee& the+ are capa'&e o hand&in# the deands• @se"& in oderate ao"nts and acts as a sti"&ant

Stress eactions

• ehaio"ra&, ps+cho&o#ica&, ph+sio&o#ica& conse"ences o stress

• Can inc&"de passie responses &i7e e&eated '&ood press"re, or actie

responses &i7e copin#.• est dea&t !ith "sin# rst ethod, and conrontin# direct&+

• Can 'e cost&+ to the or#ani$ation

13. Disc"ss the ro&e that persona&it+ p&a+s in stress

&ocus o' Control

• terna&s A ore &i7e&+ to ee& &"c7 or ate. >ore &i7e&+ to ee& anio"s in the

ace o potentia& stressors

"ype A be!a%iour

• %eop&e !ho hae an a##ressie, a'itio"s, copetitie, hosti&e and ipatient

persona&it+ tends to ore aected '+ stressors• eactions inc&"de hosti&it+, repressed an#er

(egati%e Aecti%ity



• >ore &i7e&+ to ie! !or&d ne#atie&+ A ore pessiistic and ore aected '+

stressors

13.8 eie! the so"rces o stress enco"ntered '+ ario"s or#ani$ationa& ro&eocc"pants

)*ecuti%e and +anagerial

ole %erload

• Eoo an+ tas7s in too short a tie

• 0cc"rs ore oten in open ended ana#eria& o's

$ea%y esponsibility

• *portant !or7 can create stress or !or7er

• Can eperience confict o interests in responsi'i&ities

perati%e

Poor P!ysical -or# Conditions

Poor .ob Design

• or7ers can #et 'ored

Boundary ole Stressors

• o"ndar+ ro&e < positions !here e'ers interact !ith other #ro"ps inside

and o"tside o the or#ani$ationo Confictin# re"ireents can ca"se stresso otiona& &a'o"r soeties re"ired (actin#)

F

.ob Demands / esources +odel

• ? ode& that species ho! o' deands ca"se '"rno"t and ho! reso"rces

create en#a#eento Deands are ph+sica&, ps+cho&o#ica&, socia& or or#ani$ationa&o eso"rces are ro the or#ani$ation and tas7o ?ss"es that hi#h o' reso"rces A hi#h en#a#eent, hi#h o' res A

hi#h eha"stion

-or# )ngagement

• %ositie !or7-re&ated state o ind characteri$ed '+ i#o"r, dedication,

a'sorption• Soethin# the or#ani$ation sho"&d strie or

Burnout

• S+ndroe o eotiona& eha"stion, c+nicis, red"ced se&-eGcac+, in that

order



>ost coon or peop&e !ith hi#h idea&s, ore &i7e&+ !ith !oen

F

General Stressors

Interpersonal Confict

-or#01amily Confict

.ob insecurity and C!ange

ole Ambiguity

Se*ual $arassment

13.9 Descri'e behavioural, psychological, and physiological reactions to stress anddisc"ss techni"es or ana#in# stress.

Be!a%ioural

• 0ert actiities "sed '+ the stressed indiid"a& to cope !ith the stresso Can inc&"de pro'&e so&in#, see7in# s"pport, odi+in# perorance,

!ithdra!a&, or "se o s"'stanceso Problem Sol%ing

Eerinatin# the stressor or red"cin# its potenc+ >ost&+ "ndraatic Strats:

• De&e#ation

• Eie ana#eent

• Ea&7in# it o"t

• ?s7in# or he&p

• Searchin# or a&ternatieso See#ing Social Support

Socia& S"pport < hain# c&ose ties !ith other peop&e that aect

stress %eop&e !ith stron#er and 'etter socia& net!or7s cope 'etter 2ot a&& c"&t"res enco"ra#e this 'ehaio"r

o Per'ormance C!anges

Can a&so sti"&ate perorance !ith otiationo -it!drawal

*nc&"des a'sence, t"rnoer Does not rea&&+ tac7&e the pro'&e

o 2se o' Substances =east eectie as it a7es the ep&o+ee ore "&nera'&e. >ore

dr"#s A ore stress

Psyc!ological

• otiona& and tho"#ht 'ehaio"rs (coert). >ost coon is deence

echanis



o De'ence +ec!anism < %s+cho&o#ica& attepts to red"ce aniet+

associated !ith stress *nc&"des:

• ationa&i$ation < attri'"tin# socia&&+ accepta'&e reasons or

oties to ones actions so that the+ !i&& appear

reasona'&e and sensi'&e• %roection < attri'"tin# ones o!n "ndesira'&e ideas and

oties to others so the+ see &ess ne#atie• Disp&aceent < directin# an#er at a sae; tar#et rather

than !here the+ co"&d 'e p"nished• eaction oration < epressin# the opposite o !hat +o"

tr"&+ ee&• Copensation < app&+in# ones s7i&&s in another area to

a7e "p or ai&"re in an area

P!ysiological

• *ncrease in stress A increase in heart pro'&es, diseases, 'acteria& inections,!ea7er i"ne s+ste

+anaging Stress in an rgani3ation

• .ob edesigno ed"ce stress"& characteristicso *proe sti"&ation and cha&&en#e

*ncrease a"tono+

• 1amily01riendly Policieso ed"cin# or7-Hai&+ confict

>ore fei'&e po&icies

easona'&e !or7&oad S"pportie s"perision and c"&t"re

o *proe or#ani$ationa& s"pport or en#a#eent

• Stress management Programso p&icit pro#ras that red"ce ph+sio&o#ica& aro"sa&, s&eep

dist"r'ances, tension and aniet+• -or#0&i'e Balance41itness4-ellness

o a&anced &iest+&e red"ces stress, co"nteracts an+ aderse

ph+sio&o#ica& eectso *proes ood, red"ces a'senteeis, iproes satisaction, 'etter

perorance



Ch. 9: =eadership

9.1 Dene leadership and disc"ss the ro&e o ora& &eadership in or#ani$ations

&eaders!ip

• Ehe inf"ence a partic"&ar indiid"a& eerts on the #oa& achieeent o others

in an or#ani$ationa& contet• ectie A otiates to achiee or#ani$ationa& #oa&s

1ormal &eaders!ip in rgani3ations

• Strate#ic =eadership: a &eaders a'i&it+ to anticipate, enision, aintain

fei'i&it+, thin7 strate#ica&&+ and !or7 !ith others to initiate chan#es that !i&&create a ia'&e "t"re or the or#ani$ation

• Hora& &eaders are in a 'etter position to eert inf"ence on other e'ers.

Ehe+ are epected to do so. Bien the a"thorit+.• *nora& &eadership characteristics are needed too. >"st 'e !e&& &i7ed or

perceied as s7i&&ed eno"#h to do so.9./ p&ain and critica&&+ ea&"ate the trait theory o leadership

"rait "!eory o' &eaders!ip

• =eadership depends on the persona& "a&ities or traits o the &eader

esearc! on &eaders!ip "raits

• Started d"rin# !or&d !ar 1

• "raits / indiid"a& characteristics s"ch as ph+sica& attri'"tes, inte&&ect"a&

a'i&it+ and persona&it+o

>ost&+ oc"ssed on deo#raphics, tas7 copetence, interpersona&attri'"tesest Eraits:

*nte&&i#encener#+ and DrieSe& Condence

Doinance>otiation to =eadotiona& Sta'i&it+

onest+ and *nte#rit+2eed or ?chieeent

Socia'i&it+o 0C?2 a&so a aor part

&imitations

• Corre&ation does not necessari&+ ean ca"sation

• Does not ep&ain !hat peop&e do to 'e s"ccess"&

• Hai&s to ta7e into acco"nt the sit"ation

• Can &ead to 'ias and discriination



• =eadership 'ehaio"rs a+ hae a hi#her ipact than traits

9.3 Descri'e the o&&o!in# &eadership 'ehaio"rs and their conse"ences:consideration, initiating structure, leader reward, and leader punishment

Ehis part #oes into the 'ehaio"rs. Consideration and Str"ct"re are re&ated.

Consideration:

• Ehe etent to !hich a &eader is approacha'&e and sho!s persona& concern

and respect or ep&o+ees

Conse"ences:

• Stron#&+ re&ated to o&&o!er satisaction, otiation and &eader eectieness

Initiating Structure5

• Ehe de#ree to !hich a &eader concentrates on #ro"p #oa& attainent. C&ear&+

denes and or#ani$es his or her ro&e and the ro&es o o&&o!ers, stressesstandard proced"res, sched"&es the !or7 to 'e done, de&e#ate tas7s.

Conse"ences:

• e&ated to &eader o' perorance and #ro"p perorance

@sa#e !i&& dier dependin# on the sit"ation

i#h press"re Str"ct"re*ntrinsica&&+ satis+in# o' Considerationhen #ien a c&ear and certain o'#oa& Consideration (an+ additiona& s"pport is

red"ndant and "nnecessar+)

=ac7 7no!&ed#e or a#"e #oa&s Str"ct"re

&eader eward:

• @se o cop&ients, tan#i'&e 'enets, and desered specia& treatent.

p&o+ees hae a c&ear epectation to strie or, !i&& "nderstand positieo"tcoes.

&eader Punis!ment:

• @se o repriands or "nao"ra'&e tas7 assi#nents and the actie

!ithho&din# o re!ards. eca&& p"nishent ro ch/

9.4 Descri'e and ea&"ate the o&&o!in# sit"ationa& theories o &eadership: Fielder’s

contingency theory, cognitive resource theory, and House’s path-goal theory

1ielder6s Contingency "!eory5

• ?ssociation 'et!een &eadership orientation and #ro"p eectieness is

contin#ent on ho! ao"ra'&e the sit"ation is or eertin# inf"ence. *s anattit"de, not a 'ehaio"r



• =eadership 0rientation deterined '+ &east preerred !or7er.o Descri'in# =%C ao"ra'&+ A re&ationship orientedo Descri'in# =%C "nao"ra'&+ A tas7 orientedo 2ot a eas"re o consideration or str"ct"re

• >ost ao"ra'&e !hen #ood &eader-e'er re&ations, hi#h str"ct"re, stron#

position po!er. =east ao"ra'&e in opposite• =eaders can #et inf"enced

Cogniti%e esource "!eory

• Hoc"ses on ho! a &eaders co#nitie reso"rces (inte&&i#ence, epertise,

eperience) contri'"te to eectie &eadership• =eadership inte&&i#ence is ost iportant !hen directie, s"pported '+

#ro"p, &o! stress.• perience ore iportant !hen in hi#h stress

$ouse6s Pat!0Goal "!eory

• Concerned !ith sit"ations "nder !hich 'ehaio"rs (directie, s"pportie,participatie, achieeent oriented) are ost eectie

o ehaio"rs: Directi%e: sched"&e !or7, aintain standards, create

epectations (sae as initiatin# str"ct"re) Supporti%e: Hriend&+, approacha'&e, p&easant interpersona&

re&ations (identica& to consideration) Participati%e: Cons"&t ep&o+ees !ith !or7-re&ated atters

and consider their opinions Ac!ie%ement0riented Be!a%iour5 nco"ra#e ep&o+ees to

eert a hi#h eort, #oa& accop&ishent

o Sit"ations: Dierent t+pes o ep&o+ees preer a dierent ethod o

ana#eent ectieness o &eadership 'ehaio"r depends on partic"&ar

!or7 enironent• Bood &eader ors connection 'et!een ep&o+ee #oa&s and or#ani$ationa&

#oa&s• ehaio"r "st 'e satisactor+ or ep&o+ee, "st 'e accepted

• Eo proote eort, re!ards "st tie !ith perorance

9.5 Disc"ss participatie &eadership and ho! and !hen to "se participative

leadership "sin# the Iroo and Ja#o ode&Participati%e &eaders!ip

• *no&in# ep&o+ees in a7in# !or7-re&ated decisions

• Sho"&d not 'e the a'dication o &eadership

• Can 'e in a #ro"p or indiid"a&, dependin# on the sit"ation

?danta#es Disadanta#es



• *ncrease otiation

• nhance "a&it+ o decisions

• *ncrease acceptance o decision

• *ncreased tie and ener#+ or

&eader• =oss o po!er or &eader

• =ac7 o receptiit+ or 7no!&ed#e

(resentin# participation)

7room and .ago6s +odel o' Participation

• ?ttepts to capita&i$e on adanta#es and aoid pita&&s

• A"tocratic, Cons"&tatie, Gro"p, Indiid"a&, II0Bro"p

• >ost eectie strate#+ depends on sit"ation

?* < >ade decisions on +o"r o!n

?** < 0'tain inoration ro ep&o+ees, a7e decision on +o"r o!n. >a+ ora+ not share pro'&e !ith ep&o+ees

C* < Share pro'&e !ith indiid"a& ep&o+ees, a7e decision on +o"r o!n atercons"&tin# the ep&o+ees

C** < Share pro'&e !ith ep&o+ees as a #ro"p, a7e decision on +o"r o!n

B** < Share pro'&e !ith ep&o+ees as a #ro"p, #enerate consens"s or so&"tion

?s7 >eredith a'o"t this

• @se"&ness o participation depends on the constraints o the sit"ation

9.6 Descri'e and ea&"ate leader-member exchange (L!" theory

&eader0+ember )*c!ange "!eory

• Hoc"ses on the "a&it+ o the re&ationship that dee&ops 'et!een a &eader and

an ep&o+ee• ectie res"&ts coe ro hi#h "a&it+ socia& echan#e re&ationships

• e"ires a hi#h de#ree o "t"a& inf"enceK tr"st, &o+a&t+, open cos,

respect

Social )*c!ange "!eory

• Centra& to =>L

• *ndiid"a&s !ho are treated ao"ra'&+ '+ others ee& o'&i#ed to

reciprocate this ee&in# '+ respondin# positie&+ and ret"rnin# that

treatent

i#her "a&it+ =>L A positie o"tcoes or eer+one

9. Descri'e transactional and transormational &eadership and their conse"ences

"ransactional &eaders!ip



• =eaders set #oa&s, proide direction and s"pport, ep&o+ees peror !e&& and

#et re!arded• e"ires contin#ent re!ard 'ehaio"r, c&ari+ epectations and re!ards

(parts o path-#oa&)• +anagement by )*ception < de#ree to !hich &eaders ta7e correctie

action on the 'asis o the res"&ts o &eader-o&&o!er transactionso >onitor 'ehaio"r, anticipate pro'&es, and ta7e correctie actions

'eore serio"s pro'&es arise.

"rans'ormational &eaders!ip

• =eadership that proides o&&o!ers !ith a ne! ision that insti&&s tr"e

coitent• Bood &eaders #ood at transactiona& aspects o c&ari+in# paths to #oa&s and

re!ards• 4 7e+ diensions:

• Intellectual Stimulation

o =eader cha&&en#es ideas, ass"ptions, ta7es ris7s.o Creatiit+ and noe&t+

• Indi%iduali3ed Considerationo Ereatin# ep&o+ees as distinct indiid"a&s, sho!in# concern or their

needs and dee&opent. ein# a entorcoach !hen appropriate Inspirational +oti%ation

o Co"nication o appea&in# and inspirin# isions to o&&o!erso Sti"&ate enth"sias, hi#h standards, optiis

• C!arismao %roides the eotiona& aspect to transorationa&o ?'i&it+ to coand stron# &o+a&t+ and deotion ro o&&o!ers, stron#

inf"ence aon# theo *nc&"des se&-condence, doinance, stron# coniction in ones 'e&ies

Eransorationa& is stron#&+ re&ated to o&&o!er otiation and satisaction !ith the&eadero'. >ost consistent predictor o eectie &eadership.

9.8 Disc"ss global leadership and descri'e the characteristics o #&o'a& &eaders

Global &eaders!ip

• ? set o &eadership capa'i&ities re"ired to "nction eectie&+ in dierent

c"&t"res and the a'i&it+ to cross &an#"a#e and c"&t"ra& 'arriers• @n'rid&ed *n"isitieness

• %ersona& character < / parts: eotiona& connection to peop&e,"ncoproisin# inte#rit+

• D"a&it+ < hand&e "ncertaint+ and 'a&ance #&o'a& and &oca& tensions

• Sa+ < >"st 'e '"siness and or#ani$ationa& sa+. @nderstand &oca&

conditions, ne! ar7et opport"nities• 0ten hae eperience &iin# in dierent c"&t"res, 7no! dierent &an#"a#es



9.9 Disc"ss the ne! and eer#in# theories o &eadership inc&"din# empowering

leadership, ethical leadership, authentic leadership, and servant leadership.

)mpowering &eaders!ip

• *p&eentin# conditions that ena'&e po!er to 'e shared !ith ep&o+ees

•?ssociated !ith hi#her se&-eGcac+ and adapta'i&it+

)t!ical &eaders!ip

• Deonstration o noratie&+ appropriate cond"ct (honest, open, air)

thro"#h persona& actions and interpersona& re&ationshipso Dee&op consistent essa#eo Create and e'race opport"nities or eer+one to oice ethicso ns"re conse"ences or cond"ct

Aut!entic &eaders!ip

• ein# tr"e to onese&

• ?ct on ones o!n 'e&ies and he&p others too• Se&-a!are o stren#ths and !ea7nesses

• e&ationa& transparenc+ < shares tr"e ee&in#s and tho"#hts

• a&anced processin# < reie!in# a&& re&eant ino 'eore a7in# decision

• *nterna&i$ed >ora& %erspectie < hae interna& ora& standards and a&"es

that #"ide their 'ehaio"r and decision a7in#

Ser%ant &eaders!ip

• Boin# 'e+ond ones o!n se&-interests, hain# a rea& concern to sere others

and otiate to &ead•

po!erin# and dee&opin# ep&o+ees• "i&it+

• ?"thenticit+

• *nterpersona& acceptance

• %roidin# direction

• Ste!ardship < oc"s on serice rather than contro& and se&-interest

• e&ated to !or7p&ace ste!ardship, increased tr"st

9.1M Disc"ss the B=0 proect and ep&ain the ro&e that c"&t"re p&a+s in &eadershipeectieness

G&B)

• ? proect that cond"cted !or&d!ide research on ana#ers. *dentied 9

c"&t"ra& diensions.• Citi$ens in each co"ntr+ hae ip&icit ass"ptions re#ardin# re"isite

&eadership "a&ities• Implicit &eaders!ip "!eory < indiid"a&s ho&d a set o 'e&ies a'o"t the

7inds o attri'"tes, persona&it+ characteristics, s7i&&s, and 'ehaio"rs thatcontri'"te to, or ipede, o"tstandin# &eadership



• 8 Dimensions

1. %erorance 0rientation/. ?ssertieness3. H"t"re 0rientation4. "ane orientation5. *nstit"tiona& Co&&ectiis6. *n-Bro"p Co&&ectiis. Bender #a&itarianis8. %o!er Distance9. @ncertaint+ ?oidance

• C"&t"ra&&+ ndorsed *p&icit =eadership Eheor+. 6 =eadership Diensions or

o"tstandin# &eadership1. CharisaticIa&"e-ased/. Eea-0riented3. %articipatie4. "ane-0riented5. ?"tonoo"s

6. Se&-%rotectieDierent c"&t"res scored hi#her on each diension

Coon &eader attri'"tes < honest, decisie, otiationa&, d+naic, desira'&e

>an+ sii&arities 'et!een c"&t"res, '"t sti&& an+ dierences. Bood ana#er "st7no! !hat !or7s and !hat doesnt.

9.11 Descri'e #ender dierences in &eadership and ep&ain !h+ !oen are"nderrepresented in &eadership ro&es in or#ani$ations

• oen tend to 'e ore participatie or deocratico etter socia& s7i&&so oen !ish to aoid #ender stereot+pes, preent ne#atie reactions

• oen ore transorationa&o >ore contin#ent re!ard 'ehaio"rs !ith transactiona& as !e&&

• >en tend to ana#e '+ eception and do &aisse$-aire &eadershipo &aisse30'aire < ino&es aoidance or a'sence o &eadership

• ?spects !here !oen are 'etter re&ate to 'etter eectieness, aspects

!here en are 'etter dont re&ate as !e&&• Glass Ceiling < inisi'&e 'arrier preentin# !oen ro adancin# to senior

&eadership positions in or#ani$ationo Iesti#es o pre"diceo esistance to ea&e &eadership

oen A &ess a#enic (assertion, contro&), and ore co"na&(concern or others)

>a&es perceied to t &eadership traitso *ss"es o &eadership st+&e

DiGc"&t or !oen to nd a &eadership st+&e Cant 'e too a#enic ('ein# a 'itch), cant 'e too co"na&

(!ea7)o Deands o Hai&+ =ie



oen ore responsi'&e or doestic and chi&d st" o @nderinestent in socia& capita&

=ess tie to socia&i$e and dee&op socia& net!or7s DiGc"&t+ in 'rea7in# into socia& net!or7s that are predoinant&+

a&e



Ch. 1M: Co"nication

1M.1 Dene communication and ep&ain !h+ co"nication '+ the strict chain ocoand is oten ineectie

Communication

• Ehe process '+ !hich inoration is echan#ed 'et!een a sender and a

receier• Sender encodes tho"#hts, transits to receier. eceier perceies essa#e,

decodes.• )ecti%e Communications5 !hen the rig!t people receie the rig!t in'o

in a timely manner

Strict C!ain o' Command

• C!ain o' Command / &ines o a"thorit+ and ora& reportin# re&ationships

• 3 ors o co"nicationo

Downward Communication < inoration fo!in# ro top to 'ottoo 2pward Communication < *noration fo!in# ro 'otto to topo $ori3ontal Communication < *noration fo!in# 'et!een

departents or "nits "s"a&&+ or coordination• Deciencies:

o *nora& Co"nication < Stic7in# to a strict ora& chain isnt #ood.

*nora& can #et thin#s doneo Hi&terin# < tendenc+ or a essa#e to 'e !atered do!n or stopped

d"rin# transission. Can preent the ri#ht peop&e ro #ettin# theri#ht essa#e. Boes 'oth !a+s

o S&o!ness < =ar#e chain o coand can 'e s&o!

1M./ p&ain the actors that contri'"te to voice ers"s silence

7oice < spea7in# "p; Ehe constr"ctie epression o disa#reeent or concerna'o"t !or7 "nit or or#ani$ationa& practices

• Can 'e directed hori$onta&&+, ertica&&+

Silence < !ithho&din# re&eant inoration

Ioice oer Si&ence:

• Satised ep&o+ees !ith conscientio"sness and etroersion are ore &i7e&+

to spea7 "p

• or7p&ace enironent a&so a actor• >"st 'e Psyc!ologically Sa'e

o ? shared 'e&ie that it is sae to ta7e socia& ris7s

• =ess stress than si&ence peop&e

Si&ence oer Ioice

• Se&-censorship



• +um eect < tendenc+ to aoid co"nicatin# "nao"ra'&e ne!s to

otherso ?spirin# s"'ordinate ep&o+ees tend to 'e "o >ana#ers tend to aoid co"nicatin# errors that !ere ca"sed '+

these&es

1M.3 p&ain the or#ani$ationa& grapevine and disc"ss its ain eat"res

Grape%ine < an or#ani$ations inora& co"nication net!or7

• Can co"nicate ia !ord o o"th, notes, eai&s, a, etc

• Can 'e #ossip

• Eransitters depend on the persona&it+ o the person

• i#h traGc &ocations hae a 'etter chance o 'ein# #rapeine transitters,

&i7e!ise !ith peop&e !ho oe aro"nd in the or#ani$ation a &ot• %ros:

o Neeps ep&o+ees inored o or#ani$ationa& atterso Can s"'stit"te or ora& co"nicationo Can 'e a test'ed o ep&o+ee reactions !itho"t ora&&+ coittin#

• Cons:o umour / "neried 'e&ie in #enera& circ"&ationo "o"rs can dee&op, '"t are dan#ero"s 'eca"se it cannot 'e eried

Spreads astest !hen ino is a'i#"o"s

1M.4 eie! the ro&e o er'a& and non-verbal communication at !or7

• Ier'a&o .argon / specia&i$ed &an#"a#e "sed '+ o' ho&ders or e'ers o

partic"&ar occ"pations or or#ani$ationso Ioca' is dierent or dierent #ro"ps. >ana#ers "st #et their teas

on the sae pa#e. Can sere as a 'arrier to co"nication to thoseinside and o"tside the or#.

• 2on-Ier'a& < transission o essa#es '+ soe edi" other than speech

or !ritin#o Body &anguage < non-er'a& co"nications '+ eans o a senders

'odi&+ otions, acia& epressions, or ph+sica& &ocation Ehe #reater the dierence in re&aation 'et!een t!o parties, the

#reater the stat"s dierenceo Props, Arti'acts and Costumes / >ateria& st" and s"rro"ndin#

detai&s DOcor and ?rran#eent o 0Gce co"nicate thin#s to peop&e John E >o&&o+ is coninced that c&othin# sends si#na&s a'o"t

copetence, serio"sness, proota'i&it+ Can iproe se&-estee and se&-condence

1M.5 Disc"ss #ender dierences in co"nication and identi+ ho! a ai&"re toreco#ni$e these dierences can ca"se co"nication pro'&es



• Starts in chi&dhood. o+s ie! conersations to achiee stat"s in #ro"ps and

#ain independence, #ir&s co"nicate to '"i&d re&ationships and net!or7s.o .#. Hea&e co!or7er coes "p !ith a #reat idea, a&e ta7es credit

• >en ore sensitie to po!er d+naics, !oen '"i&d rapport

Dierence >en oen

Bettin# Credit >ore &i7e&+ to 'oast a'o"t#ood deeds

2ot as &i7e&+

Condence and oastin# Eend to 'e ore 'oast"&o capa'i&ities, inii$edo"'ts

Eend to do!np&a+certaint+

?s7in# P"estions Do not "s"a&&+ as7 ordirections

>ore &i7e&+

?po&o#ies See rit"a& apo&o#ies as!ea7ness

Sees rit"a& apo&o#ies asepressin# concern

Heed'ac7 e ore '&"nt andstrai#htor!ard

e#in !ith praise

Cop&ients >ore &i7e&+ to #iecriticis

>ore &i7e&+ to #iecop&ient

it"a& opposition @sed to echan#e ideas,cha&&en#e ideas, 'ear#"entatie

Seen as persona& attac7,tend to 'e aoided

>ana#in# @p and Do!n Eend to spend tieco"nicatin# !iths"periors and ta&7in#a'o"t achieeents

Eend to do!np&a+s"periorit+, tr+ to 'ereco#ni$ed and re!arded

*ndirectness >en tend to do thecop&ete a he&p;

Eend to indirect&+ he&p

>en and !oen dier in &an#"a#e. Eo "nderstand each other 'etter, the+ "st&earn their opposite st+&es.

1M.6 Disc"ss cha&&en#es re&atin# to cross-cultural communication and identi+ "se"&strate#ies to deter isco"nication

&anguage Dierences

• Co"nication is 'etter 'et!een indiid"a&s or #ro"ps !ho share sii&ar

c"&t"ra& a&"es• C"&t"res dier, and so there !i&& 'e dierences een in the sae &an#"a#e

• Spea7in# a second &an#"a#e tends to he&p a&&eiate this

(on07erbal Communication Across Cultures

• Hacia& pressions

• Best"res

• Ba$e

• Eo"ch%roiit+

• %eop&e preer peop&e !ho 'ehae to their non-er'a& co"nications



)ti9uette and Politeness across Cultures

• Sa+in# thin#s #"ratie&+ can #ie the !ron# essa#e

• %o&iteness is ore odest and ecessie in dierent &ocations

Social Con%entions across Cultures

• 2orth ?ericans tend to #et strai#ht to the point, ?ra's and ?sians tend to

'e indirect and a#"e.• =o"dness can a&so 'e a actor

• %"nct"a&it+ depends on the c"&t"re.

Cultural Conte*t

• C"&t"ra& inoration that s"rro"nds a co"nication episode

• ast ?sia, =atin ?erica, ?rican and ?ra' peop&e are hi#h-contet

• i#h detai& A ore &i7e&+ to 7no! +o" and copan+

• i#h contet A ore &i7e&+ to #et to the point

• =o! contet A #ettin# to the point "ic7&+• =o! contet tend to ao"r detai&ed '"siness contracts. i#h A &ess ephasis

on &en#th+ contracts

1M. Dene computer-mediated communication and hi#h&i#ht its stren#ths and!ea7nesses

In'ormation ic!ness

• %otentia& inoration-carr+in# capacit+ o a co"nications edi"

• Hace to ace A hi#h in richness

Computer +ediated Communication

• Hors o co"nication re&+in# on cop"ter techno&o#+ to aci&itate

inorationa& echan#e

%ros

• Disc"ssion and decision a7in# !itho"t 'ein# in the sae &ocation, sain#

tie, one+, hass&es• ?non+o"s chat perits sh+ peop&e to contri'"te ore

o rases perceied or act"a& stat"s dierenceso >en are 5 ore &i7e&+ to oer an idea ace to aceo &ectronica&&+, !oen are e"a&&+ &i7e&+

Cons

• Eend to peror !orse than ace to ace

• Ea7es &on#er to set "p, &ess eectie decisions, &ess satised e'ers (co"&d

'e a tie iss"e)• ?non+it+ can ca"se r"deness and ip"&sie essa#es to occ"r



• %rone to isco"nication, ore diGc"&t to reco#ni$e s"'t&e trends to!ards

consens"s• 0er ea##eration tends to occ"r 'eca"se o the &ac7 o proo

• %roessiona& iso&ation

=ess ro"tine cos re"ires richer cos edia

1M.8 eie! persona& strate#ies and or#ani$ationa& initiaties aied at enhancin#co"nication

• %oor co"nications &eads to een ore poor co"nications !hen other

part+ 'ecoes resistant, deensie, deceptie or hosti&e

Basic Principles o' )ecti%e Communications

• "a#e t!e time to dee&op #ood rapport !ith ep&o+ees

• Be accepting o' t!e ot!er person as an indiid"a& !ith ee&in#s and

eotions•

Do not con'use t!e person wit! t!e problem < dont &et thin#s #etpersona&

• Say w!at you 'eel 'eca"se ideas "st 'e ree&+ #enerated. Congruence <

condition in !hich a persons !ords, tho"#hts, ee&in#s, actions a&& containthe sae essa#e

• &isten Acti%elyo atch +o"r 'od+ &an#"a#eo %araphrase !hat the spea7er eanso Sho! epath+o ?s7 "estionso ait o"t pa"ses

•

Gi%e "imely and Specic 1eedbac# < Sa+ !hat !as #ood and !hat !as'ad

: C6s

Clear

Concise

Concrete

Correct

Co!erent

Complete

Courteous

-!en utside ;our Culture

• Assume Dierences 2ntil ;ou <now t!erwise

• ecogni3e Dierences -it!in Cultures

• -atc! ;our &anguage =and "!eirs>

rgani3ational Approac!es to Impro%ing Communication



Pro%ision o' )*planations

o p&ain !h+ po&icies are ade Specic detai&ed, a&id reasons, tr"th"&, airness

o Can red"ce reta&iation '+ 43Q

?@ degree 1eedbac# o

%erorance appraisa& 'ased on inp"ts ro s"perisors, ep&o+ees,peers and c&ients, or c"stoers• )mployee Sur%eys and Sur%ey 1eedbac#

o ?n anon+o"s "estionnaire that ena'&es ep&o+ees to state their

candid opinions and attit"des a'o"t an or#ani$ation and its practices• Suggestion Systems and uery Systems

o %ro#ras desi#ned to enhance "p!ard cos '+ so&icitin# and

iproin# !or7 ops ro ep&o+eeso e!ard pro#ras or !e&& tho"#ht s"##estions that #et adopted

"elep!one $otlines, Intranets, -ebcastso Soe hot&ines are ne!s serices, soe are "er+ serices, soe "se

it or !hist&e'&o!in# on EIo *ntranet "sed to co"nicate iportant anno"nceents Eends to 'e a secret

o e'castin# is a rich ar7eto %odcasts soeties "sed, are 'asica&&+ o&der ors o !indo!s .

Eends to 'e cheaper

+anagement "raining

o >ana#ers "st 'a&ance socia& and tas7 depends ro their

co"nication !ith ep&o+eeso est !a+ to teach is to iso&ate specic s7i&&s and #ie an opport"nit+ to

enhance the

>ana#ers ro&ep&a+ the pro'&e and reinorce their s7i&&s



Ch. 8 0r#ani$ationa& C"&t"re (p#. /8M-/89)

8.6 Dene organi#ational culture and disc"ss the contri'"tors to a c"&t"re

rgani3ational Culture

• Shared 'e&ies, a&"es and ass"ptions that eist in an or#ani$ation.o 2ot necessari&+ ean c&ose a#reeent on denitiono 2ot o'io"s "nti& copared to otherso *no&es 'asic ass"ptions, so is air&+ sta'&e oer tieo Can sp&it interna&&+ and eterna&&+o *pacts perorance and satisaction

• 0r#ani$ations can hae s"'c"&t"reso Sa&&er c"&t"res !ithin the &ar#er or#ani$ation

8. Disc"ss the assets and &ia'i&ities o strong culture

Strong Culture

• *ntense and perasie 'e&ies, a&"es, ass"ptions that a7e "p the c"&t"re• Stron#&+ s"pported '+ aorit+ o e'ers

• hat the or#ani$ation is a&& a'o"t;

• Assets

o Coordination < eer+ aspect 7no!s !hat their re&eant co"nterparts

are doin#o Confict reso&"tion < Shared core a&"es he&ps reso&e iss"es '+ hain#

sii&ar c"&t"reso Hinancia& S"ccess < * &ia'i&ities can 'e aoided, the s"ccess can 'e

o"nd• &iabilities

o esistance to Chan#e < a+ not s"pport ne! chan#es, innoationo C"&t"re c&ash < t!o dierent stron# c"&t"res can res"&t in conficto %atho&o#+ < c"&t"res can 'e threatenin# in o itse&. .#. nron and

secrec+• Dee&ops ro the &eader and socia&i$ation

8.8 Descri'e ho! to dia#nose an or#ani$ationa& c"&t"re

• Symbols < "sin# s+'o&s to ephasi$e a c"&t"re. .#. !a&7in# '+ eer+

ornin#• ituals < actiities that deonstrate the c"&t"re. .#. da+ o or hoc7e+

• Stories < o&7&ore that co"nicate ho! thin#s !or7 aro"nd here. Centra&

thees epose the c"&t"re



Ch. 16 0r#ani$ationa& Chan#e (p#. 568-58)

16.1 p&ain the enironenta& orces that otiate or#ani$ationa& chan#e anddescri'e the actors that or#ani$ations can chan#e

1actors +oti%ating C!ange

• Chan#es in the interna& and eterna& enironent inf"ence chan#es or the

r to 'e copetitieo .#.

L < Copetition is increasin# in '"siness, ca"ses fatter

hierarchies. *2 < Conficts, &o! prod"ctiit+, hi#h a'senteeis, etc chan#e

the or#ani$ationo Chan#e re"ires:

eco#ni$in# the pro'&e *nestent o reso"rces >odication o ro"tines and processes

• Dierent or#ani$ations sho"&d hae dierent &ee&s o chan#e

-!at 1actors Can Be C!anged

Hactor Description ap&eBoa&s and strate#ies Boa&s chan#e and strats

chan#e to eet #oa&sSas"n# phones

Eechno&o#+ Can 'e inor or aor 0n&ine porta& access oran"act"rin#

Jo' Desi#n Can oer ore or &essariet+, a"tono+,identit+, si#nicance,

eed'ac7 (Ch 6)Str"ct"re Copan+ can 'e odied >odi+ r"&es, proced"res,

prod"cts, contro&%rocess or7 processes can 'e

chan#ed"nnin# sta#es o aproect conc"rrent&+rather than se"entia&&+

C"&t"re >ain reason or ai&"re ochan#e pro#ras.H"ndaenta& aspect oor#ani$ationa& chan#e

%eop&e ? dierse &a'o"r poo&

oers ne! '&ood andinnoation, ne! s7i&&s andtrainin#

eised hirin# process

/ thin#s:

1. Chan#e in one area oten eans there needs to 'e chan#e in another area/. Chan#es oten re"ire peop&e chan#es



a. Chan#e can ca"se aniet+, so c&ear and open co"nications !ithproper trainin# !i&& a&&eiate it.

Process o' C!ange

• 2n'ree3ing < eco#ni$in# a pro'&e eists

•C!ange < %&an is ip&eented. Ehose !ho identi+ !ith copan+ are oreinterested in detai&s o the process. Ehose not as stron#&+ identied are oreconcerned !ith res"&ts

• e'ree3ing < >a7in# the ne! p&an an end"rin# part o the or#ani$ation

Dierent ind"stries hae dierent speeds o chan#e

16./ p&ain ho! or#ani$ations &earn and !hat a7es an or#ani$ation a learning

organi#ation

rgani3ational &earning / %rocess '+ !hich 7no!&ed#e is ac"ired, dee&oped,and transerred thro"#ho"t the or#ani$ation

• / ethods o &earnin#:o Nno!&ed#e ac"isition < Bettin# 7no!&ed#e that a&read+ eists '"t is

eterna& to the or#ani$ationo Nno!&ed#e dee&opent < Dee&opin# ne! s7i&&s !ithin the

or#ani$ation thro"#h sharin# eperiences and 7no!&ed#e

&earning rgani3ation < 0r#ani$ation !ith s+stes and processes in p&ace orcreatin#, ac"irin#, transerrin# 7no!&ed#e to odi+ and chan#e its 'ehaio"r torefect ne! 7no!&ed#e and insi#hts

• 4 7e+ diensions:o Iisions"pport < =eaders co"nicate a c&ear ision or or#ani$ations

strate#+ and #oa&so C"&t"re < C"&t"re that s"pports &earnin#o =earnin# s+stesd+naics < >ana#ers actie&+ coachentor

ep&o+ees to thin7, so&e pro'&es, a7e decisionso Nno!&ed#e ana#eentinrastr"ct"re < S+stes in p&ace to ac"ire

and store 7no!&ed#e• 5MQ ore &i7e&+ to 'e prota'&e than those !itho"t &earnin# or#ani$ations

• 0r#ani$ations tend to &earn ore ro ai&"res than s"ccesses. Ehere can 'e

near isses in s"ccess !hich #et i#nored

16.3 Descri'e the 'asic change process and the iss"es that re"ire attention at

ario"s sta#es o chan#eC!ange Process < ead 16.1

Problems in t!e C!ange Process

• Diagnosis

o S+steatic co&&ection o inoration re&eant to ipendin#

or#ani$ationa& chan#e



Can 'e hand&ed in eistin# channe&s or thro"#h chan#e a#ents C!ange agents < eperts in app&+in# 'ehaio"ra& science

7no!&ed#e to or#ani$ationa& dia#nosis and chan#e >"st dia#nose proper chan#es "st app&+ to the r. Cannot

cop+ another r or #et a pac7a#e ro a cons"&tin# ro Ehe 7e+ iss"e is !hat to do ater a pro'&e is dia#nosed

• esistanceo 0ert or coert ai&"re '+ or#ani$ationa& e'ers to s"pport a chan#e

eorto Deense echaniss can 'e actiatedo Ca"ses o this:

%o&itics and se&-interest < &ose stat"s, po!er, o's =o! indiid"a& to&erance or chan#e =ac7 o tr"st Dierent assessents o the sit"ation < soeties chan#e

i#ht not 'e re"ired Stron# eotions < peop&e can ee& he&p&ess esistant c"&t"re

o / aor thees Chan#e is "nnecessar+ 'eca"se #ap 'et!een c"rrent and idea

identities are not too ar Chan#e is "no'taina'&e 'eca"se #ap is too &ar#e

16.4 p&ain ho! or#ani$ations can dea& !ith resistance to change

*t is harder to chan#e sot actors, &i7e indsets and c"&t"re, and easier to chan#ehard actors &i7e hard!are

Dealing wit! esistance

• %o&itics and se&-interest < proide a specia&, desira'&e ro&e or incentie in

echan#e or s"pportin# the chan#e• =o! indiid"a& to&erance or chan#e < oercoe !ith s"pport and patient

o'seration• =ac7 o tr"st < proide #ood co"nications

• est ethod: ino&in# peop&e !ho are tar#eted or the chan#e.o Can a&&o! tar#eted to ee& responsi'&e or the chan#e



• 2et 'est: ain# transorationa& &eaders and c"&t"reo 0r#ani$ation constant&+ on the h"nt or iproeento Copares itse& a#ainst the copetition, preent cop&acenc+o *nspires tr"st

)%aluation and Institutionali3ation

0r#ani$ationa& po&itics can aect o'ectie ea&"ations o ario"s res"&ts

Iaria'&es or eectie ea&"ations:

o eactions < did peop&e &i7e itRo Can eas"re resistanceo a&"ations can a&so stop here, as soe chan#es are po&itica&o * ao"ra'&e, then instit"tiona&i$ed

o =earnin# < !hat !as ac"iredRo ehaio"r < !hat chan#es in o' 'ehaio"r occ"rredRo 0"tcoes < !hat chan#ed in prod"ctiit+ and res"&tsR

itho"t proper ea&"ations, soe chan#es can see !ea7 and ineectie

o e!ards a+ not dee&op to accopan+ chan#eso E"rnoer can ca"se chan#es to 'e in ain

16.5 Dene organi#ational development and disc"ss its #enera& phi&osoph+

rgani3ational De%elopment

• %&anned, on#oin# eort to chan#e or#ani$ations to 'e ore eectie and

h"ano 0n#oin# eans:

=on# period o tie Chan#es "st &ast a &on# period o tie

o ectie and h"an ean: %ersona& processes (&eadership, decision a7in#,

co"nication, o"tcoes) on o"tcoes (prod"ctiit+,eGcienc+)

>ost desira'&e A se&-act"a&i$ation, tr"st, cooperation, open

epression o ee&in#so @ses 'ehaio"ra& science 7no!&ed#eo >odies c"&t"ra& nors and ro&es



Ch. 1/ %o!er and %o&itics (p#. 4/M-43)

1/.1 Dene power and reie! the 'ases o indiid"a& po!er

Power

• Ehe capacit+ to inf"ence others !ho are in a state o dependence

• 2ot a&!a+s perceied or eercised

• Does not ip&+ poor re&ations 'et!een peop&e !ith po!er and &ess po!er

• Can fo! in an+ direction in an or#ani$ation

• Can app&+ to #ro"ps or indiid"a&s

Bases o' Power

• %o!er is o"nd in the position in the or#ani$ation or the resources that +o"

coand• &egitimate Power

o %o!er deried ro a persons position or o' in an or#ani$ationo

0n&+ !or7s !e&& !hen ep&o+ees accept the inf"ence• eward Power

o %o!er deried ro the a'i&it+ to proide positie reinorceento 0ten "sed in con"nction !ith &e#itiate po!er

Coerci%e Powero %o!er ro the "se o p"nishent or threato 0ten "sed to s"pport &e#itiate po!ero 0pposite to re!ardo Benera&&+ ineectie, proo7es considera'&e resistance

e'erent Power

o %o!er deried ro 'ein# !e&& &i7ed '+ otherso

e tend to oer&oo7 the ne#aties o a ro&e ode&o Ier+ po!er"&, achiees 'etter cop&iance than re!ardin# or coerciono 2ot position-dependent, '"t can 'e "sed to stren#then &e#itiate

po!er• )*pert Power

o %o!er ro hain# specia& inoration or epertise that is a&"ed '+ an

or#ani$ationo Corresponds to the diGc"&t+ o #ettin# a rep&aceento Soe secretaries hae incredi'&e epert po!er ro !or7in# thereo >ost associated !ith ep&o+ee eectieness



1/./ p&ain ho! peop&e o'tain po!er in or#ani$ations

%o!er is o'tained '+ doin# the ri#ht thin#s at the ri#ht tie "nder the ri#htcirc"stances. Ehe+ "st t the o&&o!in# criteria:

• )*traordinary Acti%ities / >"st peror ece&&ent&+ in "n"s"a& or non-

ro"tine actiities• 7isible Acti%ities / %eop&e "st 7no! o the actiit+ perored

• ele%ant Acti%ities < %eop&e "st care a'o"t the actiit+ and see it as

re&eant to the or#ani$ations pro'&es

*t can a&so 'e done '+ c"&tiatin# the ri#ht peop&e

• utsiders / Nno!in# the ri#ht peop&e o"tside o the or#ani$ation can &ead to

interna& inf"ence '+ association or eterna& 7no!&ed#e• Subordinates / Bettin# to 7no! "p-and-coin# s"'ordinates can &ead to a

#ood rep"tation or +o" (#ood tea, #ood &eader)• Peers < %reents 'arriers in the "t"re ac"isition o po!er (e.#. as7in# or

ao"rs, #ettin# 'ac7sta''ed). ?&so re!arded or tea!or7• Superiors < S"periors as entors or sponsors can proide po!er thro"#h

specia& inoration and introd"ctions to specia& peop&e

1/.3 Disc"ss the concept o empowerment

)mpowerment < Biin# peop&e the a"thorit+, opport"nit+ and otiation to ta7einitiatie and so&e or#ani$ationa& pro'&es

• Ehis ip&ies &e#itiate po!er

• 0pport"nit+ < reedo ro '"rea"cratic 'arriers

• po!erent A hirin# peop&e intrinsica&&+ otiated '+ po!er and

opport"nit+, etrinsic re!ards in s"ccess"& perorance.



o Bies the ep&o+ee the ee&in# o a7in# thin#s happen, #ies

c"stoers a #od eperience• ?"thorities can a&so share po!er !ith s"'ordinates

o Hosters o' satisaction, or#ani$ationa& coitent, or#ani$ationa&

citi$enship 'ehaio"rs, hi#h peroranceo

20E "n&iited po!er. %o!er in p&ace !here it is needed. >"st atchc"stoer and ep&o+ee epectations .#. #iin# >cDic7s personne& a'i&it+ to a7e ad"stents is not

too re&eant, peop&e "st !ant a "ic7 serice Ehere is a c"re o po!er and s"Gcienc+

1/.4 eie! ario"s infuence tactics

Infuence "actics < Eactics "sed to conert po!er into act"a& inf"ence oer others. Eactics inc&"de:

• ?ssertieness

• *n#ratiation < "sin# fatter+po&iteh"'&e

• ationa&it+ < "sin# &o#icp&annin#coproise

• chan#e < doin# ao"rs

• @p!ard appea& < appea&in# "p the or#ani$ationa& chain

• Coa&ition oration < See7in# s"pport ro other e'ers

Ehe choice o tactics depends on the 'ase o po!er. .#. coercie i#ht #raitateto!ards assertieness, reerent A in#ratiation, epert A rationa&it+.

Can a&so depend on !ho +o"re inf"encin#. .#. s"'ordinates ore &i7e&+ to receie

assertieness, rationa&it+ directed to!ards s"periors.

>ost eectie depends on the person and the sit"ation. =east eectie is a shot#"nst+&e that "ses a&& the tactics.

1/.5 %roide a pro&e o po!er see7ers



%o!er is not necessari&+ a aniestation o ei&. hen "sed responsi'&+, it can 'eeectie and ethica&. >cC&e&&and sa+s the 'est ana#ers, institutional managers,are:

• i#h in need or po!er

• @se their po!er to achiee or#ani$ationa& #oa&s

• @se a participatie or coachin# &eadership st+&e• e&atie&+ "nconcerned !ith ho! others perceie the

Ehe+ rerain ro:

• Coercion

• Hao"rites

Ehe+ are 'etter than po!er ana#ers and aG&iatie ana#ers (those !ho preer to'e &i7ed). *nstit"tiona& ana#ers are ost responsi'&e, proide the 'est c&arit+, hae'est tea spirit

1/.6 p&ain strategic contingencies and disc"ss ho! s"'"nits o'tain po!erStrategic Contingencies

• Critica& actors aectin# or#ani$ationa& eectieness that are contro&&ed '+ a

7e+ s"'"nit• Ehe !or7 other s"'"nits peror is contin#ent on the perorance o a 7e+

s"'"nit

Conditions 'or Strategic Contingencies

• Scarcity < scarce reso"rces can ca"se prioriti$ation o dierent s"'"nits.

%o!er is #ained !hen reso"rces are sec"red• 2ncertainty < s"'"nits that dea& 'est in "ncertaint+ !i&& #ain the ost

po!er. S"'"nit po!er can chan#e dependin# on eterna& actors• Centrality < s"'"nits c&osest to the centra& ission!or7 fo! o the

or#ani$ation has ore po!er. *t can 'e centra& in 3 !a+s:o Contro&&in# the nanceso Contro&&in# the "a&it+"antit+ o prod"ctiono Centra& to the or#ani$ations #oa&s

• Substitutability < po!er !hen s"'"nits actiities are diGc"&t to 'e

cop&eted '+ another s"'"nit

1/. Dene organi#ational politics and disc"ss its ario"s ors

rgani3ational Politics < p"rs"it o se&-interest in an or#ani$ation, !hether or notthe se&-interest corresponds to or#ani$ationa& #oa&s

• *t is se&-conscio"s and intentiona& and can 'e indiid"a& or s"'"nit. Ehere are

/ criteria or 'ein# or#ani$ationa&&+ sanctioned:1. Ehe ends are sanctioned '+ the or#ani$ation/. Ehe eans are sanctioned '+ the or#ani$ation



ap&es:

1. p&o+ee #ettin# a raise or increasin# her sa&es '+ 3MQ in the net onths

/. ead n"rse #iin# a prootion o"t or "nior n"rse in ret"rn or not

reportin# thets3. @se o 'ri'er+ to #et Sa&t =a7e Cit+ 0&+pics4. Ha&si+in# doc"ents to hire riends and proises specia& serices to

those he&pin# hi

%o&itica& actiities occ"r "nder the o&&o!in# conditions:

• >ost &i7e&+ to occ"r in idd&e and "pper ana#eent

• S"'"nits !ith c&ear #oa&s and ro"tine tas7s are &ess &i7e&+ to 'e po&itica&

• Soe iss"es are ore &i7e&+ or po&itics to occ"r

• Scarce reso"rces, "ncertaint+ and iportant iss"es ca"se po&itics

%o&itics res"&t in &o!er o' satisaction, coitent, citi$enship, increased stressand t"rnoer. i#her to&& on o&der !or7ers than +o"n#er !or7ers

Political S#ill < a'i&it+ to "nderstand others at !or7 and to "se that 7no!&ed#e toinf"ence others to act in !a+s that enhance ones persona& or or#ani$ationa&o'ecties. Hactors:

• Socia& ast"teness < 'ein# #ood and care"& o'serers o other peop&es needs

and oties• *nterpersona& inf"ence < 'ein# pers"asie and s7i&&ed at p"ttin# peop&e at

ease• ?pparent sincerit+ < appear to 'e #en"ine and apparent&+ hae hi#h inte#rit+

•

2et!or7in# a'i&it+ < 'ein# #ood at esta'&ishin# #ood re&ations !ith 7e+or#ani$ationa& e'ers and o"tsiders to accop&ish ones #oa&s(networ#ing)

Ehese acets are positie&+ re&ated to perceied o' perorance. ?&so &ess stressedro ro&e confict.

(etwor#ing



Ehose hi#h in se&-estee and etraersion !ere ore &i7e&+ to en#a#e innet!or7in# 'ehaio"rs. n#a#in# in proessiona& actiities and interna& isi'i&it+eans career s"ccess. ain# a dierse net!or7 o po!er"& peop&e &eads topo!er"& reso"rces. Co"nteracts ora& or#ani$ationa& str"ct"res. Hactors:

• >aintainin# contacts

• Socia&i$in#• n#a#in# in proessiona& actiities

• %articipatin# in co"nit+ actiities

• *ncreasin# interna& isi'i&it+

+ac!ia%ellianism

• ? set o c+nica& 'e&ies a'o"t h"an nat"re, ora&it+, and perissi'i&it+ o

"sin# ario"s tactics to achiee ones ends• i#h achs are ore &i7e&+ to "se &+in# and deceit.

o Eend to act in a practica& anner (ends "sti+ the eans)o Eend to 'e #ood &iars and ps+chin# o"t copetitorso Eend to 'e #reat po&iticianso ?'&e to distance these&es ro their actionso ?'&e to identi+ !hen their tactics !i&& !or7. ?&& hae the o&&o!in#

characteristics: Can dea& !ith the person the+ !ant to inf"ence ace to ace *nteraction occ"rs "nder eotiona& circ"stances Sit"ation is "nstr"ct"red, e! #"ide&ines or approachin# the

interactiono S"cceeds !hen eotions distract otherso 2ot &i7e&+ to 'e act"a& hi#h perorers. Eend to 'e co"nterprod"ctie

De'ensi%e0eacti%e Politics

• Concerns the deense or protection o se&-interest. ed"ces threats to o!n

po!er '+ aoidin# ne#atie&+ perceied actions or aoidin# '&ae. Eacticsinc&"de:

o Sta&&in# < oin# s&o!&+o 0erconorin# < doin# thin#s strict to the &ettero "c7 passin# < not doin# the o' !hen +o"re ost "a&ied or ear o

ai&"reo "Gn# < doc"entin# eer+ action to sho! that an appropriate co"rse

o action !as "sed. ecoes po&itica& !hen this 'ecoes oreiportant than the tas7.

o Scape#oatin# < '&ain# others or a !ron#

1/.8 Dene ethics and reie! the ethica& di&eas that ana#ers and ep&o+eesace

)t!ics

• S+steatic thin7in# a'o"t the ora& conse"ences o decisions



• Conse"ences are the potentia& or har to an+ sta7eho&ders !ith the

decision• @nethica& practices are coon in '"siness

• @nder#rads are ore ethica& than >?s

)t!ical Dilemmas

• Contract"a& and &e#a&&+ andated iss"es are the ost proinent and &i7e&+ to

'e addressed (e.#. 'ri'er+, confict o interest, etc)• S"'ectie iss"es are the &ess &i7e&+ to 'e addressed (e.#. nepotis, chi&d

&a'o"r, !hist&e'&o!in#)• 0ten occ"pationa&&+ specic

• Benera&&+ accepted ethica& 'ehaio"rso onest co"nicationo Hair treatento Specia& considerationso Hair copetition

o esponsi'i&it+ to or#ani$ationo Corporate socia& responsi'i&it+o espect or &a!

Causes o' 2net!ical Be!a%iour

• Gain / !hen persona& #ain is "nchec7ed '+ p"nishent, or poor&+ desi#ned

copensation s+stes• ole Confict < confictin# #oa&s in dierent ro&es in the sae o'. .#.

en#ineers 'ecoe ana#ers in Cha&&en#er• Strong rgani3ational Identication / en#a#in# in "nethica& 'ehaio"r to

he&p the or#ani$ation and o'tain ao"rs ro the &o+a&t+• Competition < stron# copetition can ca"se hi#h stresses to peror !e&&.

2o copetition can 'e "nchec7ed and 'e "nethica&• Personality < certain persona&ities are ore &i7e&+ to 'e "nethica&.

conoica&&+ inded, irresponsi'&e, disen#a#ed peop&e are ore &i7e&+ to 'e"nethica&.

• rgani3ational and Industry Culture < co'ination o actors !ithin the

or#ani$ation create a c"&t"re o "nethica& 'ehaio"r. Can a&so res"&t ro o"to to"ch ana#ers choosin# the !ron# copensation

-!istle Blowing

• Disc&os"re o i&&e#itiate practices '+ a c"rrent or orer or#ani$ationa&

e'er to soe person or or#ani$ation that a+ 'e a'&e to ta7e action tocorrect these practices

• *portant in &ar#e or#ani$ations 'eca"se it is er+ eas+ to hide these thin#s

in these copanies• %eop&e !ith po!er rare&+ '&o! the !hist&e

1/.9 Dene sexual harassment and disc"ss !hat or#ani$ations can do to preent itand ho! the+ sho"&d respond to a&&e#ations



Se*ual $arassment

• @nethica& 'ehaio"r that stes ro the perpet"ation o a #ender po!er

i'a&ance. Can 'e er'a& or ph+sica&, ost&+ coitted '+ co!or7ers '"tost seere are done '+ s"perisors

o C&ients and c"stoers can en#a#e in harassento >ore &i7e&+ to occ"r in !oen !ith asc"&ine persona&it+ traits

(independence, assertieness, doinance) Deiance rather than se"a&it+

• Dea ear s+ndroe < inaction or cop&acenc+ o or#ani$ations in the ace o

char#es o se"a& harassento 3 ain reasons or this:

Deensie ana#eria& reactions *nade"ate anti-harassent po&icies and proced"res 0r#ani$ationa& eat"res that contri'"te to inertia& tendencies

• o! do +o" preent dea ear s+ndroeRo aine the characteristics o dea ear or#ani$ations and copare to

+o"r o!no Dee&op ana#eent s"pport and ed"cationo Sta+ i#i&anto Ea7e iediate actiono Create a #ood po&ic+o sta'&ish proper proced"res or reportin#

+a#ing )t!ical Decisions

• *denti+ sta7eho&ders

• *denti+ costs and 'enets o decisions to these sta7eho&ders

• Consider ora& epectations (inc&"des nors, &a!s, ethics codes)

• Hai&iari$e !ith coon ethica& di&eas aced '+ other peop&e in +o"rproession

• Disc"ss ethics !ith sta7eho&ders

• Conert ethica& "d#eents into action

asica&&+, reco#ni$e iss"es, a7e "d#eents, conert "d#eents into 'ehaio"r. Erainin# has a positie ipact on ethica& attit"des.

Final Content for BU288

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