Adm2336
Review
70 multiple choices
Chapter 9-14
Culture organization before they wen to through the change how the organization go through the ethical
Leadership * Great man/woman * What traits do leaders posses? * Behavioural approach: what do leaders do? * Initiating structure (task-oriented) vs. consideration )people-oriented) * Situational approach: Path-Goal
Participative Leadership
Low, influence by followers, High
Autocratic decision,
Dominanat leadership theoties:
Leader-member exchange
-focuses on the exchange of favors and benefits between a leaser and follower * Transformational/transactional Leadership
-focus
dominant leadership theories
* transactional leadership:
-contingent reward
-management by exception * Transformational leadership
Power
The potential or the capacity to influence others
Bases of power: * Legitimate power * Reward power * Coercive power * Referent power * Expert power
Dark Side of Leadership and Power
Machiavellianism
* The “high Mach” would see lying, deceit and other immoral acts to achieve personal goals
-The ends justify the means
The Stress Process
, Perceived Control
Perceived Control
Strains Psychological Physical Behavioral
Strains Psychological Physical Behavioral
Perception of Stressor
Perception of Stressor
Work-family conflict * Form of inter-role conflict * Dimensions * Time-based * Strains-based * Behavior-based
Decision Making * Types of problems:
Well-structured problem
Ill-structured problem * Steps for rational DM: 1. Identify problem 2. Search for Relevant Information 3. Develop Alternative Solutions to Problems 4. Evaluate Alternative Solutions 5. Choose Best solution 6. Implement Chosen Solution 7. Monitor and Evaluate Solution
A Model of Communication Process
Thinking Encoding Transmitting
Thinking Encoding Transmitting
Communication
70 multiple choices
Chapter 9-14
Culture organization before they wen to through the change how the organization go through the ethical
Leadership * Great man/woman * What traits do leaders posses? * Behavioural approach: what do leaders do? * Initiating structure (task-oriented) vs. consideration )people-oriented) * Situational approach: Path-Goal
Participative Leadership
Low, influence by followers, High
Autocratic decision,
Dominanat leadership theoties:
Leader-member exchange
-focuses on the exchange of favors and benefits between a leaser and follower * Transformational/transactional Leadership
-focus
dominant leadership theories
* transactional leadership:
-contingent reward
-management by exception * Transformational leadership
Power
The potential or the capacity to influence others
Bases of power: * Legitimate power * Reward power * Coercive power * Referent power * Expert power
Dark Side of Leadership and Power
Machiavellianism
* The “high Mach” would see lying, deceit and other immoral acts to achieve personal goals
-The ends justify the means
The Stress Process
, Perceived Control
Perceived Control
Strains Psychological Physical Behavioral
Strains Psychological Physical Behavioral
Perception of Stressor
Perception of Stressor
Work-family conflict * Form of inter-role conflict * Dimensions * Time-based * Strains-based * Behavior-based
Decision Making * Types of problems:
Well-structured problem
Ill-structured problem * Steps for rational DM: 1. Identify problem 2. Search for Relevant Information 3. Develop Alternative Solutions to Problems 4. Evaluate Alternative Solutions 5. Choose Best solution 6. Implement Chosen Solution 7. Monitor and Evaluate Solution
A Model of Communication Process
Thinking Encoding Transmitting
Thinking Encoding Transmitting
Communication