Learning Objectives .


38 views
Uploaded on:
Description
2. Recognize the bases of force in organizationsDescribe how power can be analyzed and procured in associations. Learning Objectives . 3. Administration. Authority DefinedThe procedure of moving, affecting, and managing others to partake in a typical effort.Formal LeadershipThe procedure of impacting significant others to seek after authority hierarchical objectives.Informal LeadershipThe procedure of
Transcripts
Slide 1

Learning Objectives Understand points of view on administration, and how viable authority may rely on ... Qualities Behaviors Situations (Fiedler\'s possibility hypothesis) Transactions amongst pioneers and devotees (e.g., "way objective" initiative) Transformational movement - mystique

Slide 2

Knowledge Objectives Identify the bases of force in associations Describe how power can be analyzed and obtained in associations

Slide 3

Leadership Defined The way toward moving, affecting, and controlling others to take an interest in a typical exertion. Formal Leadership The way toward impacting important others to seek after authority hierarchical goals. Casual Leadership The way toward affecting other to seek after informal destinations that could possibly serve the association\'s advantages.

Slide 4

Leadership as Traits Trait Theory The scan for widespread attributes controlled by all pioneers. An early quality profile discovered direct concession to five attributes Intelligence Scholarship Dependability in practicing obligations Activity and social interest Socioeconomic status

Slide 5

Leadership as Traits A Modern Trait Profile: Leaders with Emotional Intelligence Emotional Intelligence (EI): the capacity to screen and control one\'s feelings and conduct in complex social settings. Authority characteristics related with EI Self-mindfulness Self-administration Social mindfulness Relationship administration

Slide 6

Leadership as Traits The Controversy Over Male and Female Leadership Traits Rosener\'s examination: Female pioneers are better at sharing force and data. Later research found no noteworthy contrasts in the administration styles of men and ladies. Ladies did not fit the female generalization. Men did not fit the male generalization.

Slide 7

Leadership as Behavior Behavioral Styles Theory WWII investigations of the examples of pioneer practices (initiative styles) as opposed to who the pioneer was (attributes). Majority rule style Authoritarian style Laissez-faire (hands-off style)

Slide 8

Leadership as Behavior The Ohio State Model Initiating structure: pioneer\'s endeavors to get things composed and complete things. Thought: the level of trust, fellowship, regard, and warmth that the pioneer reached out to subordinates. Distinguished four authority styles Low structure, high thought High structure, high thought Low structure, low thought High structure, low thought

Slide 9

Leadership as Behavior The Leadership Grid® The conviction that there is one best style of administration. Sympathy toward generation: the craving to accomplish more noteworthy yield, cost-adequacy, and benefits. Sympathy toward individuals: advancing companionships, helping collaborators take care of business, and taking care of things that matter to individuals.

Slide 10

Leadership - reliant on the circumstance Fiedler\'s Contingency Theory Performance of the pioneer relies on upon how much the circumstance gives the pioneer control and impact (idealness of the circumstance). the pioneer\'s essential inspiration to either fulfill the undertaking or having steady associations with others (errand or relationship inspiration). The test is to coordinate the pioneer with a reasonable circumstance: simpler to move the pioneer than to change the pioneer\'s style.

Slide 11

Leadership as trade Path-Goal Theory Derived from anticipation inspiration hypothesis. Successful pioneers improve representative inspiration by clearing up impression of work objectives. connecting prizes to objective accomplishment. clarifying how objectives and prizes can be accomplished. Authority styles Directive Supportive Participative Achievement-situated

Slide 12

Leadership as Transformation Transformational Leadership Theory Transformational pioneers Are fit for graphing new courses for their association. Are visionaries who challenge individuals to do remarkable things, well beyond the arrangement. Value-based pioneers Monitor individuals to so they do the normal, as per plan keeping in mind the end goal to keep up business as usual. Inspire individuals to get things done by offering a reward or undermining them with a discipline.

Slide 13

Behavior Modification Behaviorism The conviction that detectable conduct is more essential than internal states (needs, rationale, or desires). Great results empower conduct, though troublesome outcomes dishearten conduct. Operant Conditioning The investigation of how conduct is controlled by the encompassing condition.

Slide 14

Behavior Modification (cont\'d) What Is Behavior Modification? The functional use of operant molding procedures to ordinary conduct issues. The methodical administration of ecological components to inspire individuals to do the correct things all the more frequently and the wrong things less regularly. Dealing with the predecessors or potentially results of noticeable conduct.

Slide 15

Behavior Modification (cont\'d) Managing Antecedents Antecedent: a natural prompt for a particular conduct. Prompt control: controlling the introduction of signs to evoke the sought practices at particular places and times. Overseeing forerunners is a method for empowering great execution.

Slide 16

Behavior Modification (cont\'d) Managing Consequences Positive support: empowering a conduct with a satisfying result. Negative support: empowering a conduct by quickly pulling back or ending a disappointing outcome. Eradication: demoralizing a conduct by disregarding it. Discipline: debilitating a conduct by the prompt introduction of an undesirable result or the withdrawal of something attractive.

Slide 17

Behavior Modification (cont\'d) Positively Reinforce What Is Right About Job Performance Build up alluring occupation practices by strengthening the attractive partner to an undesirable conduct. Concentrate on the positive parts of occupation execution. Plan Reinforcement Appropriately Continuous fortification: each occurrence of a conduct is remunerated. Discontinuous fortification: compensating a few, yet not all, examples of a conduct; the best type of support.

Slide 18

Influence - the practice of force in the work environment Influence Any endeavor by a man to change the conduct of bosses, associates, or lower-level representatives. Is not characteristically great or terrible. Can be utilized for simply narrow minded reasons. Can be utilized to subvert hierarchical destinations. Can be utilized to upgrade hierarchical viability.

Slide 19

Power What Is Power? The capacity to marshal the human, enlightening, and material assets to complete something. Control influences Decisions Behavior Situations Types of force Power over: the capacity to rule. Energy to: capacity to act unreservedly. Control from: capacity to oppose the requests of others.

Slide 20

Power (cont\'d) Five Bases of Power Reward control: being able to give rewards. Coercive power: picking up consistence through dangers or discipline. Honest to goodness control: picking up consistence in light of the power related with holding a predominant position. Referent power: picking up consistence in light of charm or individual recognizable proof. Master control: picking up consistence in view of the capacity to apportion esteemed data.

Slide 21

Power (cont\'d) Diagnosing and Using Power utilized between respectably subordinate individuals/gatherings can survey who has it; frequently typical control over assets, data, expert help other people achieve control (standards of correspondence) Delay, speed, rebuild

Slide 22

Influence and Power Eight Generic Influence Tactics Consultation Rational influence Inspirational interests Ingratiating strategies Coalition strategies Pressure strategies Upward interests Exchange strategies

Recommended
View more...