transactional leadership

making sure people are getting the job right, giving advice

transformational leadership

inspiring, motivating, connecting with people

situational/contingent leadership

changing leadership style based on the situation

paralanguage

tone, tempo, words stressed

body language

facial expressions, gestures, posture, eye contact

communication process

sending information through the noise to the receiver

step one of the communication process

the message gets encoded

step two of the communication process

passes through the channel of communication through the noise

step three of the communication process

the message being received and decoded

step four of the communication process

after its decoded, feedback is send to the sender through the noise

step one of feedback model

observation of concrete behavior

step two of feedback model

impact of behavior

step three of feedback model

of whom the impact was on

formal network

focuses on who REPORTS to who

informal network

who TALKS to who

formal authority

the official boss, has final say

relevance

works on core/main tasks of the organization

centrality

works at HQ, with all the big bosses

Autonomy

creates their own schedule, work from home, more choices

visibility

ability to be seen across the organization

uniqueness

irreplaceable, uniqueness of contribution

formal AND personal power

influence through the role, visibility, and position

personal power

expert, referent, effort, track record

expert in regards to personal power

ability to influence others through experiences

referent in regards to personal power

ability for others to identify and respect you

psycological effects of too much power

self serving bias, in group bias, system justification

self serving bias

blaming everyone else when things go wrong, and giving self credit for when things go right

in group bias

favoring own group over others

system justification

Motivation to defend and justify social systems.

behavioral effects of too much power

risk taking, decreased perspective taking, creating rules that benefit the group, speaking out of turn

effects of powerlessness

blind obedience, disengagement and neglect, rebellion

influence principals

reciprocity, liking, consistency, authority, scarcity

reciprocicity

people want to repay in kind

liking

like ppl who like them

Consistency

ppl align with CLEAR commitments

authority

ppl defer to experts

scarcity

ppl want MORE of whats less

BATNA

best alternative to a negotiated agreement

Reservation Price

lowest ur willing to go

zone of agreement

range between buyer and seller's reservation prices

target/aspiration price

the ideal agreement

negotiation techniques

anchoring, countering, concessions

Anchoring in negotiation

a first offer that is favorable to you

how to anchor in negotiation

prepare legit rationale, use when well prepared

countering in negotiation for aggressive offers

make an equally extreme counter offer, ask for explanantion, threaten to walk away if you are serious

countering in negotiation for agressive offers

body language

concessions in negotiation

dont accept the first offer, allow for concessions, signal info with concessions.

distributive negotiation

key issues are valued EQUALLY, not a continous agreement

intergrative negotiation

potential to expand the "pie", carefully sharing info, focusing on interest

compatible negotiation

both parties seeking the same thing

diversity

characteristic of a group of people where differences exist on more relevant dimensions such as gender

diversness

a GROUP of people are diverse

equity

fair treatment and equality of opportunity, info, and access

inclusion

active contribution and participation of all

cross culture integration for experts

dial it down, adjust vocab

cross culture integration for non

experts

cross culture integration for managers

take responsibility for good interactions btw experts and non experts

job analysis

KSAO

Work factor K

Knowledge

Work Factor S

Skills

Skill

psycomotor

Work factor a

Ability

Ability

cognitive

Work factor o

other

other

personality

selection process

initial, substantive, contingent

initial selection

resume scan, basic requirement check

substantive selection

the less qualified are rejected

contingent selection

background check/drug tests

BAD ways to measure KSAO

reference checks, unstructured interviews,brain teasers

organizational culture

shared values, beliefs, perceptions of organizational employees

What does organizational culture do?

communicated unwritten rules, creates sense of identity, behavioral predictability, commitment to philosophy

where does culture come from?

history,imprint, top role manager, employee selection,rites, lingo

the change process

unfreeze

unfreeze

establish need for change

transform

identify source of resistance, build support, measure progress

refreeze

institutionalize the change, make sure other support change, prepare for next change

gap analysis

diagnose gaps between where it currently is and where it should be

how to diagnose gap

measuring performance/benchmarks, surveys, market research

why is there resistance to change?

desire, ability,opportunity, and change itself

RTC -desire

dislike of new direction

RTC -ability

change isnt understood

RTC -opportunity

beaurocracy, "Red tape"

how to manage resistance to change?

Education, participation, facilitation, negotiation, manipulation, coercion

RTC -education

communicating information

RTC -participation

input of planning from employees

RTC -facilitation

providing resources

RTC -negotiation

emphasize gains, demphasize loss

RTC -manipulation

token involvement

RTC -coercion

direct or indirect threats