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This study guide is about how organizations work and how people behave in them. It talks about different types of cultures, leadership styles, and decision-making processes. It also covers topics like motivation, personality, and job satisfaction. The guide helps us understand how people and organizations interact and how to make better decisions in the workplace.
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Study Guide Exam # 2 MGT 201 โ Organizational cultures - shared beliefs/ values that guides behavior in organization 4 cultures-> hierarchical cultures: rational culture: entrepreneurial culture: team culture: Workplace spirituality - โ Meaningful purpose โ Trust and respect โ Honesty and openness โ Growth and development โ Worker friendly practices โ Ethical and social responsibility โ Multicultural organizations & Diversity - core values that respect diversity and support : pluralism/ informational network integration/ structural intergration/ absence of prejudice and discrimination/ minimum intergroup conflict โ Multicultural Organizations - Has a culture with core values that respect diversity and support multiculturalism โ Multiculturalism - Involves inclusiveness, pluralism, and respect for diversity โ Diversity: โ Basically means the presence of differences โ Alone does not guarantee positive performance impact โ Must be included in training and human resource practices โ Positive impact results when diversity is embedded in the organizational culture โ Change Leader - Those who takes leadership initiative for changing the existing pattern of behavior of another person or social system. โ Subcultures - generational/ gender/occupational/functional โ ERG theory - 3 need levels -> clayton alderfer-> any/all needs can influence behavior at one time Existence needs: Relatedness needs: Growth needs: โ J ob enlargement - adding additional activities within the same level to an existing role โ Job enrichment - adding motivators to existing roles in order to increase satisfaction and productivity for the employees โ Vrooms theory of motivation - behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure to minimize pain โ Leadership styles - autocratic style: emphasis task over people Human relations style: emphasis people of tasks Laissez-faire style: shows little concern for tasks Democratic model: committed to task and people โ leadership models - Fiedler's contingency model:Good leadership depends on a match between leadership and situational demands Low LPC โ task-motivated leaders High LPC โ relationship-motivated leaders
Hersey-Blanchard situational leadership model: Leaders adjust their styles depending on the readiness, or task maturity, of their followers Readiness: willing/ confident workers are performing tasks Delegating: work best in high readiness situations (low task-> low relationship style) Participating: works best in low to moderate readiness situation(low task->High relationship style) Selling: moderate to high readiness situations(high task->high relationship style) Telling: best in low readiness situations(high task-> low relationship style) House path-goal leadership model: Leadership styles for dealing with path-goal relationships Directive leadership: gives direction/ schedules work Supportive leadership: make work pleasant treat people friendly and equally Achievement-oriented leadership: set high standards and continuous improvement Participative leadership: consult with subordinates during decision making Leader-member exchange model: Not all people are treated the same by leaders in leadership situations. Nature of the exchange is based on presumed characteristics High LMX(in groups): favorable personality/competency/compatibility Low LMX(out groups): low competency/unfavorable personality/low compatibility Leader-participation model:Helps leaders choose the method of decision making that best fits the nature of the problem situation. ->Basic decision-making choices Authority decision: leader should make a confident and capable decision with no time for discussion Consultative decision/Group decision: the leader lacks sufficient information to solve a problem by himself/herself and acceptance of the decision and commitment by others is necessary for implementation โ Types of power-reward, coercive, legitimate,authority,reference
โ Incremental Change โ Bends/nudges current systems/practices to better align them with emerging problems/opportunities โ Elements of observable culture