- •Review for bus206 2nd Test
- •Describe and define organizational structure.
- •Describe and define job design (grouping tasks into jobs) and how jobs can be enriched or simplified.
- •Describe how jobs can be grouped into functions and divisions or matrix and product team
- •Describe how managers coordinate functions and divisions by creating a hierarchy of authority and balancing centralization and decentralization.
- •Discuss the factors that determine the choice of overall structure (mechanistic: formal or Organic: flexible)
- •Describe the activities in Human Resource Planning including job analysis.
- •Discuss the five components of an hr system and which you think is most important:
- •Recruitment ( pool of potential applicants) and Selection (valid and reliable techniques)
- •Training and Development (Needs assessment and types of techniques)
- •Performance Appraisal and Feedback (360 degree, formal or informal)
- •Pay and Benefits (pay level and pay structure, cafeteria style benefits)
- •Labour Relations (labour unions)
- •Describe and give examples of the 3 systems of control measures (feedforward, concurrent, feedback).
- •Show how culture can influence how managers plan, organize, lead and control.
- •Define motivation.
- •Compare and contrast Abraham Maslow’s Hierarchy of Needs with Herzberg’s Hygiene/Motivator theory.
- •Describe what is meant by feeling an underpayment inequity. What corrective actions might be taken to restore the perception of equity?
- •What assumption underlies Reinforcement Theory? How could a manager apply the four techniques ( Positive, Punishment, Extinction and Negative) to modify undesired workplace behaviours.
- •Describe the five sources of managerial power.
- •Describe the evolution of leadership theory from the early Behavioural models to Contingency models.
Describe the five sources of managerial power.
Leadership- the process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.
Legitimate power- the authority that a manager has by virtue of his or her position in an organization’s hierarchy.
Reward power- the ability of a manager to give or withhold tangible and intangible rewards.
Coercive power- the ability to persuade someone to do something that he or she otherwise would not.
Expert power- power that is based in the special knowledge, skills, and expertise that a leader possesses.
Referent power- power that comes from subordinates’ and coworkers’ respect, administration and loyalty
Describe the evolution of leadership theory from the early Behavioural models to Contingency models.
The behaviour model of leadership describes 2 kinds of behaviour that mosr leaders engage in: consideration and initiating structure. The managerial grid represents 5 styles of leadership based on the degree of behaviour along these 2 dimensions.
Consideration- behaviour indicating that manager trust, represents, and cares about about subordinates.
Initiating- ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.
Contingency models take into account the complexity surrounding leadership and the role of the situation in determining whether a manager is an effective or ineffective leader.
Compare and contrast Transactional and Transformational leadership.
Transactional leaders generally motivate their subordinates to meet expectations by rewarding high performance and extinguishing undesirable behaviours.
Transformational leadership occurs when managers have dramatic effects on their subordinates and on the organization as a whole and inspire and energize subordinates to solve problems and improve performance. These effects unclude making subordinates aware of their of the importance of their own jobs and high performance; making subordinates aware of their own needs for a personal growth, development, and accomplishment; and motivating subordinates to work for the good of the organization and not just their own personal gain. Managers can engage in transformational leadership by being charismatic leaders and by engaging in developmental consideration, Transformational managers also often engage in transactional leadership by using their reward and coercive powers to encourage high performance.