- •Ministry of finance of ukraine
- •Hr managers
- •Contents Preface
- •Unit 1 what is human resource management?
- •Vocabulary 1
- •The nature of human resource management
- •Vocabulary 2
- •What are hrm programs aimed at?
- •A partial list of tasks and ksAs for the position of regional sales manager
- •Vocabulary 1
- •Text 4 Forecasting Demand for Employees
- •Unit 3 human resource planning: forcasting supply of employees
- •Vocabulary 1
- •Text 5 Forecasting supply of employees
- •Vocabulary 2
- •1. Read text 6 and think of the suitable title. Text 6
- •Comprehension check.
- •Steps in writing a summary
- •Here are a few tips for you about writing a summary and some useful expressions
- •Unit 4 Recruiting
- •Text 7 The Purposes of Recruiting
- •Vocabulary 1
- •Unit 5 Selecting employees: part 1
- •Vocabulary 1
- •The application
- •Vocabulary 2
- •Unit 6 Selecting employees: part 2
- •Vocabulary 1
- •The Interview
- •Job interview questions for selection of managers
- •Vocabulary 2
- •He looks quite good on paper.
- •Vocabulary 3
- •Unit 7 Selecting employees: part 3
- •Unit 8 Orientation and training: part 1
- •Vocabulary 1
- •Text 13 Orientation
- •Text 14 training
- •Text 15 Training Needs
- •Unit 9 Orientation and training: part 2
- •Text 16
- •Text 17 Evaluation of Results of Training
- •Vocabulary 1
- •Text 18 Objective Performance Measures
- •Vocabulary 2
- •Trait- and Behaviour-Based Dimensions of Performance Appraisals
- •Text 19 Subjective performance Measures
- •2. Comprehension check.
- •Text 20
- •Unit 11 Compensating employees
- •Vocabulary 1
- •Text 21
- •Text 22 Determining Compensation
- •Vocabulary 2
- •Unit 12 promoting, transferring and terminating employees
- •Vocabulary
- •Text 24 promotions and transfers
- •Text 25 termination
- •Text 26
- •Unit 13
- •Texts for self-study
- •Teamwork Makes eds an Information Powerhouse
- •Text 2 the nature of groups and teams
- •Benefits of Teams
- •A model of work group effectiveness
- •Text 5 Types of Groups
- •Text 6 Size and composition of Groups
- •Text 7 Stages of Group Development
- •Text 8 Group Norms
- •Development and socialization of group Norms
- •Text 10 Group Roles
- •Text 11 problems in groups
- •Text 12 what is motivation?
- •Text 13 The Importance of Motivation
- •Motivation and job design
- •Text 15 Flexible-Scheduling Strategies in Work Design
- •Text 16 Paying for Performance
- •Text 17 the nature of leadership
- •The Sources of Power
- •Trait approach to leadership
- •Table 5
- •Text 20 contingency theories of leadership
- •Text 21 Fiedler's Contingency Theory
- •Path-Goal Theory
- •Vroom-Yetton-Jago Participation Model
- •Current trends in the study and practice of leadership
- •Leader-Member Exchange Theory
- •Charismatic Leadership
- •Transactional versus Transformational Leadership
- •Tapescripts
- •The importance of human resource management
- •Glossary
- •Integrity tests
- •Trait appraisal
- •Кучина Наталя Михайлівна англійська мова для майбутніх управілінців людськими ресурсами
Text 21 Fiedler's Contingency Theory
While Blanchard's theory calls for leaders to adjust their behaviours to meet the situational needs of subordinates, Professor Fred Fiedler took a different approach in his earlier contingency theory, suggesting that successful leadership requires matching leaders with mainly stable leadership styles to the demands of the situation. If a leader's style does not match the situation, then either the situation should be changed or another leader should be found who does match the situation.
Leadership Style
A major, often controversial aspect of Fiedler's theory is how he characterizes and measures leadership style. Fiedler asserts that a leader tends to be either relationship- oriented (similar to the employee-centred styles) or task-oriented (comparable to the directive styles). He considers a leader's style, like a trait, to be rooted in his or her personality and to be stable regardless of the situation. Task-oriented leaders always emphasize getting the job done without much concern for their subordinates' feelings; relationship-oriented leaders are most concerned about their people across all kinds of tasks. However, Fiedler's critics counter that people are capable of learning and changing their behaviours, even leadership behaviour.
To measure a leader's style, Fiedler devised a least preferred co-worker (LPC) scale consisting of a series of adjective continuums. Low-LPC leaders view and describe their least preferred co-workers negatively and are thought to be task-oriented. High-LPC leaders view even their least preferred co-worker in a relatively favourable light and are thought to be relationship-oriented. Fiedler's LPC scale to measure leadership style is also controversial, with some researchers questioning the scale's validity.
Situational Contingencies
Whether a relationship-oriented or task-oriented leader will be successful depends on the favourability of the situation - that is, the extent to which the situation gives the leader control over subordinate behaviour. Favourability is defined by three aspects of the situation:
Leader-member relations - the extent to which the leader is accepted by group members and has their support, respect, and goodwill is the most important determinant of favourability.
Task structure - the degree to which a task is well defined or has standard procedures for goal accomplishment. Creative or ambiguous tasks would be less structured.
Position power - the extent to which a leader has formal authority over employees to evaluate their work, assign tasks, and administer rewards and punishment.
By combining these three situational variables, we can derive eight different situations, called octants (Figure 11). The most favourable situation (octant 1) is one in which leader-member relations are good, the task is structured, and the leader has strong position power. The least favourable situation (octant 8) is one where a leader has poor relations with subordinates, an unstructured task, and little formal power.
Figure 10
Style Effectiveness
In his research, Fiedler found that task-oriented leaders tended to be most effective (have higher group productivity) in the three most favourable and the very least favourable situations (octants 1, 2, 3, 8), while relationship-oriented leaders were most effective in the situations of moderate favourableness. If the leader's style does not match the situational demands, Fiedler would advise the leader to alter the situation, perhaps by restructuring the task or seeking more position power.
There has been considerable research on Fiedler's model, generating both support and criticism for his ideas. Criticisms of the model include its neglect of leaders who score in the middle on the LPC scale, the use of the LPC scale itself, the fact that many leaders can and do change their behaviours, and the relative lack of consideration of other situational characteristics related to the group. Nonetheless, Fiedler's contingency theory was one of the first to recognize the importance of the situation to leadership effectiveness, and it sensitized managers and researchers alike to the ineffectiveness of the one-best-way approach to leadership.
Which of these statements expresses the main idea of the text?
According to Fred Fiedler, successful leadership requires matching leaders with mainly stable leadership styles to the demands of the situation.
According to Fred Fiedler, a leader's style is rooted in his or her personality and is stable regardless of the situation.
Whether a relationship-oriented or task-oriented leader will be successful depends on the favourability of the situation.
Fiedler's contingency theory was one of the first to recognize the importance of the situation to leadership effectiveness.
2. Find in the text English equivalents of these words and phrases.
1. закликати |
6. стверджувати |
11. не надто піклуючись про |
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2. пристосовувати |
7. бути схильним до |
12. парирувати, заперечувати |
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3. відповідність |
8. риса характеру |
13. вимірити |
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4. сталий стиль |
9. коренитися |
14. придумати, винайти |
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5. спірний, дискусійний |
10. незалежно від |
15. шкала найменш прийнятного співробітника |
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16. розглядати |
27. вирішальний фактор |
38. намагатися одержати посадові повноваження |
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17. описувати |
28. творчий |
39. породити, збудити, викликати |
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18. у сприятливому світлі |
29. неясний, двозначний |
40. зневага |
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19. сумніватися, піддавати сумніву |
30. посадові повноваження |
41. досягти (певного рівня) |
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20. вагомість, валідність, обґрунтованість |
31. винагорода |
42. шкала |
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21. залежати від |
32. покарання |
43. нестача, дефіцит |
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22. ступінь |
33. ситуаційна змінна |
44. розгляд, аналіз |
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23. визначатися |
34. сприятливий |
45. однак, втім, проте |
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24. прийматися |
35. помірний |
46. визнавати |
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25. повага |
36. відповідати (чомусь) |
47. змусити (когось) зрозуміти |
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26. прихильність |
37. змінити |
48. однобічний підхід |
3. Are these statements true or false? Correct the false ones.
The evident value of Fiedler's theory is how he characterizes and measures leadership style.
Task-oriented leaders always emphasize getting the job done in addition to much concern for their subordinates' feelings.
Fiedler's critics deny that people are capable of learning and changing their behaviours.
Leader-member relations are the most important determinant of the favourability of the situation.
Task structure is the extent to which a task is well described or has standard procedures for goal attainment.
The most favourable situation is one in which leader-member relations are good, the task is structured, and the leader has little formal power.
In his research, Fiedler found that task-oriented leaders tended to be most effective in the situations of moderate favourableness.
Criticisms of the Fiedler’s model include the absolute lack of consideration of other situational characteristics related to the group.
Fiedler's contingency theory made managers and researchers understand the ineffectiveness of the one-best-way approach to leadership.
4. Answer the questions.
Does Fiedler’s contingency theory suggest that leaders adjust their behaviours to meet the situational needs of subordinates?
What should be done if a leader's style does not match the situation?
What other leader’s style is relationship-oriented leader’s style like?
Did Fiedler think that a leader's style was changing depending on the situation?
What is the main concern of relationship-oriented leaders?
What is Fiedler's LPC scale like?
How do task-oriented leaders and relationship-oriented leasers differ in describing their co-workers?
What does the favourability of the situation suggest?
What does position power mean?
In what situations are relationship-oriented leaders most effective according to Fiedler?
How would Fiedler advise the leader to alter the situation if the leader's style does not match the situational demands?
5. Write a summary of the text.
TEXT 22