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Ohio State Study
- 2 key dimensions of leader behavior
- Initiating structure – the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment
- Consideration – the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings
- Both are important
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Michigan Study
- Found 2 key dimensions of leader behavior:
- Employee-oriented – A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members
- Study strongly favored these leaders
- Associated with higher group productivity and greater job satisfaction
- Production-oriented – a leader who emphasizes technical or task aspects of the job
- Associated with low group productivity and low job satisfaction
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Fielder's Model
- Effective group performance depends on the proper match between leadership style and situation
- Assumes that leadership style (based on orientation revealed in Least Preferred Co-worker Questionnaire) is fixed
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3 Situational Factors
- Leader-member relations: degree of confidence and trust in the leader
- Task Structure: Degree of structure in the jobs
- Position Power: Leader’s ability to hire, fire, and reward
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Work Group vs Work Team
- Group: A group that interacts primarily to share info and make decisions to help each member perform
- - No joint effor required
Team: Generates poitive synergy through coordinated effort. The individual efforts result in a performance that is greater than the sum of the individual inputs.
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Types of teams
Problem Solving Teams: Groups of 5-12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment
- Self-Managed Work Teams: Groups
- of 10-15 people take on the responsibilities of their former supervisors
Cross-Functional Teams: Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task (ie Task Forces, Committees)
- Virtual Teams: Teams that use computer technology to tie together physically dispersed members in order of achieve a common goal
- Characteristics: Limited socializing, The ability of overcome time and space constraints
- To be effective, needs: Trust among members Close monitoring To be publicized
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Team Roles
- Linker – coordinates and integrates
- Creator – initiates creative ideas
- Promoter – champions ideas after they’re created
- Assessor – offers insightful analysis of options
- Organizer – provides structure
- Producer – provides direction and follow-through
- Controller – examines details and enforces rules
- Maintainer – fights external battles Adviser – encourages the search for more information
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Types of Variable Pay Programs
- Piece-Rate – a plan in which workers are paid a fixed sum for each unit of production completed
- - Weakness: Not feasible for many jobs
- Merit-Based Pay – a plan based on performance appraisal ratings
- - Gap increasing between average and top-performers
- - Weaknesses: validity of system based on annual appraisal, pay pool can be small, unions strongly exist
- Bonuses – a plan that rewards employees for recent performance rather than historical performance
- - Weakness: employees consider this pay
- Skill-Based Pay – a plan that sets pay on the basis of how many skills employees have or how many jobs they can do
- Profit-Sharing Plans – an organization-wide program that distributes compensation based on some established formula designed around a company’s profitability
- Gainsharing – an incentive plan in which improvements in group productivity determine the total amount of money that is located
- Employee Stock Ownership Plans (ESOPs) – company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits
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