legitimate power (managers can insist employees work) , referent power (managers personal power, charisma) , expert power (expertise ,knowledge responsibility obligation to achieve organizational goals – delegation assigning responsibility – Leadership styles: autocratic democratic leader that involves employees in decision making, delegates – authority , encourages participation laissez-faire leaders leave all decisions to their employees and do not follow up – production oriented leaders emphasis the technical or task aspects of the job – employee orientated leaders emphasis interpersonal relations – 5 dimensions of trust: integrity honesty and truthfulness – competence technical and interpersonal knowledge and skills – consistency managers reliability ,predictability – loyalty willingness to protect another person – Openness one can rely on a manager to tell the whole truth. – Charismatic leadership have traits such as ability , self confidence , – strong convictions Visionary leadership ability to create and articulate a – realistic,credible,attractive vision for the future of the business Transactional leadership leaders exchange rewards for employee – compliance transformational leadership leaders effect on followers in that followers – feel trust , admiration , loyalty motivation is an inner desire to satisfy an unsatisfied need – performance = ability x motivation x resources informal groups interest groups group members usually share common – – interest or friendship groups exist to satisfy the social needs of –usually members formal groups command groups = (formal organigram ,line of – command) , task groups = created to complete a specific task Characteristics of groups: size affects overall performance – social loafing tendency to put in less effort – composition status - norms cohesiveness
legitimate power (managers can insist employees work) , referent power (managers personal power, charisma) , expert power (expertise ,knowledge responsibility – obligation to achieve organizational goals delegation – assigning responsibility Leadership styles: autocratic democratic – leader that involves employees in decision making, delegates authority , encourages participation laissez-faire – leaders leave all decisions to their employees and do not follow up production oriented leaders – emphasis the technical or task aspects of the job employee orientated leaders – emphasis interpersonal relations 5 dimensions of trust: integrity – honesty and truthfulness competence – technical and interpersonal knowledge and skills consistency – managers reliability ,predictability loyalty – willingness to protect another person Openness – one can rely on a manager to tell the whole truth. Charismatic leadership – have traits such as ability , self confidence , strong convictions Visionary leadership – ability to create and articulate a realistic,credible,attractive vision for the future of the business Transactional leadership – leaders exchange rewards for employee compliance transformational leadership – leaders effect on followers in that followers feel trust , admiration , loyalty motivation – is an inner desire to satisfy an unsatisfied need performance = ability x motivation x resources informal groups – interest groups – group members usually share common interest or friendship groups –usually exist to satisfy the social needs of members formal groups – command groups = (formal organigram ,line of command) , task groups = created to complete a specific task Characteristics of groups: size – affects overall performance social loafing – tendency to put in less effort composition status - norms cohesiveness
MNB1601-NOTES-BUSINESS-MANAGEMENT-1A.docx