Reward power
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The power to give or withhold rewards, such as salary increases, bonuses,
promotions, praise, recognition, and interesting job assignments
Basic Premises (Vroom's Decision Tree)
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- Subordinate participation in decision making depends on the
characteristics of the situation
- No one decision-making process is best for all situations
,Emotional intelligence
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The extent to which people are self-aware, manage their emotions,
motivate themselves, express empathy for others, and possess social skills
Formal communication in organizations
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CEO ---> Managers ---> Employees
Informal communication in organizations
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• Interchanges among employees that take place outside the normal work
setting
• May or may not follow official reporting relationships and/or prescribed
organizational channels
• May have nothing to do with official organizational business
• Can promote a strong culture and enhance employee understanding of
how the organization works
Functional: U-form design
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, Based on the functional approach to departmentalization (U for unitary)
Decision making styles (Vroom's Decision Tree)
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• Decide: The manager makes the decision alone and then announces
or"sells" it to the group.
• Consult (individually): The manager presents the program to the group
members individually, obtains their suggestions, and then makes the
decision.
• Consult (group): The manager presents the problem to the group
members at a meeting, gets their suggestions, and then makes the decision.
• Facilitate: The manager presents the problem to the group at a meeting,
defines the problem and its boundaries, and then facilitates the group
member discussion as they make the decision.
• Delegate: The manager allows the group to define for itself the exact
nature and parameters of the problem and then to develop a solution
LPC theory
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A theory of leadership that suggests that the appropriate style of
leadership varies with situational favorableness
Self-esteem
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, The extent to which a person believes he or she is a worthwhile and
deserving individual
Situational Influence factors
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1. Technology
2. Environment
3. Size
4. Organization life cycle
Work consequences of stress
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• Poor quality work output and lower productivity
• Job dissatisfaction, low morale, and a lack of commitment
• Withdrawal through indifference and absenteeismFinal Review
Decision Timeliness (Vroom's Decision Tree)
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The time pressure for deciding may preclude involving subordinates.
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The power to give or withhold rewards, such as salary increases, bonuses,
promotions, praise, recognition, and interesting job assignments
Basic Premises (Vroom's Decision Tree)
Give this one a try later!
- Subordinate participation in decision making depends on the
characteristics of the situation
- No one decision-making process is best for all situations
,Emotional intelligence
Give this one a try later!
The extent to which people are self-aware, manage their emotions,
motivate themselves, express empathy for others, and possess social skills
Formal communication in organizations
Give this one a try later!
CEO ---> Managers ---> Employees
Informal communication in organizations
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• Interchanges among employees that take place outside the normal work
setting
• May or may not follow official reporting relationships and/or prescribed
organizational channels
• May have nothing to do with official organizational business
• Can promote a strong culture and enhance employee understanding of
how the organization works
Functional: U-form design
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, Based on the functional approach to departmentalization (U for unitary)
Decision making styles (Vroom's Decision Tree)
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• Decide: The manager makes the decision alone and then announces
or"sells" it to the group.
• Consult (individually): The manager presents the program to the group
members individually, obtains their suggestions, and then makes the
decision.
• Consult (group): The manager presents the problem to the group
members at a meeting, gets their suggestions, and then makes the decision.
• Facilitate: The manager presents the problem to the group at a meeting,
defines the problem and its boundaries, and then facilitates the group
member discussion as they make the decision.
• Delegate: The manager allows the group to define for itself the exact
nature and parameters of the problem and then to develop a solution
LPC theory
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A theory of leadership that suggests that the appropriate style of
leadership varies with situational favorableness
Self-esteem
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, The extent to which a person believes he or she is a worthwhile and
deserving individual
Situational Influence factors
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1. Technology
2. Environment
3. Size
4. Organization life cycle
Work consequences of stress
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• Poor quality work output and lower productivity
• Job dissatisfaction, low morale, and a lack of commitment
• Withdrawal through indifference and absenteeismFinal Review
Decision Timeliness (Vroom's Decision Tree)
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The time pressure for deciding may preclude involving subordinates.
