DAC Leadership Tasks Discussion

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De Anza College

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Bus 160 ~ Chapters 12 & 13 1 CONFLICT & NEGOTIATION CHAPTER 11 CONFLICT & NEGOTIATION  Conflict: process where one party perceives to be (or potentially to be) negatively affected about something important, by someone else.  Functional Conflict: constructive & healthy dispute.  Negotiation: process where something of value to one party is exchanged for something of value to another party. 2 WHY CONFLICT OCCURS  Task:      What we do… Gaps in information Miscommunication of details Debate on what should be done Unclear goals, purpose, outcomes Disagreement about what should be done Who we engage with…  Process: How we accomplish the task(s)…  Relationship: When work is completed  Schedule and agenda issues  Where work is completed – logistics  How decisions are made  3 CONFLICT MODEL (PONDY) Latent Conflict Perceived Conflict Conflict Resolution Win-lose or lose-lose resolution Felt Conflict Actual Conflict Behavior Win-win resolution 4 VIEWS ON CONFLICT  Traditional: conflict should be avoided; they value harmony above all else…  Human Relations: conflicts are an inevitable part of life and people need to learn to deal with and resolve conflict; they generally value an efficient resolution…  Interactionist: conflict is a positive force that is necessary for effective group performance; they value the change and innovation above all else… 5 CONFLICT MANAGEMENT STRATEGIES (THOMAS) Assertive AS SE RT I VE NE SS Competing Collaborating Compromising Avoiding Accommodating Passive Cooperative Uncooperative 6 COOPERATIVENESS TRUST: The dependence on the integrity, ability, honesty and reliability of someone or something else. 7 TYPES OF TRUST  Disposition-based: derived form possessing personality traits that include a general propensity to trust others.  Cognition-based: derived from relying on factual information as a basis for trust.  Affect-based: derived from putting faith in others based on feelings and emotions. 8 TIPS FOR BUILDING TRUST (BE ETHICAL) 1. 2. 3. 4. 5. 6. Always tell the truth even if it does not portray you in the best light. Never make promises you know you can’t keep. Stay true to your values, especially when it comes to respecting the rights of others. Build a reputation of someone who has integrity and always does what’s right. Don’t let personal ambition get in the way of being fair and honest. Take a moment to remind yourself that being selfish will not serve you well. 9 CONFLICT RESOLUTION GOALS  Distributive Bargaining: Win-Lose negotiating  Integrative Bargaining: Win-Win negotiating  Failed Bargaining: Lose-Lose negotiating  Attitudinal Structuring: negotiation to affect or change the other’s opinion  Inter-organizational Bargaining: negotiation on behalf of a group of people, with agent who acts on behalf of another group of people 10 NEGOTIATION PROCESS  Preparation “early conversation is rarely substantive”     Action “talking too much means you’re not listening”     Establish parameters Never give impression that you won’t compromise Maintain tone (body language and listening) Closure “cross your Ts & dot your Is”    Craft your message… Set environment and logistics Get important information (fact-finding) Complete confirmations and paperwork Create follow-up and implementation strategy/schedule Implementation “No implementation = no buy-in”  Manage Task AND Process for understanding & buy-in 11 NEGOTIATION STRATEGIES BATNA ZOPA the Best possible Alternative To a Negotiable Agreement the Zone Of Possible Agreement The area where two sides in a negotiation may find common ground. 12 WHEN CONFLICT NEGOTIATION FAILS Conciliation: don’t offer solutions or decisions, but keep parties moving toward a solution  Fact Finders: neutral party to provide parties with facts relevant to conflict; sometimes they offer recommendations based on facts  Consultant: process facilitators who have no power, but help parties move toward a solution  Mediator: outside party that keeps people at the negotiation table by making suggestions and keeping a dialogue going (eg. ombudsman)  Arbitrator: makes final decision to resolve conflict  Law: criminal or civil legal proceedings 13  EXAM PREP… ALIGN THE THEORIES IN GROUPS DISCUSS CONFLICT STYLES…  View of Conflict Traditional Human Relations Interactionist  Management Strategies Compromising Competing Collaborating Avoiding Accommodating  Resolution Goals Distributive Bargaining (win-lose) Integrative Bargaining (win-win) Failed Bargaining (lose-lose) 14 GROUP WRITING ICA 1. Share 15 conflicts you found (HW) 2. Identify the Type of Conflict for each 3. Pick one to Negotiate 4. Negotiate for Conflict Resolution Leadership Bus 160 ~ Chapter 12 1 “The problem with most leaders today is they don’t stand for anything. Leadership implies movement toward something and convictions provide that direction. If you don’t stand for something, you’ll fall for anything.” Don Shula, former NFL Coach 2 Leadership The ability to influence others to take action of their own volition. Leadership is an action Leadership is a changing process Leadership is an art Leadership is a trait, an ability, a relationship     Leader + Follower + Context 3 Leadership History           Great Man Theory: bloodline & heredity Trait Theory: leader’s attributes Behavioral Theory: what leaders do Situational Theory: what’s situation? Contingency Theory: what’s context? Attribute Theory: Charismatic Cause & Effect Transactional Theory: relationship transactions Transformational Theory: large-scale change Team & Shared Leadership Theory: role shifts Servant & Stewardship Theory: facilitate & support 4 Great Man & Trait Theory Some people are born leaders… You are born with leadership traits or not…   Persuasive Confident * Intelligent * Open-minded Persistence Visionary Pragmatic 5 Common Leadership Traits Honest & Ethical * Determination Courageous Curious Compassionate * Decisive * Behavioral Theory from what leaders are, to what they do Task: the what that needs to be done     Initiating structure Product oriented Concern for production/goal attainment Relationship (& Process): how it gets done     6 Consideration Employee oriented Concern for people Managerial Grid (Blake & Mouton) CONCERN FOR PEOPLE HIGH 1,9 Country Club Management Thoughtful attention to needs of people “common stake” 5,5 Organization Management Balancing task with relationship 1,1 Impoverished Management Minimum effort to get work done 9,1 Authority – Obedience Minimal human interference LOW LOW 7 9,9 Team Management CONCERN FOR PRODUCTION HIGH Contingency Theory (Fiedler)  Leader behavior is task or relationship oriented Leader style is fixed Situation can be altered to fit leader style  Get ‘right’ leader for situation…      8 Position Power: authority (power to reward/punish) Task Structure: strength & clarity of goals Leader-Member Relationship: LMX & LPC  LMX = Leader-Member Exchange  LPC = Least-preferred Co-worker Low LPC = task-oriented High LPC = relationship-oriented Situational Theory (Hersey & Blanchard) Leadership depends upon the situation of follower readiness Leader’s adjust their style when the situation changes   FOLLOWER READINESS Able, & willing & confident Able, but unwilling or insecure Unable, but willing or confident Unable, & unwilling or insecure R4 R3 R2 R1 HIGH 9 LOW Situational Theory Supportive or Relationship Behavior HIGH High relationship & low task R3 PARTICIPATING SELLING Willing & unable S3 S2 Unwilling & able Willing & able S4 S1 Unwilling & unable DELEGATING LOW High task & high relationship R2 Low relationship & low task TELLING R4 R1 LOW 10 high task & low relationship HIGH Task or Directive Behavior Attribute Theory Visionary & Charismatic Leadership The leader’s job is to create a vision and engage energy of followers to realize that vision The leader must: ✓ demonstrate self-confidence ✓ have & hold strong convictions about vision ✓ articulate the vision ✓ behave out of the ordinary ✓ be perceived as a change agent ✓ be sensitive to the environment 11 Transactional    & Management Provide contingent rewards Active management by exception (direct corrective action) Passive management by exception (change context) 12 Transformational    Leadership Charisma & inspiration Intellectual stimulation & Problem-solving (decentralized) Individual consideration (high LMX) Transformational Leadership  Idealized Influence  Inspirational Motivation  Intellectual Stimulation  Individualized Consideration 13 Emotional Intelligence  Self-Awareness (personal competence behaviors)   Self-Regulation (personal competence traits)   Self-control, adaptability, transparency, optimism Social Awareness (social competence traits)   Ability to monitor & control behavior, honestly self-assess, hold positive sense of self-worth Reading people, empathy, contextual awareness Relationship Management (social competence behaviors)  Inspiration, influence, conflict management, collaboration 14 New Leadership Paradigms Emergent Leadership: idiosyncracy theory Evolving Leadership: be all – partner, researcher, teacher, student (Kehoe) New Scientific (Wheatley). Management: comfort with chaos and complexity Stewardship: redistribute power, purpose & wealth (Block, Greenleaf). Synchronicity: Create new realities with commit & surrender (Jaworski) Shared & Team Leadership Emotional Intelligence: EQ not IQ (Goleman) Value-Driven Leadership: Leadership requires core values of integrity, meaning & results (Wells) 15 Group Activities 1. Complete Blake & Mouton Grid (no-stress v. stress) 2. 3. 4. 16 On back Identify a leadership task/opportunity for each team member. Be as specific as possible. Create a plan for each opportunity/task. Establish the timeline to implement the opportunity/role, so you can actually implement.
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Surname 1
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Instructor
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The following are the leadership tasks for each team member:
1. Huong – Coaching team members
Huong will be responsible for coaching members on achieving goals as well as developing the
required skills that obtain results. The process will involve developing each team member's
performanc...


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