Week 4 Lecture "Great things in business are never done by one person. They’re done by a team of people” Steve Jobs Welcome to Week Four! Another great learning week is ahead and it pertains to leadership and employee motivation. The content you review and apply this week will surely grow your leadership knowledge and help you see the dynamics within the leadership and management process. This week you will learn about leading, managing and using power. A theory explains, predicts, and controls, and you will learn and discuss many theories you can easily apply. It is truly an exciting week, and communication, motivation, team oriented leadership, and leadership theory will be discussed. You will learn how to establish and direct teams. You will see it all come together! It is a fun and meaningful learning week! Regarding power, the text book will provide you with a definition of power. The one I like and remember is Power is the ability to get things done the way you would like them done. The French Raven Power Taxonomy is a very interesting part of the week. Many insights to gain on how power is associated with leadership. Well, let’s get started! Week Four Learning Outcomes 1. Analyze basic leadership, power, and motivational theories. 2. Identify how productivity management applies to the five functions of management. As we approach week five, know that you are making great strides in the course. You are preparing yourself for your week five summative assignment! Enjoy the week five learning week! Teams versus Groups https://youtu.be/uG-FLOi4OOU (Links to an external site.)Links to an external site. The Power of Teams Work teams have been deeply ingrained in our society since our earliest stages of history. Drawings in caves reflect how early man formed hunting teams to survive, the ancient Egyptians built their pyramids using slave work gangs, the ancient Chinese build the Great Wall of China by the efforts of peasants, the Roman's constructed aqueducts and the Hadrians Wall. In fact, without the use of manufacturing teams our country would not be in the advanced world position of leadership that it now enjoys. In order to consider the future of management we must take time to review and compare what has come before us in the arena of group management theory. Many group dynamic concepts have been studied and debated by researchers. They offer us different and diverse insights into some of the very basic questions of group theory. With the advent of the "virtual workplace", and the drive for team-based organizations, it become more necessary than ever for the professional manager to have an understanding of group human behavior. Having a working knowledge of how group motivation works actually lays the groundwork for the manager to lead work teams to their full potential. Group dynamics is a very extensive field of study but has one set goal: To inventory the results of scientific explorations of the nature of groups. Group dynamics appeals to theoretically minded scientists as well as applications minded individuals who work in the industrial and organizational professions. Summary "Leading, in a business context, consists of all activities undertaken to help people achie ve the highest level of performance. These include using power, applying leadership the ories, and providing motivational approaches. Leading also includes establishing effecti ve teamwork and communication systems. Two differences between leading and mana ging are that managing focuses on coping with complexity while leadership emphasizes coping with change. Power is control over formal and informal means of influence. Within organizations, five sources of power, or means of influence, that leaders may use include legitimate, rewar d, coercive, expert, and referent power. Additional sources of power include closeness t o production, serving as a boundary spanner, and control over items such as budgets a nd status symbols in the organization. Leadership entails influencing behaviors in organizations. Trait theories of leadership as sumed that the ability to lead is universal or transferrable across situations. Further, if th e ability to lead is universal, then all successful leaders must have things in common. U nfortunately, no single trait or characteristic applies to every successful leader, although the Big Five characteristics are somewhat able to predict employee performance and th e potential ability to lead. Attribution models help us understand who is most likely to be promoted into a position of leadership and why. Behavioral theories of leadership identified two tendencies: job-centered and employeecentered activities. Situational and contingency leadership theories add the concept of e ffectiveness, suggesting that leaders can be adapted to each unique organizational circ umstance. Path– goal theory argues that effective leaders understand the things workers value, clarify pat hs to performance, and reward employees who succeed. Transformational leaders garn er trust, seek to develop leadership in others, exhibit selfsacrifice, and serve as moral agents by focusing on activities that include inspirational m otivation, idealized influence, individualized consideration, and intellectual stimulation. Content theories of motivation explain how needs result in employee behaviors. Maslow' s hierarchy notes five stages of motivation. Herzberg's twofactor theory notes items that satisfy and dissatisfy employees. Process theories of motivation explain how reasoning processes are associated with mo tivated and unmotivated behaviors. Equity theory explains how perceptions of fairness c reate either satisfied or dissatisfied employees, along with potential responses to circum stances when inequity occurs. Expectancy theory suggests that motivation results from a combination of valence, expectancy, and instrumentality, when all three factors are hi gh. Locke's goalsetting theory suggests that task goals can be highly motivating if they are properly set and well managed. A system that supports goal setting is management by objectives. The concepts presented in this chapter have many common elements. Effective leaders use power in constructive ways. They understand that both people and production are i mportant. They use their talents to understand each person's goals and desires, knowin g that these outcomes can become part of a motivational system that will achieve at the highest levels. These tactics increase the perception that the potential leader has the tra nsformational traits and characteristics needed to succeed at all levels in the organizatio n and beyond. It is easily understood how it is impossible for a senior manager to have all of the detailed and in-depth knowledge pertaining to the problems and needs of a factory. The line workers, who spend every day doing their specific job, have the best idea of what their job entails and how it can be improved. For a wise executive to have his/her department reach their full potential, they must be knowledgeable of the mechanics of how people work together, as a team, and how to fully tap the individual potential that is needed for collective work habits. The perceived recent trend of corporations using high-performance work teams creates a need to review the earlier studies in group dynamics and discuss their impact on a team based work unit.” Section Ch05Summary
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