* Perception—the process through which people receive and interpret information from the environment.
* Three perceptual distortions: Stereotypes (assignes attributes commonly associated with a group to an individual), Halo effect (uses one attribute to develop an overall impression of a person or situation), Selective perception (the tendency to define problems from one’s own point of view)
* Herzbergs motivation theory—links job satisfaction to motivator factors, such as responsibility and challenge associated with job content. It liknks job dissatisfaction to hygiene factors such as py and working conditions associated with job context.
* 4 satisfiers( ...view middle of the document...
It does not assume that everyone wants and enriched job, it indicates that job enrichment will be more successful for persons with high growth needs, requiste jobskills, and context satisfaction.
* 5 specific things a manger can do to improve effectiveness
* Stages of team and group development: Forming (getting to know each other), Storming(dealing with tensions and defining group tasks), Norming(building realationships and working together), Performing (maturing in relationships and task performance), Adjouring (disbanding and celebrating accomplishments).
* Best way to manage conflicts including two alternatives: Win win conflict—collaboration and problem solving. Win lose conflict—Authoritative command and competition.
* Houses goal path leadership theory—assumes that a leaders key function is to adjust his or her behaviors to complement situational contingencies.
* Hersey and Blanchards situational leadership theory focuses on the situational contingency of maturity or “readiness of followers. Indicates that there is no best way to lead. Pg 315
* Sources of power: Legitimate power (formal authority is the extent to which a manager can use the right of command to control other people). Reward power is the extent to which a manger can use extrinsic and intrinsic rewards to control other people. Coercive power is the extent to which a manager can deny desired awards or administer punishment to control other people.Process power is the control over methods of production and analysis. Information power is the access to and/or the control of information. Representative power is the formal right conferred by the firm to speak for and to a potentially important group. Expert...