Describe in depth the characteristics that enable a high-performance team to excel at teamwork.
Purpose and Values
High-performance team shares a solid logic of purpose and a set of mutual values. They have a clear knowledge of what their work entails and its importance (Robbins & Judge, 2017). From determination goals and objectives are derived, roles explained and strategies established.
Recognizing individual strengths
High-performance teams are composed of individuals who have exceptional talents and skills. The most excellent groups have a variety which includes: strategic thinking, creativity, relationship skills and detail orientation (Robbins & Judge, 2017). Outstanding leaders identify these strengths and set the team to operate in time thus enabling members to appreciate each other.
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Focus on hitting goals
This is the key to achieving high performance. By leaders involving members in fewer projects within a short period enables the team to complete numerous tasks in time.
Open feedback culture.
Members deliver and provide feedback on a regular basis improves team's effectiveness and deepens their bond.
Define Decision-Making. In detail, what are the five necessary steps involved in the rational decision model?
Decision making is a cognitive process resulting in the selection of a belief or course of action from among numerous alternative possibilities. The following steps are involved:
Identify and define a problem
Describe the problem by defining the current and desired states and then define the available alternatives.
Identify decision Criteria
Once a problem has been identified, this step enables the decision maker in determining what is relevant in making the decision.
Weigh the criteria
The previously chosen criteria are weighed to give decision-maker a priority in making a decision
Generate alternatives
The goal in this step is to generate a list many options possible to increase chances of coming up with a practical solution of the problem.
Compute the optimal decision
This step involves evaluating each alternative against weighted criteria and then picking alternative with maximum score.
Explain in detail the differences between the classical decision model and the behavior decision model.
Both models focus on how employers can manage their staff in their working environment but have different views on how to reach it. The classic model focuses more on productivity and efficiency (Robbins & Judge, 2017). Whereas, behavioral modal emphasis on human emotions and relationships.
What is a conflict? In detail, in what ways are managers involved in a conflict?
A conflict is a difference of ideas or opinions. Managers can be involved in conflict by having different opinions on how to go about handling some arising issues within the organization or can be involved in solving employee disputes as a way of diffusing tension in the organization (Robbins & Judge, 2017).
In the context of direct conflict management approaches, what are assertiveness and cooperativeness? How are they related to each of the flue basic direct conflict management approaches?
Both are dimensions which are employed in describing an individual's behavior during a conflict. Assertiveness describes the extent in which individual attempts to satisfy his or her concerns and cooperativeness illustrates the degree to which person put an effort in meeting other person's interest or concerns.
Explain in detail the key elements in the communication process.
The critical elements of communication include:
Sender
It is the individual who initiates the communication process through a given medium. Effective communication relies on skills, knowledge, perception a culture of the sender.
Message
It is the subject of the communication process. It includes the information, ideas and suggestion an individual wish to share.
Encoding
Defined as a procedure of putting together ideas and thoughts into symbols in which the recipient would translate the message as expected by the sender.
Channel
It is the medium through which the message is delivered from the sender to the recipient of the message. It can be verbal or media like TV and radio.
Recipient
It is the individual who receives the message and provides the feedback through the provided channel.
Decoding
It is the process whereby the recipient of the message compares and translates the message to make sense out of the symbols.
Feedback
It is the message given by both sender and receiver, either verbally or in a symbolic form.
Explain in detail each of the following communication flows: downward, upward, and lateral. What does each type of flow accomplish in an organization?
The downward flow of communication is the communication which flows from superiors to the subordinates in a chain of command. It is used by managers when relaying information on duties to employees on the lower level (Robbins & Judge, 2017). Employees require such information to perform their responsibilities in meeting organization's goals.
Upward communication flow is the communication from subordinates to superiors in conveying their problems and performances (Glynn & DeJordy, 2010). It can also be used by employees to share views and ideas and participate in decision-making process.
Lateral communication occurs between individuals at same levels of hierarchy in an organization, i.e. between managers at same level or peers. It facilitates coordination of tasks and cooperation of employees.
Define power from an organizational behavior perspective. What is the difference between power and influence?
Power is defined as the capability to get things done the way one wants to be done in a specific situation. The main difference between power and influence is the approach employed; power thrives on negativity. Leaders ensure that team members feel they have no choice or s but do things as told (Glynn & DeJordy, 2010). Whereas influence uses positive assertions and encouragement on the team thus making them think they have an option in both the work required to be done and means of getting it completed.
In detail, describe the six forms of position power and the four forms of personal power?
Position forms
Legitimate power
It is the power which is associated with a position. Leaders in different organizations carry this kind of power
Coercive power
It is exhibited when an individual lead to threats and force. In most situations, it is unlikely to win respect and loyalty from employees
Reward
This is where an individual inspires others by offering incentives such as pay raises, promotions and awards.
Connection
It is exhibited where an individual gains influence by simply having acquittance with a powerful person.
Information power
It is grounded on what an individual knows regarding a specific situation
Personal forms
Expert power
It is portrayed when an individual has a particular skill or expertise that others value.
Referent power
It is kind of power which comes from being liked, admired and respected by others.
What is leadership and how does it differ from management?
Leadership is defined as the act of leading a group of people or an organization toward achieving some set goals and standards. Leadership differs from management in that it cannot be taught like management, although it may be enhanced through coaching and mentoring (Glynn & DeJordy, 2010).
Explain in detail the differing emphases of the trait perspectives of leadership, the behavioral aspects of leadership, and situational contingency theories of leadership. Also, include Fiedler's leadership contingency view.
The trait perspective mode of leadership is based on features of numerous leaders- both successful and unsuccessful and is used in forecasting effectiveness of leadership (Robbins & Judge, 2017). The consequential traits are then compared to those of potential leaders to evaluate their possibility of success or failure.
Behavioral leadership perspectives emphasize on the study of the behavior of a leader. It offers an actual market probability, as behaviors can be conditioned in a way whereby an individual has a specific response to specific stimuli ( Glynn & DeJordy, 2010).
The situation perspective focuses on the situation in which the leader operates. It suggests that an excellent leader is one who molds himself according to requirements of a given situation.
Fidler states that there is no best leadership. Instead, a leader's productivity is based on the environment. It results from two factors: leadership style and environment favorableness.
What is the difference between unplanned change and planned change? Explain in detail the nature of each type of change
Planned change is viewed as a strategic move by an organization in changing the kind of business it is operating or manner of conducting business.it can be administered by altering services or products, bringing change in the administrative framework or by modification of business structure or size (Robbins & Judge, 2017).
On the other hand, unplanned change can be viewed as a change with occurs in an organization not in a strategic manner in response to either shift in the demographic composition of the organization or due to performance gaps.
References
Robbins, S., & Judge, T. (2017). Organizational Behavior, 17 th Edition . Pearson.
Glynn, M. A., & DeJordy, R. (2010). Leadership through an organization behavior lens. Handbook of leadership theory and practice , 119-157.
