Презентация на тему Social psychological functions of management

between the powerful and powered
The powered have some

a person has the right to make demands, and

French and raven

a person's superior skill and knowledge.
Referent power –

French and raven

for power
Power of information
Need for power
Decision

information
Need for power
Decision making
Compensation
Compulsory
Power

Power

Personal basis

Organizational basis

strategy
Influencing upon the others
Power
Personal basis
Organizational basis
Power Staging

of power
Official sources of power
Leaders’ behavior –

Result:
Highest satisfaction
Highest quality
Highest level of working

Personal sources of power

of using some defined leadership style
Satisfaction of working

develop good relationship with them
Group managing, not individual
Highest

and confidence
Self-management

without situation consideration
Kind 3.
Situation analysis of the effective

Kind 1. Analysis of the leadership qualities without situation consideration

Behavior
dynamics

Strong behavior

Weak behavior

Situation consideration

Not consideration

Right consideration

Kind 4.
Situation analysis of the character of the effective leader

working fulfillment level.
Punishment without consideration of the working

Behavior
dynamics

Situational

No consideration of situation

Behavior changing through…

Punishment

Compensation

Compensation without consideration of the working fulfillment level.

the management process

personnel peculiarities

conviction in the moral righteousness of their beliefs
communicate high

Charismatic
leadership

manage through using their legitimate, reward, and coercive powers

Transactional leadership

reality and motivates people to transcend their personal interests

Transformational leadership

charismatic
provide individualized attention - do not treat everyone alike
they

Transformational leadership

problems on their own
effective leadership must permeate the organization
Post-heroic
leadership

Subordinates

methods
Results not important
Implicit obedience
Economic and social psychological
Almost missing
Not

Actively by sense

Participation mirage

Very high level

Combined with trust

Low level

club
Team leader
Impoverish
Produce or Perish
Middle of the Road

and maturity level of the group
P. Hersey and K.

important traits and behaviors do not exist, and that

before deciding how to lead:
forces in the manager
forces in

Tannenbaum and schmidt

about making decisions
seven situational factors used to analyze problems
each

Vroom

about the problem attributes leads one to 14 possible

Vroom

the project or organization
Importance of Commitment – importance of

Leader’s expertise – knowledge or expertise in relation to this problem

Likelihood of commitment – likelihood that the team would commit itself to a decision that the leader might make on his own

Vroom’s Situational Factors for the Problem Analysis

which the team supports the organizational goals at stake

Group expertise – the team members’ knowledge or expertise in relation to this problem

Team competence –the ability of team members to work together in solving problems

Vroom’s Situational Factors for the Problem Analysis

to work goals easier to travel by providing coaching

Path goal framework

of
Directive,
Supportive,
Participative, or
Achievement
leader behaviors

Followers’
goals and
performance

High
Low
High
High
Development level of employees
d4
d3
d2
d1
Supporting
Coaching
Directing

the team

with one another
Psychological maturity

High
Low
High
High
Development level of employees
d4
d3
d2
d1
Supporting
Coaching
Directing

High
Low
High
High
Supporting
Coaching
Directing
Haus and Mitchell

required for the job in hand and are unable

Situational Theory of Leadership

do the task but lack the confidence to take

Situational Theory of Leadership

units is explained through the management style
There are 4

greater total resources than individuals do
groups have a greater

is a useful learning mechanism
a group can satisfy important

people who work in the same area or have

people with complementary skills who are committed to a

make or do things like manufacture, assemble, sell, or

teams - work on long-term projects
disband when the work

operate separately from the regular work structure on a

coordinate and provide direction to subunits under their jurisdiction
integrate

plan the work
Managers and teams jointly determine and plan

defined
Jobs require broad skills and knowledge

as
inefficient
Cross-training is the norm

“management property”
Most information is freely shared

focuses on technical skills
Continuous learning requires training for all

discouraged and punished
Encourage and support measured risk taking

work together

individual
performance
Rewards based on contributions to the

methods”
Everyone works to improve methods and processes

which workers are trained to do all or most

teams, self managed teams appear to:
be more productive
have lower

have no managerial responsibilities
supervised by first-line manager
quality circles -

make decisions about managing and carrying out major production

the design of the team
other responsibilities comparable to those

the design of the team
other responsibilities comparable to those

detailed control
Trying to build better relationship
in the group
Team

control
Stimulation of personal achievements
Team shape

and business contacts
Team shape

making, involving into aim setting.
Consulting and stimulation of

Team shape