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Organizational Behavior

Autor:   •  January 7, 2018  •  2,818 Words (12 Pages)  •  532 Views

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Based on the scenario I think two influence tactics that this leader uses are the pressure and collaboration tactic. The leader has collaboration tactic because she takes the time to ensure that her employees understand and accept her methods. She also uses the pressure tactics through her coercive power by demanding employees to get work done fast and also threatening to withhold their bonuses. Her employees may provide an internalization response, which is when the target agrees with and becomes committed to the request, because of the leader’s willing personality to extend her knowledge to help her employees to better understand the methods. But, by using the pressure tactic her employees might respond with compliance because by the leader threatening her employees, they are going to be willing to perform the request but doing so with indifference because they want to receive their bonuses, but aren’t too pleased with how the leader is making demands out of anger.

Recommendations I would provide to this leader to become more an effective leader is to acknowledge her mistakes when she procrastinates on projects instead of taking her anger out on employees. Her biggest strength is her knowledge or expert power and with that she is able to collaborate with employees, which makes is easier for the employee to complete a request. Also, being that she has legitimate power within an organization, she should implement inspirational appeal and consultation in her style. These tactics show that not only appeals to their values and ideals, but it also also increases commitment when the employee is able to implement or carry out a request. Also, she shouldn’t use the pressure tactic because that’s not a good way to influence her employees and all that’s going to do is benefit her short-term.

- JJ has just been promoted from within to be Supervisor for a team of 3 people. George is brand-new, having just finished college. He is bright and while he did well in school, he has very little experience and knowledge of how to apply his education in the “real world”. Ruth is very experienced; in fact, she has more experience than JJ. She knows the work inside and out, and because she genuinely loves the work itself, she is highly motivated and a high performer. Priya had been performing the work that George is now doing, and she had gotten very good and comfortable with that work. Now, though, Priya has taken on JJ’s role of lead. She’s worked within the team for 3 years, so she’s not new, but she’s new to the level of responsibility and some of the tasks that JJ used to do. Using the situational model of leadership (AKA life cycle theory of leadership), describe the approach that JJ should apply with each of them. Use the following key terms: readiness, consideration, initiating structure and use specific examples to illustrate your understanding and application of the terms.

- Identify George’s readiness level and the appropriate leadership behaviors based on this readiness level.

- Identify Ruth’s readiness level and the appropriate leadership behaviors based on this readiness level.

- Identify Priya’s readiness level and the appropriate leadership behaviors based on this readiness level.

- George readiness level is at R1. George is a R1 because he just finished college and this is his first time working with his group members and he is eager to apply his knowledge. He also comes into the group lacking experience, therefore his confidence levels may be low. The approach that JJ should take with George is to provide specific instructions while also micromanaging his performance, which is the leader behavior of telling. With George, JJ would need to convey the initiating structure. For example, since George is new therefore JJ will need to define and structure George’s new found role so that he can reach the desired goal.

- Ruth readiness level is a R4. Ruth is a R4 because of the experience and knowledge that she brings to the group. She has more experience than JJ, who is now her supervisor. With Ruth, JJ can give her a task and expect her to complete it with minimal supervision because of her high levels of motivating and performing. The leadership behavior that JJ should take on with Ruth is delegating. In this approach the leader offers minimal observation and monitoring to make sure that the group stays on task. For Ruth, JJ can have the leadership role of consideration. For example, since Ruth has been there for an extended period of time, has a wealth of knowledge, and high on motivation and performing JJ can trust and have respect for her ideas which will create effective communication in their job relationship.

- Priya’s readiness level is a R3. Priya is a R3 because although she has been working for the group for 3 years, she now has a new responsibility level. Although, she knows how to work well with the group she stills need that support from JJ to help her adjust in her new role. The approach that JJ should take is to collaborate with Priya so that she feels more comfortable in her self-managed role. This leadership behavior level would be participating. For Priya, JJ would have to take on the behaviors of initiating structure and consideration. For example, the trust and respect factor has already been established between the two of them because she now has a new responsibility within the group, but she still will need guidance in directing group activities from JJ for goal attainment.

- In your own words, describe the attraction-selection-attrition model of organizational culture. Identify and describe 2 specific things that organization can implement in the selection and on-boarding process to drive and maintain their desired culture.

The ASA framework based on 3 theories: attraction, selection, and attrition. The attraction phase is when individuals are attracted to organizations whose cultures are similar to themselves in terms of personality, values, interests, and other attributes meaning that some won’t apply due to lack of fit; The selection phase is when organizations are more likely to select candidates based on their personalities and those who possess knowledge, skills, and abilities that fit within the organization’s culture; and The attrition phase is when over time, those who do not fit in well are more likely to leave due to being unhappy or ineffective.

In order for organizations to maintain their desired culture they can implement multiple interviews for the job applicant with future coworkers during the selection phase. By introducing the candidate to several future coworkers and learning what these coworkers think of the candidate, it becomes easier to assess


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