HBO PANIC NOTES

9,1

Authority-obedience manager.

Leaders in this position have great concern

Managerial grid leadership

for production and little concern for

people. They desire tight

control

in

order to get tasks done efficiently.

They

consider

creativity and human relations

unnecessary. Autocratic type.

Organization man manager., also called
middle-of-the-road-manager.

middle

of the road manager. Leaders in this position

have medium

concern

for

people

and production. They attempt to balance

their

concern for both people and

production but are not committed to

=

Laissez-faire leaders.

either.

Leaders in this

position have little concern on people

and productivity, avoid taking sides,
and

stay

out

leadership

of

conflicts.

style

is

The
form

of

9,9

= Team Manager. The leadership

style of this manager is considered to
be

abdication of responsibility.

ideal.

Has

great

concern on people and production.

He works to
1,9

= Leaders in this position have great

concern for people and little concern for

productivity.

motivate

people to reach their highest levels of

accomplishment

They try to avoid

conflicts and concentrate on being

well-

liked.High interpersonal relationship. Their

goal is to keep

people happy.

3 Styles
Autocratic leadership style, the leader has the
power over all things. This style is power-

centered and all decisions come from the

someone. Job satisfaction on

leader. There is no participation done on the

the other hand is a positive

part of the members or followers. On the

feeling about the job resulting

other hand.

from an evaluation of its

characteristics.

Democratic is a style where the participation

Work attitudes

of the followers is allowed and that they

1. Perceived organizational support is a

contribute to the decisions made by the

job attitude where employees believe

leader. The good thing about this style is that

that the organization values their

decisions made in this kind of leadership are

contribution and cares about their

not one-sided.

well-being.
2. Employee engagement is a job

Laissez faire. In this kind of leadership, the

leader allows everything to be done by the
followers. This kind of leadership practices

attitude which refers to employees

degree

of

involvement

and

enthusiasm for the job.

freedom and followers are the ones to make

3. Organizational Commitment on the

decisions. This may also result to lack of

other hand refers to maintaining

unity and guidance among members and the

membership in the organization and

leader tend to avoid the power and

working towards its goals.

responsibility given.

4. Job involvement is the degree of

Attitudes and Components.

1. Affective

refers

psychological identification with the

to

the

emotional segment of attitude

2. Cognitive is the belief or

job where perceived performance is

important to self-worth.
5. Psychological empowerment is a job
attitude that refers to the belief in the

opinion segment of attitude

degree of influence over the job,

3. Behavioral is the intention to
behave in a certain way
toward

something

or

competence, job meaningfulness and

autonomy.

Group development

Reached

when

the

group is able to begin

Stage 1 - Forming

performing the task it

Group

forms

and

was

situation is uncertain

to

address.

and disorganized.

designated

The group begins to

Beginning stage of the

fine- tune its work

group development.

patterns.

Individuals

brought

together

as

Stage 5 - Adjourning

functioning unit

Disbands in an orderly
way.

Agree to

rules

of

conduct and the goals

Logical is a kind of resistance

of the team

Types of resistance.

based

Stage 2 - Storming

on

reasoning

and

science.

Turbulence,
distraction

and

Psychological is a resistance
based on peoples attitudes

frustration is at the

and values.

highest level.

The group discovers

Sociological

to

keep

and values.

the

group focused

resistance

based on the groups interests

conflict and discovers

ways

is

INDIVIDUAL
Habits. Employees work is based on
habits, and work tasks are performed

Stage 4 - Performing

in a certain way based on that habits.

Roles

are

specific,

Organizational changes require shifts

goals are clear and

of that habits and because of that

results are noted.

dissatisfaction from the proposals.

 Jobs

security.

Organizational

1. ORG. Structural inertia: Organizations

change can eliminate some work

have built-in mechanisms to produce

places, can produce technological

stability; this structural. inertia acts as a

excess, layoffs and so on. Jobs

counterbalance to sustain stability.

security has

big

impact

on

appearing resistance of those that will

be covered with this process;

changes sometimes can be seen from

simply as

something that will decrease or

increase

salary

of

change:

Organizations are made up of a

of

interdependent

subsystems. Changing one affects the

others.
3. Group inertia: Group norms may act
as a constraint.

or

other

that

some

4. Threat to expertise: Changes in

workplace brings to them in the

organizational patterns may threaten

moment before the process.

the expertise of specialized groups.

economic

their

focus

number

Economic factors. Organizational

the employees side

2. Limited

privileges

Fear of unknown. Organizational

5. Threat

to

established

change can lead to uncertainty and

relationships:

some dose of fear. This is just normal.

decision-making

When employees feel uncertainty of a

threaten

process of transformation, they think

that

changes

are

something

power

Redistribution

of

authority

can

long-established

power

relationships.
6. Threat to established resource

dangerous. This uncertainty affects

allocations:

organizational members to resist the

organization that control sizable

proposed change;

resources often see change as a threat.

Selective Information processing.

Peoples resists change when they do
not

understand

purposes.

the

proposed

Groups

in

the

They tend to be content with the way

things are.
Types of Conflict approach
Approach-avoidance

refers

to

tendency to approach and avoid goal.

strong

Double-approach where there is a choice

between two or more desirable goals.
Double-avoidance on the other hand is the
opposite of the double- approach, where there
is a choice between two or more undesirable
alternatives.