CLM 325 Midterm, Exam Review. FULL COVERAGE, RATED A+

CLM 325 Midterm, Exam Review. FULL COVERAGE, RATED A+ Group - ✔✔--Social interaction between 2 or more people in a stable arrangement who have common goals and perceive themselves as a group Team - ✔✔--Special grou ...

CLM 325 Midterm, Exam Review. FULL COVERAGE, RATED A+ Group - ✔✔--Social interaction between 2 or more people in a stable arrangement who have common goals and perceive themselves as a group Team - ✔✔--Special group with specific complementary abilities, strong commitment to common goals, and shared accountability for goal achievement Learning Community - ✔✔--Learning communities provide a space and a structure for people to align around a shared goal. Effective communities are both aspirational and practical -Connect people, organizations, and systems that are eager to learn and work across boundaries, all the while holding members accountable to a common agenda, metrics, and outcomes -Standards: ---Engage in continuous improvement -----apply cycle of continuous improvement to engage in inquiry, action research data analysis, planning, implementation, reflection, and evaluation ---Develop collective responsibility -----Brings together faculty, support staff, students, and admins -----Advances the goals of whole program as well as individuals -----Supported through technology, cross-community communication within programs, across colleges, and among uni systems reinforces shared goals, promotes knowledge construction and sharing ---Create alignment and accountability -----Provides ongoing system of support for continuous improvement and implementation -----Supports and is supported by policy and governance, curriculum and instruction, Human Resources, and other functions within uni system -----Bridge knowing-doing gap by transforming macro-level learning (knowledge and skill development) into micro level learning (practices and refinements necessary for full implementation Ideal Learning Community - ✔✔--Processional learning within communities requires continuous improvement, promotes collective responsibility, and supports alignment of individual, team, program, and college goals -Convene regularly and frequently during the workday to engage in collaborative professional learning to strengthen their practice and increase student results -Learning community members are accountable to one another to achieve shared goals of the college system and work in transparent, authentic settings that support their improvement Power - ✔✔--Ability to obtain compliance by means of coercion -Ability to have one's own will carried out despite resistance -Force, naked strength -Does not seek consensus or agreement Influence - ✔✔--Seeks compliance -Does not use force -Voluntary acceptance and compliance -Seeks consensus and agreement -Relies on persuasion Formal Authority - ✔✔--Legitimate power -Right to issue orders and to direct action -Right to employ resources, make commitments, exercise control -Manager Authority Sources of Power Influence and Authority - ✔✔--Acceptance or consent -Patterns of formal organization -Cultural expectations -Technical competence and expertise -Characteristics of authority holders Professional Practitioner - ✔✔--Manager's Authority ---Hired for professional training and specialized skills ---Placed into a position having formal authority ---Enhanced by personality traits- manager as leader ---Enhanced by participative style, leading to wide zone of acceptance Restrictions on Use of Authority - ✔✔--Organizational position -Legal and contractual mandates -Social limitations -Physical limits -Technological constraints -Economic constraints -Zone of acceptance Delegation - ✔✔--Manager can't do everything -Delegating leads to increased zone of acceptance and cooperation -Workers who are in contact with clients can take effective action without delay -Manager is free to attend to other management duties -Do's and Don'ts ---Know when (routine tasks) and when to not delegate (hiring, firing) ---Avoid countermanding supervisors ---Set up a balanced system of availability and support Aspects of Leadership - ✔✔--Ability to get things done through people -Ability to organize tasks and make things happen -Ability to make the critical decisions -Ability to achieve objectives by coordinating, motivating, and directing the work group Functions of a Leader - ✔✔--Take calculated risks -Be catalytic agent for change -Represent group -Absorb group's frustration and hostility -Embody values of organization Leadership Styles - ✔✔--Autocratic ---Authoritarian ---Characterized by individual control over all decisions and little input from group members ---Typically make choices based on their ideas and judgements and rarely accept advice from followers -Bureaucratic ---Postulated by Max Weber 1947 ---System of management whereby employees are made to follow specific rules and lines of authority created by the superiors ---Pattern focuses on admin needs an organization has -Participative ---Invites input from employees on all or most company decisions ---Staff is given pertinent info regarding company issues and a majority vote determines course of action -Laissez-faire ---Delegative, leaders are hands-off and allow group members to make decisions ---Research found this style generally leads to lowest productivity among group members -Paternalistic ---Involves a dominant author figure who acts as a patriarch or matriarch and treats employees and partners as they are members of a large, extended family ---In exchange, leader expects loyalty and trust from employees, as well as obedience Influences on Leadership Styles - ✔✔--Work assignment -Employee's personality and ability -Employee's attitude toward manager -Manager's personality and ability Authentic Personal Leadership - ✔✔-- "Why should anyone be led by you" -Value-added characteristics ---Engaged, conscious living ---Gracious interpersonal relationships ---Embodiment of values Managers - ✔✔--Do things right -Status quo -Short-term -Means -Builders -Problem solving -Policies and procedures -Counting value -Power and control -Have subordinates -Managing work, work focused -Authoritarian style -Risk averse and stability -Reactive -Focus on tasks -Tell it -Minimize risks -Instruct, approve -Go with flow -Follow rules -Expect control -Assign tasks Leaders - ✔✔--Do the right thing -Change -Long term -Ends -Architects -Inspiring and motivating -Vision and strategy -Creating value -Influence and inspiration -Have followers -Leading people, people focused -Charismatic style -Risk and change seekers -Proactive -Focus on goals -Sell it -Take risks -Encourage. motivate -Go against grain -Inspire trust -Foster ideas Leading and Managing - ✔✔--Accomplish a goal -Explain vision -Organization figureheads -Motivate others -Mobilize resources 21 Differences Between Managers and Leaders - ✔✔--Tell/Show -Train/Show -Logic/Emotion -System/Vision -Tracking/Driving -Avoid conflict/Address conflic