Communication and Theatre 310: Organizational Communication Leadership II

1. Communication and Theatre 310: Organizational Communication Leadership II

2. Morse and Lorsch - change leadership style to fit the situation

3. Fit leader style to situation • Forces in the leader • leader’s values • leadership history • leader’s tolerance of ambiguity • assessment of competence

4. Forces in subordinates • interest and readiness to assume responsibility • extent of understanding • identify with goals

5. Forces in subordinates, cont. • actual knowledge/experience • workers’ tolerance of ambiguity • their expectations

6. Forces in the situation • type of organization • nature of the task

7. Hersey and Blanchard R1 = not able or willing participating coaching R2 R3 R2 = willing but not able people delegating directing R3 = able but not willing R4 R1 R4 = willing and able task

8. Charisma - leadership by virtue of personality • hero • antihero • mystic

9. Five factors affecting charisma • appearance • sexual appeal • message similarity • actions • imagery

10. Leadership and TQM • constancy of purpose • quality and pride • improve production and service • education and training • institute leadership

11. TQM - what to avoid • absence of long-range plans • emphasis on short-term profit • performance evaluation and merit rating

12. McClelland: What motivates people? • need to achieve • need to belong • want to be empowered

13. The managerial grid as ideology: • Ideology = political standpoint • Grid’s politics = team

14. From the Managerial Grid • both people and task are important • These dimensions are potentially compatible

15. An organization is a structure of relationships which allows people to function in a way positively related to the task. These functional relationships develop over time.

16. This process of evolving functional relationships allows subordinates to accurately infer complex managerial motivation from simple behavior.

17. Americans are not very process oriented. • failure vs. failing • success vs. succeeding • production vs. producing • refusal vs. refusing

18. 7 comments about Theory Z • US = highly structured Japanese = loosely structured • US = employee and org. goals are incompatible. Japanese = people are most valuable asset

19. US = highly centralized Japanese = decentralized • US = write it down, communicate to seek compliance Japanese = talk about it informally, then write it down to confirm.

20. US = focus on formal work relationship Japanese = holistic concern for employee • US = no security Japanese = long term commitment

21. US = fail to develop human resources Japanese = recognize and develop human potential

22. Stohl - ham & eggs in terms of commitment.

23. Japanese expect a pig level of commitment

24. Reengineering - reinvent the organization

26. strategic planning • faith in rational and linear thinking • concerned with the system • understand notion of process

27. high speed management • computer skills • reward dramatic improvements and results

28. Steve’s wisdom based upon transformation and stewardship • organizational maturity - vision • giving and caring - stewardship • committed to org. purpose - service • demand high quality performance • develop positive work history

29. End of Session