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Perceptions, groups, leadership and equipment
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I. PERCEPTION: process by which individuals organize and interpret sensory impressions to give meaning to the environment.
1.Factores del Blanco (object): Novelty, Movement, Sounds, size, background, and similar Near
2. Factors of the recipient: Attitudes, Reason, interests, experiences and expectations
3. Factors of the situation: Time, work environment and social environment
II.MOTIVACION: Will making great efforts to achieve organizational goals, conditioned by the ability of effort to meet individual needs. A) First theories: 1. Theory of Maslow Hierarchy (trianguloOrden Superior: a) self makes what can best q / autonomy, b) make mistakes Estimaevita / verbal recognition of authority, c) Socialesevita conflict / good relations. Order Lower: d) Security avoids risks / job stability, e) Fisiolicas.) 2. Motivation Theory Hygiene Herzberg: The elimination of unsatisfactory features of a post does not necessarily make it successful, intrinsic factors are related to job satisfaction and extr; NSEC dissatisfaction with the job B) Contemporary Theories: 1. Theory of ERC Aldelfer : a) existence: deals to meet our basic requirements of existence material.b) Relations: the need for us to maintain interpersonal relationships importantes.c) Growth: a desire intrinsic professional development. (Dif. With Maslow: You can be in operation more than a necessity at the same time, represents a more valid version of the hierarchy of needs and incorporating individual differences and cultural) 2. Theory Needs Mc Clelland: a) Realization: Promote excel, to have accomplishments in relation to a set of rules, to fight to get the ito.b) Power: the need to be influential and controlling otros.c) affiliation: a desire to have friendly and close interpersonal relationships. The high-level managers require a high need for power and a low need for affiliation 3.Teor of setting goals Locke: The intention of reaching a goal is a basic source of motivation at work, the specific targets improve performance, goals difficult if accepted, result in a higher performance targets over fCIL, 4. Theory of cognitive assessment: The allocation of extrinsic rewards (such as payments for a superior performance) to a behavior that has received intrinsic rewards, tends to reduce the overall level Loss of motivation to control their own behaviour 5. Reinforcement Theory: Strengthening controls behavior, osea q before any eventuality, when still an immediate response, increases the likelihood of a repeat performance. 6. Theory expectations V. Vroom: The tendency to act in some ways depends on the strength of the expectation that the act will be followed by a particular result at the same time, what is attractive q this result for the individual.
III.GRUPOS: Two or more individuals interacting and interdependent, who come together to achieve objectives particulares.a) Formal Groups: Command and Trabajo.b) Informal Groups: Interest and Friendship. -Model of 5 Stages : a) Training: Adaptation to grupo.b) Conflict: appear lideres.c) cohesion: union of grupo.d) plays or: Execute objetivo.e) Dissolution: Completion of work, mixed feelings.
Model behavior Group: 1. Conditions external strategic organizational structure of authority, formal regulations, organizational resources, personnel selection process, performance evaluation system, organizational culture, physical environment in trabajo.2. Resources members: Characteristics of personality: (Sociability, confidence in themselves, Independence = positive relationship with productivity and cohesion.) (Authoritarianism, arrogant, careless = Rel.Negativa with PERFORMANCE interaction. ) .3. Structure of groups: a) Role (identification, perception, expectations, psycho contract. And conflict). B) Standard: Standard acceptable behaviour within the group q is shared by group members (* Experiment Ash : Conspiracy with all but one, ending q q not believe what cree, adjusting the rules of comp. Staff aligned with the standards group).. C) Status: socially defined range given by other members of grupo.4 . Size: a) Large groups: over 12, Buenos to obtain various insumos.b) Small groups: Less than 7, Buenos to do something productive with that input, undertake acciones.5.Liderazgo.6 . Composition.
IV.EQUIPOS: A task force is a small number of people with complementary skills, committed to a common purpose, performance goals and approach, what are considered mutually accountable. -- Stages of development teams: Education, Conflict, Organization, productionanddevelopment Completion.
V. power and Politics:
Power: q has a capacity of influence the conduct of B, so q B acts in accordance with the wishes of A.
-Unit: When more dependent B of A, will have greater power over B.
-Bases of Power: 1) Formal Power: basa in the post of the individual within the org. a) coercive power : Founded in fear of negative results. b) Power Rewarding : Obey brings me to another benefit. c) could legitimately Awtoritq is given to another as a result of their hierarchical position. d) Power of information: Power by privileged access to info.2) Personal Power: basa en caract.unicas of indiv. As skill, respect, admiraciy charisma. a) Power of the Expert : Based on personal knowledge or skills. b) Power concerning : Based on the possession of desirable resources. c) Power charismatic : Extent of Fr Refer. q stems from the personality and interpersonal treatment.
-Tactics of Power: How to translate the foundations of power in action concretas.a) Reason: Using data to explain ideas (e1; i1) b) Coalition: Get support from others to support application (e2, i4) c) Friendship: Be humble and friendly before requesting something (e3, i3) d) Negotiation: Using exchange of benefits or favors (e4; i5) e) Assertiveness: Using direct method to demand obedience (e5.i2) f) Authority Mayor: Get support from superiors to support application (e6, i6) g) Penalties: Apply rewards or punishments in the org. (I7).
Politics: Using power to influence decision-making. 1) Conduct Policy: activities not required as a formal role, but q influence advantages and diverts. within the empresa.a) Self: Politics normal each dia.b) illegitimate: Politics extreme, it violates rules.
-factors of political behavior:
A) Individual factors: 1) Monitors oneself .2) Locus control interno.3) Correspondence with the personalidad.4) Investment organizacional.5) alternately work percibidas.6) hope of success.
B) Organizational factors: 1) Reassigning recursos.2) Opportunity ascender.3) Desconfianza.4) Ambiguity of funciones.5) confusing system of assessment of desempe.6) Practice reward zero-sum (win or lose) .7) Decision-making democratica.8) Pressures by desempe.9) Directors selfish.
VI.COMUNICACION: The communication is the exchange of ideas, thoughts and feelings between two or more persons. It is a bilateral process, in which two or more people interact through a set of conventional signs, by both acquaintances. -- Role of Communication: Control, Motivate, express emotions, Inform.
-Model and Shannon Weber: issuer-encoder-msje (d noise source)-receiver-decoder.
- Model Communication: = and retroinformacion.
- barriers of communication : Personal, semantics, Physical, Competition, links; inference, Status .
- Overcoming the barriers : Com.Directa, Simplify Lgje, Rep.Msje, Empathy, Ctrl. Emotional.
Comm. No verbal: Msjs transmitted by Movima. body, entonaciq we give to words, facial expression and physical distance between sender and receiver. (Cntcto. Visual, expr. Facial, mov. Corp. and gestures, touching, paralenguaje)
Directorate of the com:
1.Flujo vertical: a) Sist. Descending from com. (Purpose: To instr. To perform tasks, proportions. Feedback on the performance / Strategies: Submit to employees in a clear manner the Instrucci Of tasks, repeating important msjes)). B) Sist. Ascending.: (Purpose: To report on progress of targets, reports. Genereal a senior feel of workers / strata: Filter msjes for qa superiors they arrive + import., Rducir dist. And barriers between niv. Hierarchy.) 2 . Horizontal Flow: c) Sist. Com side.: (Purpose: Coord. Tasks, sun probs, share info. / strata: To develop intra-and inter tasks to create confidence, promote. Taking decis. Group.)
VII. Leadership: Ability to influence a group to reach the goals. Not all administrators (managers) are leaders, not all leaders are administrators (managers)
Dif. Leader and Head: a) The head manages its employees, leading the dirije.b) The head depends on the authority, the leader of his good voluntad.c) The head inspires fear, the leader inspires entusiasmo.d ) The chief said YO, said said NOSOTROS.e) The chief justifies the damage, leading correcting desperfecto.f) The boss says do it, the leader said Let's do it.
-Types leadership styles: a) positive Leader: the leader's approach emphasizes rewards for seguidores.b) Leader negative: the emphasis is on the castigos.c) Leader autocratic: centralizes power and decision-making structure and the overall situation of work for employees. d) Leader participatory: decentralize authority, decisions are compartidas.e) Leader lax policies: avoiding power, responsibility and rely on this group to determine their own goals and solve their own problems.
- Theories of Leadership: A ) Theory features : Find the characteristics of personality, social, physical or intellectual that differentiate Leaders of non-leaders; Some features: Ambiciy energy, confidence in themselves, Honesty and integrity, I want to be leader, adequate knowledge for the post, Intelligence; This theory has not succeeded by: Focus was too optimistic in believing that there were consistent and unique features that are applied universally or all leaders eficaces.B). theories of behavior : They propose that certain specific behaviors differentiate leaders of non-leaders (Studies Ohio: dimensions independent studies U. of Michigan, The Grid administrations, Scandinavian studies). C) Theory contingency : (Theory Leadership Situation). D) recent approaches: (Charismatic Leadership, transactional and transformational leadership)
-Theories Leadership: 1) Theory of Features: Looking for the characteristics of personality, social, physical or intellectual q differentiate leaders from the followers.) .2) Theory of Behavior: q propose specific behaviors differentiate leaders of non-q what they are.
-Studies Univ. From Ohio: seeks to identify the dimensions of independent behavior. From lider.a) Structure Start: The extent to which a leader is likely q and define its role and structure of his subordinates in the pursuit of achieving the meta.B) Consideration: The extent to which it is likely that a leader has a working relationship characterized by mutual trust, respect for the ideas of his subordinates and interest in their feelings.
-Studies Univ. From Michigan: Locating characteristics of conduct. Of the leaders grow q be related to performance measurements in desempe.1) Leader employee-oriented: It emphasizes relationships interpersonales.2) Leader-oriented production: It emphasizes the technical aspects of work.
-Matrix Management: Based on the styles of interest by people and by the interest producciq shows the dominant factors in the leader's thinking regarding results.
-Model of the Contingency Fiedler: Theory q-effective groups depend on the proper adjustment between the style of the leader to interact with subordinates and the extent to which the subordination gives control and influence the leader. Fiedler developed a questionnaire workmate least preferred (PTMC) q measures whether a person is oriented to the task or relations.
-Theory of cognitive appeal: (Post Ohio, Fiedler + Joe Garcia) The theory of leadership in which the leader gets a group of effective performance, first developed plans, strategies and decisions eficacaces, and later through compor.directo.
-Teoria leadership Situation: (Hersey and Blanchard ) Theory of the contingency q focuses on the availability of supporters
-Theory of Leader-Member Exchange (ILM): The leaders cran internal and external groups, and the subordinate status with the inner group will have higher ratings of performance, less rotation and greater satisfaction with their superiors.
-Teoria path to the goal: The behav. The leader is acceptable as long as subordinates see as a source of satisfaction. Immediate or future.
Approaches recent Leadership: A) The theory of attribution of leadership: Leadership is simply a atribuciq people make about other individuos.B) The theory of charismatic leadership: Followers make powers of leadership skills heroic or extraordinary when observed det. compor.C) Liderasgo Transactional VERSUS Transformacionales: Individuals q motivate their followers in the direction of metasm clarifying the roles and requirements of the tasks VERSUS Individuals q give individual consideration and intellectual stimulation, and possess carisma.D) Visionary Leadership: Ability to create and articulate a realistic, credible and attractive future for a organizaciq transposes the borders of present and improvement.
1.Factores del Blanco (object): Novelty, Movement, Sounds, size, background, and similar Near
2. Factors of the recipient: Attitudes, Reason, interests, experiences and expectations
3. Factors of the situation: Time, work environment and social environment
II.MOTIVACION: Will making great efforts to achieve organizational goals, conditioned by the ability of effort to meet individual needs. A) First theories: 1. Theory of Maslow Hierarchy (trianguloOrden Superior: a) self makes what can best q / autonomy, b) make mistakes Estimaevita / verbal recognition of authority, c) Socialesevita conflict / good relations. Order Lower: d) Security avoids risks / job stability, e) Fisiolicas.) 2. Motivation Theory Hygiene Herzberg: The elimination of unsatisfactory features of a post does not necessarily make it successful, intrinsic factors are related to job satisfaction and extr; NSEC dissatisfaction with the job B) Contemporary Theories: 1. Theory of ERC Aldelfer : a) existence: deals to meet our basic requirements of existence material.b) Relations: the need for us to maintain interpersonal relationships importantes.c) Growth: a desire intrinsic professional development. (Dif. With Maslow: You can be in operation more than a necessity at the same time, represents a more valid version of the hierarchy of needs and incorporating individual differences and cultural) 2. Theory Needs Mc Clelland: a) Realization: Promote excel, to have accomplishments in relation to a set of rules, to fight to get the ito.b) Power: the need to be influential and controlling otros.c) affiliation: a desire to have friendly and close interpersonal relationships. The high-level managers require a high need for power and a low need for affiliation 3.Teor of setting goals Locke: The intention of reaching a goal is a basic source of motivation at work, the specific targets improve performance, goals difficult if accepted, result in a higher performance targets over fCIL, 4. Theory of cognitive assessment: The allocation of extrinsic rewards (such as payments for a superior performance) to a behavior that has received intrinsic rewards, tends to reduce the overall level Loss of motivation to control their own behaviour 5. Reinforcement Theory: Strengthening controls behavior, osea q before any eventuality, when still an immediate response, increases the likelihood of a repeat performance. 6. Theory expectations V. Vroom: The tendency to act in some ways depends on the strength of the expectation that the act will be followed by a particular result at the same time, what is attractive q this result for the individual.
III.GRUPOS: Two or more individuals interacting and interdependent, who come together to achieve objectives particulares.a) Formal Groups: Command and Trabajo.b) Informal Groups: Interest and Friendship. -Model of 5 Stages : a) Training: Adaptation to grupo.b) Conflict: appear lideres.c) cohesion: union of grupo.d) plays or: Execute objetivo.e) Dissolution: Completion of work, mixed feelings.
Model behavior Group: 1. Conditions external strategic organizational structure of authority, formal regulations, organizational resources, personnel selection process, performance evaluation system, organizational culture, physical environment in trabajo.2. Resources members: Characteristics of personality: (Sociability, confidence in themselves, Independence = positive relationship with productivity and cohesion.) (Authoritarianism, arrogant, careless = Rel.Negativa with PERFORMANCE interaction. ) .3. Structure of groups: a) Role (identification, perception, expectations, psycho contract. And conflict). B) Standard: Standard acceptable behaviour within the group q is shared by group members (* Experiment Ash : Conspiracy with all but one, ending q q not believe what cree, adjusting the rules of comp. Staff aligned with the standards group).. C) Status: socially defined range given by other members of grupo.4 . Size: a) Large groups: over 12, Buenos to obtain various insumos.b) Small groups: Less than 7, Buenos to do something productive with that input, undertake acciones.5.Liderazgo.6 . Composition.
IV.EQUIPOS: A task force is a small number of people with complementary skills, committed to a common purpose, performance goals and approach, what are considered mutually accountable. -- Stages of development teams: Education, Conflict, Organization, productionanddevelopment Completion.
V. power and Politics:
Power: q has a capacity of influence the conduct of B, so q B acts in accordance with the wishes of A.
-Unit: When more dependent B of A, will have greater power over B.
-Bases of Power: 1) Formal Power: basa in the post of the individual within the org. a) coercive power : Founded in fear of negative results. b) Power Rewarding : Obey brings me to another benefit. c) could legitimately Awtoritq is given to another as a result of their hierarchical position. d) Power of information: Power by privileged access to info.2) Personal Power: basa en caract.unicas of indiv. As skill, respect, admiraciy charisma. a) Power of the Expert : Based on personal knowledge or skills. b) Power concerning : Based on the possession of desirable resources. c) Power charismatic : Extent of Fr Refer. q stems from the personality and interpersonal treatment.
-Tactics of Power: How to translate the foundations of power in action concretas.a) Reason: Using data to explain ideas (e1; i1) b) Coalition: Get support from others to support application (e2, i4) c) Friendship: Be humble and friendly before requesting something (e3, i3) d) Negotiation: Using exchange of benefits or favors (e4; i5) e) Assertiveness: Using direct method to demand obedience (e5.i2) f) Authority Mayor: Get support from superiors to support application (e6, i6) g) Penalties: Apply rewards or punishments in the org. (I7).
Politics: Using power to influence decision-making. 1) Conduct Policy: activities not required as a formal role, but q influence advantages and diverts. within the empresa.a) Self: Politics normal each dia.b) illegitimate: Politics extreme, it violates rules.
-factors of political behavior:
A) Individual factors: 1) Monitors oneself .2) Locus control interno.3) Correspondence with the personalidad.4) Investment organizacional.5) alternately work percibidas.6) hope of success.
B) Organizational factors: 1) Reassigning recursos.2) Opportunity ascender.3) Desconfianza.4) Ambiguity of funciones.5) confusing system of assessment of desempe.6) Practice reward zero-sum (win or lose) .7) Decision-making democratica.8) Pressures by desempe.9) Directors selfish.
VI.COMUNICACION: The communication is the exchange of ideas, thoughts and feelings between two or more persons. It is a bilateral process, in which two or more people interact through a set of conventional signs, by both acquaintances. -- Role of Communication: Control, Motivate, express emotions, Inform.
-Model and Shannon Weber: issuer-encoder-msje (d noise source)-receiver-decoder.
- Model Communication: = and retroinformacion.
- barriers of communication : Personal, semantics, Physical, Competition, links; inference, Status .
- Overcoming the barriers : Com.Directa, Simplify Lgje, Rep.Msje, Empathy, Ctrl. Emotional.
Comm. No verbal: Msjs transmitted by Movima. body, entonaciq we give to words, facial expression and physical distance between sender and receiver. (Cntcto. Visual, expr. Facial, mov. Corp. and gestures, touching, paralenguaje)
Directorate of the com:
1.Flujo vertical: a) Sist. Descending from com. (Purpose: To instr. To perform tasks, proportions. Feedback on the performance / Strategies: Submit to employees in a clear manner the Instrucci Of tasks, repeating important msjes)). B) Sist. Ascending.: (Purpose: To report on progress of targets, reports. Genereal a senior feel of workers / strata: Filter msjes for qa superiors they arrive + import., Rducir dist. And barriers between niv. Hierarchy.) 2 . Horizontal Flow: c) Sist. Com side.: (Purpose: Coord. Tasks, sun probs, share info. / strata: To develop intra-and inter tasks to create confidence, promote. Taking decis. Group.)
VII. Leadership: Ability to influence a group to reach the goals. Not all administrators (managers) are leaders, not all leaders are administrators (managers)
Dif. Leader and Head: a) The head manages its employees, leading the dirije.b) The head depends on the authority, the leader of his good voluntad.c) The head inspires fear, the leader inspires entusiasmo.d ) The chief said YO, said said NOSOTROS.e) The chief justifies the damage, leading correcting desperfecto.f) The boss says do it, the leader said Let's do it.
-Types leadership styles: a) positive Leader: the leader's approach emphasizes rewards for seguidores.b) Leader negative: the emphasis is on the castigos.c) Leader autocratic: centralizes power and decision-making structure and the overall situation of work for employees. d) Leader participatory: decentralize authority, decisions are compartidas.e) Leader lax policies: avoiding power, responsibility and rely on this group to determine their own goals and solve their own problems.
- Theories of Leadership: A ) Theory features : Find the characteristics of personality, social, physical or intellectual that differentiate Leaders of non-leaders; Some features: Ambiciy energy, confidence in themselves, Honesty and integrity, I want to be leader, adequate knowledge for the post, Intelligence; This theory has not succeeded by: Focus was too optimistic in believing that there were consistent and unique features that are applied universally or all leaders eficaces.B). theories of behavior : They propose that certain specific behaviors differentiate leaders of non-leaders (Studies Ohio: dimensions independent studies U. of Michigan, The Grid administrations, Scandinavian studies). C) Theory contingency : (Theory Leadership Situation). D) recent approaches: (Charismatic Leadership, transactional and transformational leadership)
-Theories Leadership: 1) Theory of Features: Looking for the characteristics of personality, social, physical or intellectual q differentiate leaders from the followers.) .2) Theory of Behavior: q propose specific behaviors differentiate leaders of non-q what they are.
-Studies Univ. From Ohio: seeks to identify the dimensions of independent behavior. From lider.a) Structure Start: The extent to which a leader is likely q and define its role and structure of his subordinates in the pursuit of achieving the meta.B) Consideration: The extent to which it is likely that a leader has a working relationship characterized by mutual trust, respect for the ideas of his subordinates and interest in their feelings.
-Studies Univ. From Michigan: Locating characteristics of conduct. Of the leaders grow q be related to performance measurements in desempe.1) Leader employee-oriented: It emphasizes relationships interpersonales.2) Leader-oriented production: It emphasizes the technical aspects of work.
-Matrix Management: Based on the styles of interest by people and by the interest producciq shows the dominant factors in the leader's thinking regarding results.
-Model of the Contingency Fiedler: Theory q-effective groups depend on the proper adjustment between the style of the leader to interact with subordinates and the extent to which the subordination gives control and influence the leader. Fiedler developed a questionnaire workmate least preferred (PTMC) q measures whether a person is oriented to the task or relations.
-Theory of cognitive appeal: (Post Ohio, Fiedler + Joe Garcia) The theory of leadership in which the leader gets a group of effective performance, first developed plans, strategies and decisions eficacaces, and later through compor.directo.
-Teoria leadership Situation: (Hersey and Blanchard ) Theory of the contingency q focuses on the availability of supporters
-Theory of Leader-Member Exchange (ILM): The leaders cran internal and external groups, and the subordinate status with the inner group will have higher ratings of performance, less rotation and greater satisfaction with their superiors.
-Teoria path to the goal: The behav. The leader is acceptable as long as subordinates see as a source of satisfaction. Immediate or future.
Approaches recent Leadership: A) The theory of attribution of leadership: Leadership is simply a atribuciq people make about other individuos.B) The theory of charismatic leadership: Followers make powers of leadership skills heroic or extraordinary when observed det. compor.C) Liderasgo Transactional VERSUS Transformacionales: Individuals q motivate their followers in the direction of metasm clarifying the roles and requirements of the tasks VERSUS Individuals q give individual consideration and intellectual stimulation, and possess carisma.D) Visionary Leadership: Ability to create and articulate a realistic, credible and attractive future for a organizaciq transposes the borders of present and improvement.
Tags: I.PERCEPCION, II.MOTIVACION, 1. Teoría de la Jerarquía de Maslow, 2. Teoría de Motivación e Higiene de Herzberg, 1. Teoría ERC de Aldelfer, 2. Teoría de Necesidades de Mc Clelland, 3.Teoría de la fijación de Metas de Locke
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