Organizational Structures, Group Dynamics, and Motivation

Chapter 7: Types of Organizational Structures

• Functional: Departments based on expertise. Features hierarchical, top-down control in small firms, government, and stable environments. Pros: Expertise. Cons: Isolation of departments.
• Divisional: Each division operates like its own company with profit centers. Pros: Faster customer response, clear accountability. Cons: Isolated divisions, poor coordination.
• Geographic: Divided into areas and cultures. Pros: Understanding of regional customer needs. Cons: Decentralization, reduced control.
• Matrix: Project and specialty managers for each specialty. Pros: Coordination, flexibility. Cons: Role confusion, conflict.
• Team: Flexible, informal relationships. Pros: Adaptability, collaboration. Cons: No clear communication lines, reliance on technology, reduced accountability.
• Virtual: Outsourced tasks and dispersed employees. Pros: Cost savings, fast customer response. Cons: Social isolation, weak collaboration.

Chapter 8: Stages of Group Development

• Forming: Introduction, polite, looks for direction.
• Storming: "Win-lose" mentality, clashing, frustration.
• Norming: Starts to work well together, establishes boundaries, respect, and shared responsibility.
• Performing: Self-directed, confidence, success.
• Adjourning: Review, separation, goodbye.

Chapter 9: Motivation Theories

Maslow's Hierarchy of Needs

Physiological → Safety → Love/Belonging → Esteem → Self-actualization.

Types of Motivators

• Intrinsic: Autonomy, belonging, love.
• Extrinsic: Competition, money, points.

McClelland's Needs Theory

• Achievement: Need to accomplish, takes calculated risks, prefers working alone.
• Affiliation: Part of a group, wants to be liked, avoids risks.
• Power: Wants control, wins arguments, enjoys competition.

Additional Motivation Theories

• Expectancy Theory: "You get what you put in." Effort leads to performance, which leads to desirable outcomes.
• Goal Theory: Goals should be intended, difficult, specific, accepted, and committed to.
• Equity Theory: Motivation comes from perceived fairness.

Chapter 10: Leadership and Power

Types of Power

• Coercive: Fear of negative results.
• Reward: Compliance leads to positive benefits.
• Legitimate: "Formal authority," the most common type.
• Expert: Expertise that others depend on.
• Referent: Person with desirable resources.

Traditional Leadership Theories

• Trait Theory: Personal traits; "leaders are born."
• Behavioral Theory: "Leaders can be trained"; focuses on how leaders behave.
• Contingency Theory: Focuses on the effect of leadership; different traits for different situations.
• Fiedler Contingency Model: 1. Assess leader, 2. Assess situation, 3. Match the two (e.g., tough leaders are effective in crisis but not in change).

Contemporary Leadership Theories

• Charismatic, Transactional, and Transformational.
• Path-Goal Theory: Leader assists followers in achieving goals by providing a clear path to success.

Chapter 11: The Deming Cycle

The Deming (Shewhart) Cycle: Create plan → Implement → Monitor effectiveness → Act on what was learned.