- Adjourning
- The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance
- Affect
- The emotional or feeling segment of an attitude (A broad range of emotions that people experience)
- Attribution
- When individuals observe behavior, they attempt to determine whether it is internally or externally caused
- BATNA
- The Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) to an individual for a negotiated agreement
- Charismatic Leadership
- Key Characteristics
o Vision and articulation- Has a vision- expressed as an idealized goal- that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others
o Personal risk- Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the vision
o Environmental sensitivity- Able to make realistic assessments of environmental constraints and resources needed to bring about change
o Sensitivity to follower needs- Perceptive of others’ abilities and responsive to their needs and feelings - Classic Conditioning
- A type of conditioning in which an individual responds to some stimulus that would not ordinarily produce a response
- Coercive Power
- A power base dependent on fear
- Cognition
- The opinion or belief segment of an attitude
- Cohesiveness
- Degree to which group members are attached to each other and are motivated to stay in the group
- Components of effective teams
- Context
Composition
Work design
Process - Composition
- o Abilities of members
o Personality
o Allocating roles
o Diversity
o Size of teams
o Member flexibility
o Member Preferences - Conformity
- Adjusting one’s behavior to align with the norms of the group
- Context
- o Adequate resources
o Leadership and structure
o Climate of trust
o Performance evaluation and reward systems - Contingency Theories
- Leader’s style is fixed:
o Fiedler’s Contingency Model
Leader’s style can and should be changed:
o Cognitive Resource Theory
o Hersey and Blanchard’s Situational Leadership Model
o Path Goal Theory
o Leader/Member exchange theory (LMX) - Controlling
- Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations
- Decisional Roles
- o Entrepreneur
o Negotiator
o Resource Allocator
o Disturbance Handler
- Displayed Emotions
- Emotions that are organizationally required and considered appropriate in a given job
- Dysfunctional Conflict
- Conflict that hinders group performance
- Ecological Level
- examine relation of single or multiple organizations to their environment or relations that develop between organizations
- Emotional intelligence
- Self awareness
Self-managemnet
Selfmotivation
Empathy
Social Skills - Emotions
- Intense feeling that are directed at someone or something
- Empathy
- Sense and understand what others feel
- Employee Empowerment
- Putting employees in charge of what they do
- Ethical leadership
- o Ethical leaders use ethical means to get followers to achieve their goals and the goals themselves are ethical
o Leaders who are perceived as unethical may be shunned, fired or even arrested - Ethical Relativism
- No global ethical standards (China and India)
- Expert Power
- Influence based on special skills or knowledge
- Felt Emotions
- An individual’s actual emotions
- Flexible job options
- Job sharing
Flextime - Flextime
- Employees work during a common core time period each day but have discretion in forming their total workday from a flexible set of hours outside the core
- Formal Power
- Is established by an individual’s position in an organization; conveys the ability to coerce or reward, from formal authority, or from control of information
- Forming
- Characterized by much uncertainty
- Functional Confict
- that supports the goals of the group and improves its performance
- Fundamental Attribution Error
- The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviors of others
- Goal-setting theory
- The theory that specific and difficult goals lead to higher performance; Most closely associated with Ed Locke
- Groups
- o Share information
o Neutral (sometimes negative)
o Individual
o Random and varied - Groupthink
- Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action
- Higher-Order Needs
- Needs that are satisfied internally; social, esteem, and self-actualization needs
- Hostile work environment
- occurs when unwelcome comments or conduct based on sex, race or other legally protected characteristics unreasonably interferes with an employee’s work performance or creates an intimidating, hostile or offensive work environment
- Informational Roles
- o Monitor
o Disseminator
o Spokesperson
- Instrumental Values
- The ways/means for achieving one’s terminal values
- Interpersonal Roles
- o Figurehead
o Leadership
o Liaison
- Job enlargement
- horizontal expansion of jobs
- Job enrichment
- The vertical expansion of jobs
- Job rotation
- periodic shifting of a worker from one task to another
- Job satisfaction
- o How satisfied people are with their jobs
o People tend to be less satisfied with pay and promotion opportunities
o Personality can influence job satisfaction
o Job satisfied employees are more productive, more likely to exhibit OCBs, less likely to miss work or quit and more likely to create satisfied customers
o Results from challenging and interesting work, equitable rewards, supportive boss and colleagues and good working conditions
o Strongly related to overall life satisfaction and positivity - Job sharing
- The practice of having two or more people split a 40 hour a week job
- Leading
- Includes motivating subordinates, directing others, selecting the most effective communication channels, and resolving conflicts
- Legitimate Power
- The power a person receives as a result of his or her position in the formal hierarchy of an organization
- Levels of Analysis
- Social Psychological Level
Structural Level
Ecological Level - Lower-Order Needs
- Needs that are satisfied externally; physiological and safety needs
- Manageial Roles
- Interpersonal
Informational
Decisional - Manager
- An organizational member who integrates and coordinates the work of others (pg.4)
- Managerial Functions
- Planning
Organizing
Leading
Controlling - Maslow’s Hierarchy of Needs
- Lowest to Highest: Physiological, Safety, Social, Esteem, Self
- McClelland’s theory of needs
- A theory stating that achievement, power, and affiliation are three important needs that help explain motivation
- Mentors
- A senior employee who sponsors and supports a less experienced employee
- Moods
- that tend to be less intense than emotions and that lack a contextual stimulus
- Motivation
- willingness to exert high levels of effort toward organizational goals, conditioned by the effort’s ability to satisfy some individual need
- Norming
- Characterized by close relationships and cohesiveness
- Norms
- Acceptable standards of behavior within a group that are shared by the group’s members
- Operant Conditioning
- Focuses on the consequence of an action; Reinforcement is more effective than punishment
- Optimal team size
- o Problem-Solving Team: 5-12 people
o Self-Managed Work Teams: 10-15 people - Organizational Citizenship
- Is discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization
- Organizing
- Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom and where decisions are to be made
- Perception
- A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
- Performing
- When the group is fully functional
- Personality determinants
- o Heredity
o Environment
o Situation
- Planning
- Includes defining goals, establishing strategy and developing plans to coordinate activities
- Power
- A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes
o Used as a means for achieving goals
o Requires follower dependency
o Used to gain lateral and upward influence - Process
- o Common purpose
o Specific goals
o Team efficacy
o Conflict levels
o Social loafing - Quid Pro Quo
- indicates that an item or a service has been traded in return for something of value
- Referent Power
- Influence based on possession by an individual of desirable resources or personal traits
- Reinforcement theory
- o Focus on consequences of action
o Rewards increase behaviors
o Punishments decrease behaviors
- Reward Power
- Compliance achieved based on the ability to distribute rewards that others view as valuable
- Rights-Based Ethics
- o Respecting and protecting basic rights of individuals such as whistleblowers
- Roles
- A set of expected behavior patterns attributed to someone occupying a given position in a social unit
- Self awareness
- Know how you feel
- Self motivation
- Can motivate yourself and persist
- Self-management
- Manage your emotions and impulses
- Social Learning
- Anticipatory Learning; Influenced by: attractiveness of model self-efficacy
- Social loafing
- The tendency for individuals to expend less effort when working collectively than when working individually
- Social Psychological Level
- organizational characteristics are context or environment, and investigator explores their impact on attitudes or behavior of individuals
- Social Skills
- Can handle the emotions of others
- Stages of group development
- Forming
Storming
Norming
Performing
Adjourning - Storming
- Characterized by intragroup conflict
- Structural Level
- try to explain structural features and social processes that characterize organizations and subdivisions (subunits, work groups, rank groups) or analytical
- Team
- o Collective performance
o Positive
o Individual and mutual
o Complementary - Terminal Values
- Desirable end state or goals
- Trait theories of leadership
- Examples:
o Extraversion
o Conscientiousness
o Openness - Transformational leadership
- Leaders who provide the four “I’s” (individualized consideration, inspirational motivation, idealized influence, and intellectual stimulation
