BUAD304 Final
model of creativity - person factors
(motivation, knowledge base, personality, self-efficacy)
model of creativity - situation factors
(physical space, diversity, mutual accountability, high-commitment work systems)
outcome interdependence
outcomes of the task work are measured, rewarded, and communicated at the group level. measures the extent to which team members objectives and rewards are aligned
job stress
refers to the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the employee
horizontal organizational structures
rely on flatter hierarchy and organize people around specific segments of workflow - good for companies needing efficiency, flexibility, and speed Teams or workgroups are created to improve collaboration and work on common projects.
implicit cognition
represents any thoughts or beliefs that are automatically activate from memory without our conscious awareness leads to stereotypes
threats to creativity in groups
self presentational concerns conformity production blocking illlusion of productivity
causes of resistance to change
strong organizational culture structural inertia
attriubtion theory causal attributions
suspected or inferred causes of behavior - can be internal or external - based on attribution theory (founded by Heider)
task interdependence + 4 types?
team members depend on each other for information, materials, and other resources to complete their tasks. - Pooled - Sequential - Reciprocal - Comprehensive
creative outcome effectiveness
the joint novelty and usefulness (quality) of a product or service as judged by others
trust + 3 types
the willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you contractual communication competence
stereotypes
• A set of beliefs about the characteristics or attributes of a group. • Shared by both perceivers and people about whom the stereotype exists. • Allow people to process a large amount of information quickly • Often lead to biased decisions, with suboptimal or inefficient outcomes.
what stops people from contributing to teams?
• Common information bias • Differences in status • Physical distance / obstacles to interaction • Fear of looking bad or being punished
Self-Managed Team
• Defined purpose • Run themselves: planning, scheduling, monitoring, staffing • Duration and commitment may vary
Virtual Team
• Uses technology to connect • Combine effort to achieve common goals
reciprocal task interdependence
Members specialize in tasks, must interact with other members to complete work
Stereotype Formation and Maintenance CIEM
1. Categorization • Categorize people into groups according to criteria (e.g., gender, age, race, and occupation). 2. Inferences • Infer that all people within a particular category possess the same traits or characteristics. 3. Expectations • Form expectations and interpret others' behavior according to stereotypes. 4. Maintenance • Overestimate the frequency of stereotypic behaviors . • Incorrectly explain behaviors . • Differentiate outgroups from ourselves
four fundamental rules for brainstorming
1. Expressiveness: Express any idea that comes to mind. 2. Non-evaluation: Do not evaluate any of the ideas during the generation phase. 3. Quantity: Generate as many ideas as possible—strive for quantity. 4. Building: Modify and extend the ideas suggested by others whenever possible.
three dimensions of culture
1. Individualism vs. Collectivism 2. Direct vs. Indirect Communication 3. Hierarchical vs. Egalitarian
creative performance behaviors
1. Problem formulation: accurately define the problem. 2. Preparation: develop a base of knowledge by intentionally and actively searching for new information related to a problem. 3. Idea generation: requires making new mental connections about the task or problem at hand (System 1 thinking). 4. Idea evaluation: Select the most creative and promising idea from among multiple options (System 2 thinking).
4 key behaviors of transformational leaders
1. inspirational motivation 2. idealized influence 3. individualized consideration 4. intellectual stimulation
three levels of organizational culture
1. observable artifacts - the physical manifestations of an organization's culture (Language (e.g., jargon, acronyms) • Dress • Awards 2. espoused values - - the explicitly stated qualities and norms preferred by an organization. (enacted values are qualities and norms exhibited by employee behavior) 3. basic assumptions - organizational values so taken for granted over time that they become assumptions guiding organizational behavior.
Punctuated Equilibrium
A form of team development in which groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives.
culture is....
A set of shared assumptions that defines appropriate behavior for various situations. 1. Located in individual minds and social worlds (e.g., political, educational, and economic institutions). 2. A set of tendencies that can change over time. 3. A force that influences basic psychological processes
organizational culture + 4 important characteristics
A set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments ("That's how things are done around here") Four important characteristics: 1. Shared concept 2. Learned over time 3. Influences behavior at work 4. Affects outcomes at multiple levels
representative brokerage
Acts as the point person in contact with another group
organizational socialization (3 phases of joining a company)
Anticipatory socialization phase occurs before an individual actually joins an organization Encounter phase occurs when employees come to learn what the organization is really like - Onboarding - programs that help employees to integrate, assimilate, and transition to new jobs Change and acquisition phase requires employees to master important tasks and roles and adjust to their work group's values and norms
fiedler's contigency model leader-member relations? task structure? leader position power?
Based on the premise that a leader's effectiveness is contingent on the extent to which the leader's style matches characteristics of the situation at hand.
brokerage vs. closure
Brokerage as social capital • Participation in, and control of, information diffusion is a source of social capital • Brokers connect people from opposite sides of the structural hole Closure as social capital • Being part of a network in which everyone is connected such that no one can escape the notice of others is a source of social capital • Threat of sanctions creates a "reputation effect" which promotes the emergence of norms of conduct and trustworthiness
coordinator brokerage
Brokering connections between members of the same group BROKER IS IN THE GROUP
consultant brokerage
Brokering connections between members of the same group BROKER IS NOT IN THE GROUP
liason brokerage
Brokers relationships across two different groups
Three C's of Effective Teams
Charters and Strategy Team charters: describe how the team will operate, such as through processes for sharing information and decision making Team performance strategies: deliberate plans that outline what exactly the team is to do, such as goal-setting and defining particular member roles, tasks, and responsibilities Composition Team composition: describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members Capacity Team adaptive capacity: (adaptability) the ability to make needed changes in response to demands put on the team - based on team composition
closure
Closure is high when one has many ties to the contacts within a cohesive (i.e., dense) network.
types of CQ (cultural intelligence)
Cognitive CQ: Ability to plan for and recognize differences - noticing clues to a cultures shared understanding Physical CQ: Capacity to adapt nonverbal/verbal behaviors Emotional CQ: Comfort, confidence, and desire to adapt.
Three C's of team players
Committed Collaborative Competent
4 relationship-oriented leader behaviors
Consideration - creating mutual respect or trust and prioritizing group members' needs and desires Empowering leadership - fostering employees' belief that they have control over their work Servant-leadership - focuses on increased service to others rather than to oneself; focused on providing support and growth opportunities to employees. Ethical leadership - focuses on being a moral role model; includes communicating ethical values to others and rewarding ethical behavior
Team Effectiveness model
Context, Composition, Process
gatekeeper brokerage
Controls access to group members
creativity vs. innovation capacity for excecution?
Creativity - the production of novel and useful ideas Innovation - the successful implementation of creative ideas within an organization - creation of something new that makes money Capacity for innovation = creativity x execution - If either creativity or execution has a score of zero, then the capacity for innovation is zero
open organizational structures - virtual
Members geographically separated, usually working with email and other forms of information technology; Can be internal or networked external virtual structures
comprehensive task interdependence
Members have a lot of discretion in what they do and who they interact with
open organizational structures - hollow (network)
Designed around a central core of key functions and outsources other functions to other companies or individuals who can do them cheaper or faster
Two Modes of Thinking
Divergent - Thinking that moves outwards from the problem in many possible directions - for individuals Convergent - Thinking that proceeds toward a single answer - for teams/groups
contractual trust
Do people do what they say they are going to do
functional organizational structure - vertical
Employees grouped according to the business functions they perform (e.g., sales, marketing, etc.)
Divisional Organizational Structure - vertical
Employees grouped based on similar products or services, customers or clients, or regions
matrix organizational structure - vertical
Employees grouped based on similar products or services, customers or clients, or regions
Tuckman's Five Stage Model of Group Development
Forming Teams coming together for first time Lots of uncertainty about who does what Storming Intra-group conflicts emerge Disagreements may emerge People may try to take leadership roles More tension / butting heads Norming Conflicts are resolved and consensus is reached Team structure is solidified - group cohesiveness, team spirit emerges Performing Team will perform task that they are assembled to perform Adjourning Team wraps up and all goes there separate ways Might be a sense of loss if they like each other or a sense of relief if they didn't like people
common information bias
Group members overemphasize information held by a majority of the group Also, people tend to argue in favor of their initial preference instead of seeking and discussing new information
what is a team vs. a group? what is a group vs. a team?
Group: Two or more freely interacting individuals who share norms and goals and have a common identity Team: A small number of people committed to a common purpose, performance goals, and approach for which they hold themselves collectively accountable; effectiveness is measured at a collective level - leadership is shared activity - problem solving is a "way of life"
competence trust
How effectively do people meet or perform their responsibilities and acknowledge other people's skills and abilities?
communication trust
How well do people share information and tell the truth?
5 dysfunctions of team
Inattention to results—losing sight of goals or focusing on personal success Avoidance of accountability—ducking the responsibility to call out peers Lack of commitment—can lead to social loafing Fear of conflict—seeking artificial harmony over constructive debate Absence of trust—unwilling to be vulnerable within the group
leadership
Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.
pooled task interdependence
Members complete their work independently, this work is then added together to get total output.
narcissism? machiavellianism? psychopathy?
Narcissism consists of a self-centered perspective, feelings of superiority, and a drive for personal power and glory. Machiavellianism is the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles . Psychopathy is characterized by a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others.
Fundamental Attribution Bias
Our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situational factors
Self Serving bias
Our tendency to take more personal responsibility for success than for failure. Suggests that employees will attribute their success to internal factors (e.g., high ability or hard work) and their failures to uncontrollable external factors (e.g., tough job, bad luck, uncooperative coworkers)
implicit leadership theory
Proposes that people have beliefs about how leaders should behave and what they should do for their followers
competing values framework
Provides a practical way for managers to understand, measure, and change organizational culture clan culture - internal focus and values flexibility over control adhocracy culture - external focus and value flexibility - the creation of new products market culture - strong external focus and values stability hierarchy culture - internal, stability - leads to a vision and strategic plan
Cross Functional Team
Representatives from various disciplines within an organization ( finance - operations - R&d) Work in different settings
diversity
Represents the multitude of individual differences and similarities that exist among people
brianwriting
Simultaneous written generation of ideas within a group People come up with ideas separately THEN as a group elaborate on and evaluate ideas Why? Three main reasons: - reduces production blocking (by introverts) - enables feelings of anonymity - increases diversity of ideas
Project Team
Tackle a particular problem, task, or project Typically short term
sequential task interdependence
Tasks done in prescribed order, members specialize in tasks.
open organizational structures - modular
The company assembles product parts, components, or modules provided by external contractors
social capital
The resources available in and through relationships In other words: Power in the form of relationships
social network
The set of relationships critical to your ability to get things done, get ahead, and develop professionally. They are conduits that transfer information and exchange opportunities
transformational leadership
Transformational leaders appeal to followers' selfconcepts—their values, motives, and personal identity. - transform their followers to pursue organizational goals over self-interests
Work Team
Well-defined and common purpose Permanent and require complete commitment Examples: pro sports team, audit team
types of teams
Work Team Project Team Cross Functional Team Self-Managed Team Virtual Team
Betweenness centrality
a measure of centrality in a graph based on shortest paths.
role task role? maintenance role?
a set of expected behaviors for a particular position Roles tend to be at the individual level and pertain to a specific job or situation task roles enable the work to define a common purpose maintenance roles foster good interpersonal relationships
collaboration
act of sharing information and coordinating efforts to achieve a collective outcome - enables teams to produce more than the sum of their parts
three general types of change
adaptive change innovative change radically innovate change
norm
an attitude, opinion, feeling, or action—shared by two or more people—that guides behavior. For example: -Listen to others -Avoid jumping to conclusions -Try to understand each other's views, experiences Norms are shared and apply to the group, team, or organization
fixed mindset
belief that qualities such as intelligence or talent are innate and concrete
growth mindset
belief that qualities such as intelligence or talent are malleable and expandable with effort, practice, and input from others.
brokers
brokers... - bridge gaps in a social structure - help goods, information, opportunities, or knowledge flow across that gap Also known as "boundary-spanners" or "bridges" Brokers are highly influential actors in a network
types of brokerages
coordinator gatekeeper liason consultant representative
direct vs. indirect communication
direct communication: • Challenge others • Blunt • Get down to business—task focus • Eye contact indirect communication: • Show respect, deference • Tell stories • Socialize before business—people focus • Avoid humiliation or embarrassment
Lewins Model of Change
driving forces - encourage change, push people in new direciton restraining forces - resist change steady state - when driving forces equal restraining forces
Task-oriented leader behaviors transacational leadership?
focuses on clarifying employeesʼ role and task requirements and providing followers with positive and negative rewards contingent on performance.
hierachachal vs. egalitarian
hierarchacal: Inequalities among people are acceptable • Decision making is autocratic (top-down) • Power is actively sought through dominance and control over resources egalitarian Inequalities among people are less acceptable • Decision making is participative • Power is NOT actively sought through dominance and control over resources
Eigenvector centrality
how well-connected are those I'm connected to Based on how connected one is to well-connected others (aka It's who you know).
social loafing
individual effort declines when group size increases
individualism vs. collectivism
individualist: • View of self as distinct from close others • Independence • Self-interest motive • Assumption of self-interest in others • Fight to achieve • Self-reliance Collectivist: • View of self as defined by relationships with close others • Interdependence • Cooperative (for in-groups) • Competitive (for out-groups) • Adjust to accommodate • Family support and reliance
2 Task-oriented leader behaviors
initiating structure - organizing and defining what group members should be doing to maximize output transactional leadership - focuses on clarifying employees role and task requirements and providing positive or negative rewards contingent on performance
passive (laissez-faire leadership)
is a general failure to take responsibility for leading - avoiding conflict - failing to provide coaching on difficult assignments - failing to assist employees in setting performance goals - avoiding performance feedback - ignoring bullying, and being so hands-off that employees have little idea what they should be doing
Kelley's Model of Attribution
look at three aspects of someone's work and whether or not it is high or low tht tels us if it is a internal or external attribution/reason Distinctiveness: does the person behave differently in different situations? Consensus: do others behave the same way in similar situations? Consistency: does the person behave the same over time?
leadership prototype
mental representation of the traits and behaviors people believe leaders possess
contigency approach to organizational design +5 contigency factors
organizations are more effective when they are structured to fit the demands of the situation, and when the structure is aligned with internal activities and actions of the organization 1)strategy and goals 2) market uncertainty 3) decision-making processes 4) technology 5)size