Chapter 5, 9, 13

7 corporate cultures and 8 categories of organizational culture

-7 corporate cultures: innovation, stability, respect, outcome orientation, attention to detail, team orientation, aggressiveness -8 categories: integrity, team work, innovation, respect, quality, safety, community, communication, and hard work, each f which includes many specific values

coercive power

-Ability to apply punishment; overs when managers warn employees about the consequences of poor performance -Employees also have this power; they may criticize cowalkers when they disregard team norms -Some firms rely on this from other team members to control coworker behavior in team sitting

Culture is an adaptive culture

-Adaptive culture: employees are receptive to change and ongoing alignment of organization to environment and improvement of internal processes -Employees in adaptive cultures see things from an open systems perspective and take responsibly for the organization's performance and alignment with the external environment -Receptivity to change extends to internal processes and rolls; employees belie that satisfying stakeholder need requires improvement of internal work processes and recognize the importance of staying flexible in old work roles -Strong learning orientation because being receptive to change means the company also sports action-oriented discovery; empires welcome new learning opportunities, actively experiment with new ideas, view reasonable mistakes as natural, and question past practices often

job rotation

-Adds skill variety into the work date and improves employee motivation and satisfaction -Minimizes health risk from repetitive strain and heavy lifting because employees use different muscles and positions in the various jobs -Supports multiskilling which makes it easier for the company to fill temporary vacancies

evaluating equity theory

-Equity theory predicts many situations of workplace injustice but doesn't identify a comparison other or indicate which inputs/outputs are most valuable to each employee -Leader should now their employees well enough to minimize inequity through open communication -Theory accounts for only some of our feelings of justice, as procedural justice is also important

Social characteristic

-One social characteristic is the extent to which the job requires employees to interact with others, required social interaction that is associated with emotional labor and task interdependence -Task interdependence: extent to which employees need to share materials, information, or expertise with -Another social characteristic is feedback from others identified as a source of motivation in the job characteristics model; feedback from others is important for rapid learning and when feedback is favorable

expert power

-Originates from within the power holder; it is the individual or work unit's capacity to influence others by possessing knowledge r skills valued by others -One form is the perceived ability to manage uncertainties in the business environment -Organizations are more effective when they operate in predictable environments, so they value people how can cope with changes in consumer trends, societal changes, unstable supply lines, etc. -Many people respond to expertise by following guidance of experts, even if the guidance is bad

intrinsic vs extrinsic motivation

-People experience self-actualization by applying their skills and knowledge and observing how their talents achieve meaningful results, and experiencing personal growth through learning -Conditions for intrinsic motivation: motivation controlled by the individual and experienced from the activity itself -Intrinsic motivation occurs when people seek need fulfilment from doing the activity itself, not as a means to some other outcome, and so enjoy applying their talents towards a meaningful task and experiencing success -Behavior is intrinsically motivated when it is anchored in the innate drives for competence and autonomy -People feel competent when applying their skills and observing positive, meaningful outcomes form those talents and feel autonomous when their motivation is self-initiated rat hare than externally controlled

Expertise can help companies cope with uncertainty in 3 ways in a hierarchy of importance

-Prevention: the most effective strategy is to present environmental changes from occurring, i.e. Financial experts acquire power by preventing organization from empiercing cash shortage -Forecasting: next best strategy is to predict environmental changes, i.e. Transporters gain power by predicting changes in consumer preferences -Absorption: people gain power by absorbing/neutralizing the impact of environmental shifts as they occur, i.e. Maintenance crews come to the rescue when machines break

Critical Psychological States

-Skill variety, task identity, and task significance directly contribute to the job experienced meaningfulness; belief that one's work is important -Autonomy directly contributes to feelings of experienced responsibility- a sense of being personally accountable for the work outcomes -Knowledge of results is an awareness of the work outcomes based on information from the job itself

organizational language

-The way employees talk to each other, describe customers, express anger, and greet others are symbols of share devalues and assumptions -Language captures less complimentary cultural values

outcome valences

-Valence; anticipated satisfaction/dissatisfaction that someone eels towards an outcome, ranging from negative to positive -Outcomes have a positive valence when they are consistence with our values and satisfy our needs; valence is negative when they oppose our values and do not fulfil our needs

learned needs theory

Need strength can be altered through social influences (McClelland), and the three learned needs are achievement, affiliation, and power

does extrinsic motivation undermine intrinsic motivation?

-Additive vie suggests that someone performing an intrinsically motivating job becomes even more motivated by also receiving an extrinsic source of motivation for that work; extrinsic motivator energizes the employee more than just the intrinsic motivator -Another hypothesis states that introducing extrinsic sources of motivation will reduce intrinsic motivation, i.e. Employees who were energized from the work itself will experience less intrinsic motivation when they receive extrinsic rewards such as a bonus -Introducing extrinsic motivators diminishes the employee's feeling of autonomy, a source of intrinsic motivation -Extrinsic motivators may reduce existing intrinsic motivation to some extent under some conditions, but the effect is minimal -Extrinsic rewards do not undermine intrinsic motivation when they are unexpected, when they have low value relative to the intrinsic motivation, and when they are not contingent on specific behavior -When employees are engaged in intrinsically motivating work, employers should be careful about the potential unintended effect of undermining that motivation with performance bonuses and other extrinsic motivation

job enlargement

-Adds tasks to an existing job, i.e. Combining 2 or more complete jobs into one jr just adding one or two more tasks to an existing job -Skill variety increases because there are more tasks to perform

legitimate power

-Agreement among organizational members that people in certain roles can request a set of behaviors from others; this perceived obligation originates from formal job description and informal rules of conduct and is usually the most important power source -Managers have a legitimate right to tell employees what to do, who to work with, and what to use, and employees follow the boss because they have agreed to follow these requests from authority -Employee motivation to comply with requests occurs separately from the manager's ability to reward or punish employees -Legitimate power gives the power holder only the right to ask others to perform a limited domain job behavior, or the "zone of indifference" which is the set of behaviors that individuals are willing to engage in at the request of another -Manager can deny employees access to Facebook during company time, but employees can deny working many hours over the regular workday, either refusing or engaging in delaying tactics -Size of zone of indifference (and magnitude of indifferent power) increases with level of trust in the power holder -Some values and personality traits make people more obedient to authority; those who value conformity and tradition as well have high power distance (accepting unequal power distribution) and have higher deference to authority -The organization culture influences the willingness of employees to follow orders, i.e. A scientist may keep working after being told to stop because the culture in the workplace is to be entrepreneurial, including ignoring boss authority sometimes

Physical structures and symbols

-Building size, shape, and location mat support a company's emphasis on teamwork, environmental friendliness, hierarchy, or any other set of values -Artifacts inside the buildings may convey cultural meaning, and the combination of them together may form an image of how they symbolize the organizations culture -Collaborative and creative cultures value teamwork and flexibility with informal space design, whereas controlling and competitive cultures may have more structural arrangements and space for individual work

Culture strength not the level of a cult

-Companies with very strong cultures may be less effective than moderately strong; corporate cults may weaken effectiveness because they lock people into mental models, blinding them to new opportunities and problems -People may overlook misalignments between environment and organizations activates -Cultures too strong may be dysfunctional because they suppress dissenting subcultures; leaders must maintain a strong culture but one allowing subcultural diversity, and subcultures encourage task conflict, improving creativity and allowing ethical vigilance over dominant culture -Subcultures values could become important dominant values as the environment changes, so corporate cults suppress these subcultures

companies are more effective when they have strong cultures because of

-Control systems: OC is a social control influencing employee behavior- culture is nonconscious directing employees t behave consistently with expectations -Social glue: OC is a social glue bonding people and making employees motivated to internalize the dominant culture because it fulfils their social identity, which attracts new staff and retains top performance, holding people together -Sense making: OC helps employees make sense of what's going on and why things happen, and corporate culture makes it easier for them to understand what is expected of them

McClelland training programs

-Developed to test the idea that need scan be learned through reinforcement, learning, and social conditions -One program increased achievement motivation by having participants write achievement-oriented stories, practice achievement-orientated behaviors in games, and meet with a reference group to maintain a new-found achievement motivation -Changed how people viewed themselves (self-concept) which amplified their need for achievement, affiliation, or power

organizational justice

-Distributive justice: refers to perceived fairness in the outcomes we receive compared to our contributions and the outcomes and contributions of others -Procedural justice: fairness of the procedures used to decide the distribution of resources -Employment relationship is about employees exchanging their time, skills, and behavior for pay, fulfilling work, development opportunities, etc, and what is considered fair I the exchange varies -Equality Principe operates when we believe that everyone in the group should receive the same outcomes, i.e. Same meals in the cafeteria -Need principle: applied when we believe that those with the greatest need should receive more outcomes than those with less need; occurs when employees get paid time off to recover from illness -Equity principle: infers that people should be paid in proportion to their contribution

dominant culture and countercultures

-Dominant culture: values and emotions shared most consistently by the organization's members, usually supported by senior management and persisting with cultural values and assumptions -Countercultures: embrace values or assumptions directly opposing the organizations dominant culture

Increasing E-to-P expectancies

-E-to-P expectancies are influenced by an individual's belief that he or she can complete the task, an attitude is increased when companies assure employees, they have skills and knowledge, role perceptions, and resources to succeed -Involves matching employee abilities to job roles and communicating required tasks -Expectancies are learned, so modelling and feedback strengthen the individual's belief that he or she can perform the task

4 drive theory

-Emotions are the source of human motivation and these emotions are generated through four drives: drive to acquire, bond, c comprehend, and defend -Drive to acquire: drive to seek out, control, and retain objects and experiences and produces the need for achievement, competence, and motivates competition -Drive to bond: produces the need for belonging and explains why our self-concept is partly defined by associations with groups, and motivates people to cooperate in organizations -Drive to comprehend; people are curious and need to make sense of things and so are motivated to discover answers to ideas -Drive to defend: a drive to protect ourselves physically, socially, ad psychologically, and creates a fight-or-flight response when we are confronted with threats -All drives are innate and universal and are independent of one another; only the drive to defend is reactive/triggered by threat, but the others are proactive/activated by our perceptions to seek fulfilment regularly

employee engagement

-Employee engagement: individual's emotional and cognitive motivation in a focused effort toward work goals -Associated with self-efficacy and includes a work absorption -Few employees are fully engaged at work, and disengaged employees are often disruptive and disconnected -Influences of employee engagement are goal setting, employee involvement, organizational justice, organizational comprehension, employee development, sufficient resources, and appealing visions

equity theory

-Employees determine feelings of equity by comparing their own outcome/input ratio to the outcome/input ratio of some other person -The output/input ratio: value of outcomes you receive (recognition, pay, opportunities to improve)/ value of inputs you provide in the exchange relationship (skill, effort, performance) -We compare our outcome/input ratio with that of a comparison other, which is either another person or group of people in other jobs or another organization -Employees often collect information on many referents to form a generalized comparison other, but the comparison other varies from person to person and is not easily identifiable -Comparison of our own outcome/input ratio with the ratio of another results in perceptions of equity, undereward inequity, or over reward inequity -In the equity condition, people believe that their outcome/input ratio is similar to the ratio of the comparison other -In the under-reward inequity situation, people believe their outcome/input ratio is lower than that of other; in the overrewarded condition, people believe theirs is higher than that of other

How job specialization improves work efficiency

-Employees have a less variety of tasks to juggle so there is less time lost changing activities; when people change tasks, their mental attention can linger on the previous time of work (which slows them down) -Employees can become proficient quicker in specialized jobs because there are fewer skills to learn and thus less time required to train and develop for high performance -Shorter work cycles give employees more frequent practice, so jobs are mastered quicker -Specialization increases work efficiency by allowing employees with specific skills to be matched better to the jobs for which they are best suited

Espoused vs. Enacted Values

-Espoused values that leaders hope will become the organizations culture (or that they want people to believe guide their actions; they are socially desirable, allowing for a good public image -Enacted values: what defines the organization culture is the values that guide decisions and behavior and are apparent when watching people's behavior

Maslow's Needs Hierarchy Theory evaluation

-Exception: people always need but never fulfil self-actualization, so while the bottom 3 are deficiency needs, self-actualization is a growth need because it continues to develop even when satiated -Theory assumes that everyone has the same needs whereas each of us have a unique hierarchy because employee needs are strongly influenced by self-concept, personal values, and personality -People have different value hierarchies and parallel differences in need hierarchies, so if your most important values lean toward stimulation and self-direction, you probably pay more attention to self-actualization needs -Theory emphasizes that needs should be studied holistically because human behavior is initiated by more than one need at a time, whereas previously, experts had studied separately needs and their underlying drives -Maslow recognized that motivation can be shaped by human thoughts (self-concept, social norms, past experience) whereas earlier experts focused on how instincts motivated behavior -Worked on concept of self-actualization, suggest that people are naturally motivated to reach their potential a view that contrasts with pervious theories that focused on need deficiencies -A pioneer in positive organizational behavior because he emphasizes motivation through growth and personal development rather than deficiencies

extrinsic motivation

-Extrinsic motivation: occurs when people are motivated to receive something that is beyond their personal control for instrumental reasons, directing their effort towards a reward from another that indirectly fulfils a need -Extrinsic sources of motivation exist through organization such as pay increase, recognition awards, and frequent reminders form the boss about work deadlines; the outcomes are controlled by others and are not a need fulfilment themselves -Extrinsic motivation occurs when employees create their own internal pressure to act in association with external factors, i.e. We often experience an extrinsic motivation to complete our part of a team project because we worry how team members will react if we do poorly

procedural justice

-Fairness of the procedures used to decide the distribution of resources; people evaluate fairness of resource distribution (distributive justice) as well as the fairness of the cognitions determining that distribution and its possible alteration (procedural justice) -We can improve it by giving employees voice in the process, encouraging them to present facts and perspectives -Voice provides a 'value expressive' function, making employees feel better after speaking their mind -Improves when the decision maker is seen as unbiased, relies on complete and accurate information, applies existing policies consistently, and listens to all sides -If employees feel unfairness of the allocation of resources, the feeling may decrease if the company has an appeal process so the decision can be reapproved by management -People feel less injustice when the deciding is explained, and they are treated with respect -Employees have stronger feelings of injustice when the manager has a reputation of being unfair

problems with job specialization

-Focuses on how job specialization reduces labor waste by improving mechanical efficiency of work (i.e. Faster learning, skills matching), but doesn't recognize how extreme job specialization can ipact employee attitudes and motivation for the worst -Some jobs can be so specialized that they soon become tedious and isolating, and when cycle times are short, high employee turnover and absenteeism occurs (so companies sometimes have to raise wages to keep people) -Job incumbents of specialized jobs potentially produce better quality results because they master their work faster than employees in jobs with many varied tasks- explains why specialists lawyers have better service than general lawyers -Many jobs are specialized to the point they become repetitive and tedious, so the positive effect of higher proficiency is offset by the negative effect of lower attentiveness and motivation -By performing a small part of the overall work, employees struggle to strive for better quality or notice their flaws because they do not see their work's impact on the bigger picture

Job Characteristics Model

-Focuses on the motivational potential of the job itself and identifies 5 core job dimensions that produce 3 psychological states -Employees who experience these psychological states have higher levels of internal work motivation, job satisfaction, and work effectiveness

Natural grouping approach

-Increases by combining highly interdependent tasks into one job; as seen in video journalism because it naturally groups tasks together to complete an entire product -By forming natural work units, jobholders have stronger feelings of responsibility for an identifiable body of work; they feel a sense of ownership and thus increase job quality -Forming natural work units increases task identity/significance because employees perform a complete product/service and can more readily see how their work affects others

E-to-P expectancy

-Individual's perception that his or her effort will result in a particular level of performance -Employees may sometimes believe they can accomplish the task definitely, but sometimes they may expect that even their highest effort will not be successful -E-to-P expectancy is often between the two extremes

Individual differences

-Job design doesn't increase motivation for everyone in every situation; employees must have the required skills and knowledge to master the hard work because otherwise, job design increases stress and reduces performance -Original model states that employees will be motivated by the five core job characteristics only when satisfied with their work context and have a high growth need strength -Growth ned strength: individual's need for personal growth and development, such as work that offers challenges, cognitive stimulation, learning, and independent thought -Employees might be motivated by job design no matter how they feel about their job context or how high/low they score on growth needs

Job design and work efficiency

-Job specialization: occurs when the work required to serve a customer or provide any other product or service e is subdivided into separate jobs assigned to different people, -i.e. Supermarkets have separate jobs for cehcjing out, stocking, preparing, etc, and each resulting job includes a nrrow subset of tasks completed in a short cycle time -cycle time: time required to complete the task before starting over with another item or client, i.e. Supermarket cashiers have a cycle time of about 4 seconds to scan each item before they repeat it with the next item

Practical implications of four drive theory

-Jobs a workplace should provide an opportunity to fulfil the four drives -Best workplaces help employees fulfil all drives; employees continually seek fulfilment of their drives so successful companies provide rewards, opportunities, an interaction for all employees -Fulfilment of the four drives must be kept in balance; organizations should void too much or too little opportunity to fulfil each drive because the four dives counterbalance -Drive to bond counterbalances drive to acquire (so one without the other may suffer from conflict and politics) and the drive to comprehend counterbalances the drive to defend (too much change will trigger drive to defend as people become resistant to change)

job design

-Jobs have different effects on work efficiency and motivation, and the ideal is a combination so that work is performed efficiently but employees are engaged -Job design: process of assigning tasks to a job, including the interdependency of those tasks with other jobs -Job: set of tasks performed by one person

Legitimate power through information control

-Legitimate power occurs when people have the right to control information others receive -Information is a resource, so those who need it are dependent on the holder to provide that resource, i.e. A map department of a mine has power when other departments are dependent o the map department to deliver maps for exploration -information gatekeepers gain power by selectively disturbing information in a way that affects how those receiving the information perceive the situation compared to their perception if they received all the inflation -information is often filtered as it flows up the hierarchy, which enables those transmitting the information to frame the situation more positively; framing that allows the gatekeeper to steer the team toward a particular decision

Increasing P-to-O expectancies

-Measure employee performance and distribute more valued rewards to those with higher performance -Employees need to believe that higher performance will result in higher rewards, a and they should know how the connection occurs from anecdotes, examples and public ceremonies about when behavior has been rewarded from leaders

employee drives and needs

-Motivation: the motivational forces or movers of employee behavior -Drives/primary needs: hardwired characteristics of the brain that attempt to keep us in balance by correcting deficiencies, and produce emotions that energize us to act on our environment -Drive for social interaction, competence, to comprehend our surroundings, and to defend ourselves against harm -Drives are innate and universal and generate emotions to make us ready to act, even though cognition also plays a role -Drives and he emotions generated by the drives form human needs, which are goal directed forces that people experience that are the forces of emotions channelled toward goals to correct imbalances -Needs are the emotions we eventually become consciously aware of, and drives express themselves directly in background emotions and we eventually become aware of them by means of background feelings -Self-concept, social norms, and past experience- (drives and emotions - needs - decisions and behavior) -Emotional reactions represent forces that move you, and logical thinking plays a role in channelling those emotions toward goals

job enrichment

-Occurs when employees are given more responsibility for scheduling, coordinating, and planning their own work, i.e. They have more enriched jobs when responsible for many tasks and have autonomy to plan/choose their work -Increases job satisfaction and work motivation and reduces absenteeism and turnover -Productivity increases when task identity and job feedback improve, and product/service quality improve because job enrichment increases jobholders felt responsibility/sense of ownership over the product/service

Expectancy theory of Motivation

-Offers more detail by predicting the goal directed behavior where employees are as likely to direct their effort -States that work effort is aimed toward behaviors that people believe will produce the best outcomes -Assumes that people are rational decision makers who choose where to direct their effort based on the probability of outcomes occurring and the good or bad valences (satisfaction) of those outcomes -An individual's level of effort depends on effort to performance expectancy, performance to outcome expectancy, and outcome valences, and employee motivation is influenced by all three components of the model (if a component weakens, so does motivation) -Useful model that explains how people figure out the best direction, intensity, and persistence of effort -Mainly explains extrinsic motivation, ignores emotions as a source of motivation, and outlines how expectancies (probability of outcomes) affect motivation, but not how the expectancies are developed

information processing demand

-One IPD is how predictable the job duties are form day to day (task variability) -Jobs with high task variability give employees nonroutine work patterns (they perform different types of tasks from one day to the next and don't know which tasks are required until that time -Second information processing demand (task analysability) refers to how much the job can be performed using known procedures -Jobs with high task analysability have a ready-made guide to guide people through their decisions and actions, whereas low task analysability requires creativity and judgement to determine the decision

Employees also have legitimate power over bosses/coworkers through legal rights as well as informal norms

-Organization may five employees the right to request information required for their job -Laws give employees the right to refuse work in unsafe conditions -Norm of reciprocity (form of legitimate power): feeling of obligation to helps someone who has helped you; if a coworker previously helped you handle a hard client, that coworker has power because you feel oblige to help the coworker on something of similar value in the future

meaning and potential benefits of a strong culture

-Organization's success partly depends on its culture, and successful companies are often coltlike -Strength of an organizations 'culture refers to how widely and deeply employees hold the company's dominant values and assumptions -In a strong organisational culture, most employees understand and embrace the dominant values, which are institutionalized through artifacts which entrench the culture -Strong cultures are along lasting and trace back to the values established by the founder, whereas weak cultures show dominant values geld by only a few people let the top, difficult culture to interpret form artifacts, and unstable and varied values and assumptions

Elements of Organizational Culture

-Organizational culture consists of shared values and assumptions -Values: stable beliefs that guide our preferences for situations; conscious perceptions about what is good or bad -Shared values: values that people in the organization have in common at the top of the values hierarchy -Shared assumptions: nonconscious perceptions or prototypes of behavior that are considered the correct way to think and act toward problems and opportunities (found by observing employees and analysing their decisions)

organizational culture and business ethics

-Organizational culture influences ethics of employees because the ales become embedded in dominant culture -In many instances an organizations culture may cause unethical conduct, and culture and ethics go hand in hand so to be more ethical, leaders may need to work on the enacted culture the steers employee behavior

organizational subcultures

-Organizations consist of subcultures in their divisions, regions, and groups, some of which espouse parallel assumptions and others which differ from the dominant culture -Some organizations consist of subcultures with no dominant culture recognizable -Subcultures often greater conflict among employees -Subcultures maintain the organizations standard of performance and ethics; employees holding countercultural values are a source of surveillance and review of the dominant order, count raging constructive conflict and creative thinking about how to interact with the environment -Subcultures support ethical conduct by preventing employees from blindly following one set of values, and members often question the obvious decisions and actions of the majority, making people more mindful of their action's consequences -Subcultures allow for emerging values that keep the firm aligned with the evolving needs of customers, suppliers, communities and other stakeholders -Companies eventually ned to replace their dominant values with ones that are more appropriate for the changing environment; the emerging values and assumptions usually exist in subcultures before they are ideal for the organization, but if they are suppressed, the organization may take longer to adopt the merging desired culture

content of organizational culture

-Organizations differ in their cultural content, i.e. They could prioritize individual performance or community support -Organization culture models help leaders who are faced with d diagnosing their company culture and identifying the type they want to develop -Organization culture models often oversimplify diversity of cultural values -Organization culture models often ignore the shared assumptions because measuring them is harder than measuring shared values -Any models assume organizations has a clear and unified culture, when in fact they are usually fragmented and consist of diverse subcultures of differ backgrounds and values -Organizations culture is founded on the employee values which are usually diverse and variable

Maslow's Needs Hierarchy Theory

-Organizes many drives into five categories in a hierarchy from lowest to highest: physiological, safety, belongingness/love, self-esteem, and self-actualization -Identified the need to know and the ned for aesthetic beauty as other innate drives -Humans are motivated by many drives at the same time, but the strongest source is the lowest unsatisfied need; as a person satisfies a lower-level need, the next higher need in the hierarchy becomes the strongest motivator and remains so even if never satisfied

referent power

-People have this when others identify with, like, or respect them -Originates within the power holder and is largely a function of the person's interpersonal skills -Associated with charisma, which is often described as an interpersonal attraction whereby followers scribe marginal, gifted powers to the individual that may be in the eyes of the beholder -Charisma produces trust, respect, and devotion toward the individual

need for affiliation (learned needs theory)

-People seek approval from others, want to conform to other's wishes and expectations, and avid conflict and confrontation -People work well in jobs where the main task is cultivating long-terms relations, but tend to be less effective at allocating scarce resources and making other decisions that generate conflict -Leaders and others indecision making potions require low need for affiliation, so their choices and actions are not biasing by personal need for approval

need for power (learned needs theory)

-People want to control others, are involved in team decisions, have persuasion, and want to maintain leadership positions

need for achievement (learned needs theory)

-People with a high need for achievement choose challenging tasks, desire unambiguous feedback and recognition, and prefer working alone -Money is a weak motivator for these people but can be strong if need for achievement is low -Occurs in successful entrepreneurs because they establish hard goals and thrive on competition

P-to-O expectancy

-Perceived probability that a specific behavior or performance level will lead to an outcome -Employees may believe that accomplishing a particular task will result in a particular outcome or they may believe successful performance wall have no effect on the outcome -P-to-O expectancy often falls between the two extremes

sources of power

-Power is derived from illegitimate, reward, coercive, expert, and referent sources, and the four contingencies of power are the employee's substitutability, centrality, visibility, and discretion -Legitimate, reward, and coercive sources originate from the power holder' formal position or informal role; the person is granted these power sources formally by the organization or coworkers -Expert and referent sources originate from the power holder's own characteristics and are carried around with people (but these sources still depend on how others perceive them)

power

-Power: the capacity of a person, team, or organization to influence others -Power is not the act of changing someone's attitudes or behavior, but it is only the potential to do so; people often have power they do not use or even know about -Power is based on the target's perception that the power holder controls a valuable resource that can help the target achieve his or her goals -People may generate power by convincing others that they control something of value, whether or not they actually control that resource; this perception is formed from the power holder's behavior, i.e. Someone who is not swayed by authority -People are perceived as more powerful just by engaging in behavior deviating from norms, and so power is not your own perception or feeling but exists only when other believe you have it -Power involves unequal/asymmetric dependence of one party on another; person B believes person A controls a resource that can help or hinder person B to the goal, i.e. A desired job assignment or expertise that would help you with your goal -Power relationships depend on trust that indicates a level of expectation that the more powerful party will deliver the resource, i.e. You trust your employer to give you a paycheck at the end of each pay period, and even the most dependent will walk way from the relationship if they lack trust -The strength of your power in the employee-manager relationship doesn't depend on your control over valued resources but depends on the perceptions that the boss and others have about your control of the resources

consequences of procedural justice

-Procedural justice leads to anger towards the source, leading to response behaviors such as withdrawal or aggression (like fight or flight) -Being treated unfairly threatens our self-esteem and social status (especially when others see we have been reacted unjustly), and so employees retaliate to retire self-esteem and reinstate their status and power in the relationship with the preparator of injustice -Employees engage in counterproductive behaviors to educate the decision maker to reduce future injustice

Establishing Client Relationships

-Putting employees in direct contact with their clients rather than using anther job group or the supervisor as the liaison between employee and customer -Increases task significance because employees see a connection between their work and the consequences, and so feel ore responsible for specific clients and have more information to make better decisions affecting those clients

Reducing inequity tension (under reward)

-Reducing our inputs (working slower, engaging less), increasing our outcomes (asking for pay raises or using company resources) -Increasing inputs of others (asking them to do more of the work) or to reduce their outcomes (ensuing they get worse jobs or conditions) -We can change our beliefs about the situation, believing that that co-worker is doing more for the higher pay or may conclude that their outcomes such as travel is actually inconvenient rather than goo -We can change the comparison other by comparing our self with a friend rather than a higher paid co-worker -We may leave the field by move to another department, joining another company, or leaving whether the co-worker works -This would be opposite for people falling over reward inequity; they may work harder, encourage under warded to work lower or to justify the favorable outcomes by saying their work is more difficult or their skills are more valuable

Rituals and Ceremonies

-Rituals: programmed routines of a daily organizational life that dramatize inorganizations culture, including how visitors are greeted, how often senior executives visit subordinates, how people communicate, how much time people take for lunch, etc -Rituals are repetitive and predictable, having symbolic earrings of underlying values and assumptions -Ceremonies: formal artifacts that are planned activities conducted to benefit an audience, i.e. Public reward or celebration of launch

scientific management

-Scientific management (Winslow Taylor): consists of many interventions (employee selection, training, goal setting, and work incentives) and is mainly associated with high levels of job specialization and standardization of tasks to maximize efficiency -States that the most effective companies have detailed procedures and work practices developed by engineers, enforced by supervisors, and executed by employees -Even supervisor's tasks should be divided, i.e. One manages operational efficiency, another manages inspection, etc -Increased productivity can be credited to training, goal setting, and work incentives

Deciphering organizational culture through artefacts

-Shared values/assumptions may not be measured through surveys or reflected in the organization's values statement, but instead must be deciphered through artefact investigations -Artefacts: observable symbols and signs of an organisations culture, such as the way visitors are greeting, the organization layout, and how the employees are rewarded -Some believe artifacts are the organizational culture's essence, whereas they may just be artifacts as symbols or indicators of culture and thus culture is cognitive whereas artifacts are manifestations of the culture -Artifacts provide evidence about a company's culture, as an ambiguous culture is best understood by observing behavior, listening to conversations, studying documents, and interviewing staff (artifacts) -4 categories of artifacts: organizational stories and legends, language, rituals and ceremonies, and structures and symbols

Core job characteristics that when high, lead to motivation and satisfaction

-Skill variety: use of different skills and talents to complete many activities, i.e. Sales clerks being assigned other duties of stocking inventory -Task identity: degree to which a job requires completion of a whole or identifiable piece of work, i.e. Assembling an entire broadband modem rather than just soldering the circuitry -Task significance: degree to which the job affects the organization and society in an observable characteristic and perceptual awareness, i.e. When customers speak to employees about the importance of the product -Autonomy: core motivations element of job design; provides freedom and impendence in scheduling and determining procedures; employees make their own decisions rather than relying on manuals -Job feedback: degree to which employees can tell how they are doing from sensory information from the job, i.e. Airline pilots can tell how well they land, and road crews can see how well they have laid the asphalt

How drives influence motivation and behavior

-Stimuli through our senses are tagged with emotional markers, and four drive theory proposes that the drives determine which emotions are tagged to stimuli -Often, we aren't aware of our emotional experiences because they are subtle, but emotions do become conscious when they are strong or conflicting -Four drive theory does believe that self-concept, social norms, and experiences direct the force of our emotions to decisions and behavior but recognise that self-concept is replaced with personal values -States that a persons' mental skill set develops behavioural intentions that are acceptable to society, consistent with their own moral compass, and have a high change of achieving the goal of fulfilling those needs

organizational stories and legends

-Storeys and legends about founders and past events of he company bring strong organizational cultures, either heroic deeds or deviating incidents -Stories and legends are social prescriptions of the way things should or should not be done, adding human realism to corporate expectations, individual standards, and criteria for getting fired -Stories produce emotions which improve listeners memory of the lesson, and communicate corporate culture best when they describe real people, are assumed to be true, and are known by employees throughout the organization -Stories are prescriptive and advisee people what to do or not to do

individual differences in needs

-The intensity of needs in each situation and varies by a person's self-concept, social norms, and past experience to amplify and suppress emotions resulting in stronger or weaker needs -Needs can be learnt, and socialization and reinforcement can increase or decrease a person's need for social interaction, achievement, etc -Individual differences influence the motivation process by regulating a person's motivated decisions and behavior; your drives (to comprehend, socialize, etc) and resulting emotions energize you to act and yourself concept, social norms, and past experience direct that energy toward behavior

Contingencies of Organizational Culture and Effectiveness

-There is only a moderately positive relationship between culture strength and organizational effectives; the link is weak because strong cultures improve effectiveness only under specific conditions -3 conditions: alignment of culture content and environment, strength of culture, and whether culture incorporates adaptive culture

increasing outcome valences

-Valence of a reward varies from person to person because needs are different -We can individualize rewards by allowing employee to choose the rewards of greatest values to them, and if this isn't possible, companies should ensure that everyone values the reward (positive valence) -We should watch out for counter valence; if a company offers individual performance bonuses, it should beware of team norms that discourage employees by working above a minimum -Norms and associated peer pressure are counterviolence outcomes

Culture content aligned with external environment

-Values and assumptions should align with the environment; culture should be employee centric when success is based on employee talent, but should be efficiency focused d when environments have competition and standardized product -If dominant values are congruent with environment, employees will be more engaged in decisions improving the organization's interaction with the environment, but when the values are misaligned, a strong culture encourages decisions undermine ng organizations connection with stakeholders

Inequity and employee motivation

-When people believe they are under/overrewarded, they experience negative motions (inequity tension) -Emotions are the engines of motivation, so in the case of inequity, people are motivated to reduce the emotional tension and often have strong emotions when thy believe the situation is unfair, so they try to correct the perceived inequity

reward power

-derived from the person's ability to control the allocation of rewards valued by others and to remove negative sanctions (negative reinforcement) -managers have formal authority that gives them power over reward distributions, and employees have reward power over their bosses through their feedback and ratings that affect supervisor promotion and other rewards, so supervisors tend to pay more attention to employee needs after feedback is introduced

resources gained from social networks

-information, visibility, referent power -information: improvs individuals expert power; social capital opens communication among network members who then receive valuable knowledge easily and quickly so they have more power because their expertise is a scarce resource -visibility: other network members think me of network members than others and are more likely to identify your name for people with expertise -referent power: people gain it because network members identity with and trust each other and reciprocity increases among members as they become more embedded in the network

countervailing power

-person who is dependent on another still has some degree of power over the stronger power holder -The countervailing power keeps the powerful person in the exchange relationship and ensures that person uses the dominance fairly -Managers have power over employees, but employees have countervailing power (skills, knowledge)

social networks

-social structures of individuals or social units that are connected to each other through one or more forms of interdependence -can occur from common interests and common status -exist everywhere because people have a drive to bond, but may be more central in Asian cultures valuing networking to reinforce the self concept and receive factors from others

social capital

-the goodwill and resulting resources shared among members in a social network that motivates and enables network members to share resources because social networks create trust, support, and empathy

Job design practices that motivate

3 main strategies can increase motivational potential of jobs: job rotation, enlargement, and enrichment

Social and information processing job characteristics

job characteristics model overlooks social characteristics and information processing demands

organizational culture

values and assumptions shared within an organization, defining what is important and unimportant in the company and thus directs everyone toward the right way of doing things