mgmt 340 final
o Transformational: (similar to charisma)
-Focus on follower needs. -Idealized influence: using "we", not "you" -Inspirational motivation: inspiring followers to compel and emotionally engage vision of the future. -Intellectual stimulation- provides followers a challenging task and career path -Individual consideration- involves making followers feel understood and cared for
Extrinsic Motivation
Money, power, recognition People who pursue goals for extrinsic reasons are less likely to be happy because the goals are less meaningful to them
Purpose of Business (Balance perspective):
Shareholders: make profit and create wealth. -Customers: Provide services & other a service or a good. -Society/workers: Create meaningful jobs, not harm others, & Be responsible with the environment.
Agreeableness
The agreeableness dimension refers to an individual's propensity to defer to others. Highly agreeable people are cooperative, warm, and trusting. People who score low on agreeableness are cold, disagreeable, and antagonistic.
Conscientiousness (most important
The conscientiousness dimension is a measure of reliability. A highly conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.
Four elements of a calling:
Unique to the person Involves preconditions such as talent (fits one's abilities), openness to discovering it, & love for the work involved Provides great energy, enjoyment, and vitality. Hard to discover, requires intense reflection, dialogue, trials and persistence.
What did we learn about resistance to change from the Tesla example discussed in class? (may or may not cover in class). What are some effective tactics for reducing resistance to organizational change? Think about specific examples we discussed in class.
What did we learn about resistance to change from the Tesla example discussed in class? (may or may not cover in class). What are some effective tactics for reducing resistance to organizational change? Think about specific examples we discussed in class. • Issue w/ Tesla: encounters states where dealer franchise lobbies and associations have enormous powers. Innovative culture: A culture that supports novel ideas to improve products, processes or services. Has Learning and Structural organizations. Learning Organization: An organization that has developed the continuous capacity to adapt and change. Single Loop à fix problems based on past routines & current policies (usually insufficient)Double Loop à reflect on causes, create solution that modify past routines & current policies. Goals of Planned Change: Improving the ability of the organization to adapt to changes in its environment & changing the behavior of individuals and groups in the organization.
Organizational Culture:
a system of shared meaning held by organizational members that includes collective perception of beliefs, values and behavioral expectations. "It's the way things are done around here"
Neuroticism - Emotional stability (important)
dimension—often labeled by its converse, neuroticism—taps a person's ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure.
o Servant leaders
go beyond their own self-interest and focus on opportunities to help followers grow and develop. They don't use power to achieve ends; they emphasize persuasion. Characteristic behaviors include listening, empathizing, persuading, accepting stewardship, and actively developing followers' potential. Because servant leadership focuses on serving the needs of others, research has focused on its outcomes for the well-being of followers.
1. What are the differences between homogenous (uniform) versus heterogeneous (diverse) teams? What are the benefits of diverse teams? What's the difference between surface vs. deep diversity?
o At first, homogeneous groups are great but over time, performance starts to drop. o Diverse groups may start slowly on performance as they are different but over time, they have different ideas and create the best performance. o Surface-level: observable characteristics, such as ethnicity, gender or age. Deep-level: unobservable characteristics, such as attitudes, values, opinions and experience
What's the significance of Dunbar's number for organizational size?
• According to Dunbar's neocortical ratio to humans, the number is about 150. This number is empirically supported by estimated sizes of historical groups including Neolithic farming villages, unit sizes for Roman armies, and company sizes for modern armies since the 16th century.
What did Milton Friedman propose as the most important purpose of business, and according to Beenen, what are the problems with this view? What alternative to this view did we discuss in class, and what are the benefits of this alternative?
• "....to make as much as possible while conforming to the basic rules of the society, both those embodied in the law and those embodied in ethical custom....The criterion of performance is straightforward." • Problem: Can't maximize profit if selling some things are illegal (such as crack) .....leading to unethical behavior.
.What are the benefits (assets) and problems (liabilities) with a strong organizational culture? What can culture serve as a replacement for in organizations? Why is this important?
• Assets: Unifies the vision, selects members, & sustains focus. • Liabilities: Barrier to change, diversity, or to acquisitions and mergers. "Getting it done, rather than do it right"- Facebook
1. What do we know about the importance of perceived fairness in pay (e.g., based on equity theory and experiments with primates)? (Not completed, not very sure)
• Equity Theory: we want the ratio of our own outcomes (rewards) to our inputs (contributions) to equal the outcome/ input ratio of others we compare ourselves to. o Outcomes: rewards (salary/recognition) we get from our jobs o Inputs: our contributions of effort to their jobs.
1. What's the basic proposition of goal setting theory? What are the two distinct types of motivation? Which one does SDT try to explain and how does it explain it?
• Goal setting: Specific, highly challenging goals contribute to higher performance than low challenge or do-your best goals. • Self-determination theory: which proposes that people prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation. When a company uses extrinsic rewards for motivation it takes away the employees own intrinsic desire to accomplish the goal because that's what the company wants.
Meta-ethical principal for busines
"Act in such a way that at the same time you may will your action to be universally acceptable"
6. What are some key sources of stress? What's the difference between challenge and hindrance stressors? What can you do to reduce stress and its harmful effects?
-Job Stress1. Challenge stressor (workload) --- Hindrance stressors (roadblocks) 2. Can occur through role ambiguity (uncertain about your responsibilities), conflict, or overload. -Change Stress * Resources to manage Stress: Organizational o Better employee selection and placement o Use of realistic goal setting o Job redesign, training, employee involvement o Corporate wellness programs Personal: o Time management (prioritize, allocate, take control!) o Eat healthy and exercise o Relax, meditate, sleep o Expand social support network
o Transactional leadership:
-Relationship between leader and follower as simply a transaction between a boss and a subordinate. -Least active and effective form laissez faire style with hands off leader o Transformational: (similar to charisma) -Contingent rewards: rewarding follower for performance
Why do people resist organizational change? What are some key sources of resistance to change? What did we learn about resistance to change from the Tesla example discussed in class? (may or may not cover in class). What are some effective tactics for reducing resistance to organizational change? Think about specific examples we discussed in class
-The prospect theory graph shows us that when something is take out (it's a loss)... which can be a threat of power.-Threats of expertise comes to play if your current skills aren't valued as you're put into a new job.-Example: used to get along with old manager and replaced with a new one that you don't like (Changes in Relationship)-Also cause a loss of certainty, change brings uncertainty. Resistance to uncertainty is more of an instinctive reaction to change.
3 basic psychological needs:
1. Autonomy: self-determination 2. Competence: agency, self-efficacy 3. Relatedness: meaningful social connections
Kelleher's philosophy
: "Employees come first. If they're happy, satisfied, dedicated, and energetic, they'll take real good care of customers. When customers are happy, they come back. And that makes shareholders happy."
Authentic leaders
: considered ethical by followers. Must know & show what they believe and value - Produce trust in followers. Encourages risk taking, information sharing, Group effectiveness, & enhanced productivity.
6. How do you define a career? What's the difference between objective and subjective career success? Why does it matter? What factors are important to consider in having a successful and fulfilling career? What does it mean to view your career as a calling and why is that important?
Career: sequence of job experiences that are interconnected in a coherent manner. (Viewed as Steady State or Linear approach) o Explore à trial à establish à master à explore Steady State: lifetime commitment to one job (business) Linear: stay in same field: programmer à software entrepreneur Contemporary view: change occupations, building to previous one. Transitory: Move from one unrelated position to another. Objective success: o Power, Prestige, Promotion, & Material Gain
Kotter's Eight-Step Change Process
Establish sense of urgency for why change is needed - Form a coalition with enough power to lead the change - Create a vision to direct the change and ways to achieve it - Communicate the vision throughout the organization - Empower others to act on the vision by removing barriers to change; encourage risk taking, creative problem solving. - Plan for, create, and reward short-term "wins: that move the organization toward the new vision. - Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. - Reinforce changes by showing relationship between new behaviors and organizational success
Personal (informal) Power à Expert & Referent
Expert power is influence wielded as a result of expertise, special skills, or knowledge. As jobs become more specialized, we become dependent on experts to achieve goals. It is generally acknowledged that physicians have expertise and hence expert power: Most of us follow our doctor's advice. Referent power is based on identification with a person who has desirable resources or personal traits. If I like, respect, and admire you, you can exercise power over me because I want to please you.
o The key difference between integrative and distributive bargaining is that integrative bargaining (issues) looks for the situation that can benefit both sides of the negotiation whereas distributive bargaining looks at only ones' benefit (situational).
Explained with a pie, distributive bargaining is where one side tries to get more of the pie than the other person and integrative bargaining is trying to expand the pie so that everyone gets more. -Distributive bargaining is best when the relationship with the other party is short-term and integrative bargaining is best when the relationship with the other party is long-term. -When interests are similar, integrative bargaining is best and when interests are opposed, then distributive bargaining is best. o Men are more selfish and women are less selfish. Therefore, men are better at negotiating on their behalf and worse at negotiating on someone else's behalf, while the opposite is true for women
1. What are the differences between functional, divisional, matrix and network designs? Under what conditions would you select one over the other? What are the tradeoffs involved between functional and divisional designs?
Functional: 1. Pros: Economies of scale, & People specialize, perform tasks in which they have greatest expertise. 2. Cons: Can lead to turf wars if functional lose sight of shared organizational goals & Can discourage innovation due to lack of coordination across functions. Divisional: divisions can be organized as cost or profit centers by product. 3. Pros: Managers focus energies on one particular business & Promotes profit and loss accountability for division heads 4. Cons: Loss of economies of scale due to duplicate functions & Coordination challenges across production lines. Matrix: combines functional & divisional organizational forms. Three major roles: Top Leader: individual with authority over both functional and product (project) mgrs. à Matrix Managers: people who head functional departments or specific projects à Two-boss managers: people who must report to both product and functional managers and attempt to balance the demands of each 1. Pros: Flexible use of human capital, Efficient responses to changes in environment, & Enhances (or forces) communication among mgrs. 2. Cons: Frustration and stress from two-boss managers (role conflict) & Violates of command principle.
Based on the reading assigned in class (Beenen & Pinto, 2009), what is the 4P model, and how can it help people detect and resist corruption in organizations?
Perceiving à Taking initiative to raise your awareness that something may not be quite right. -Probe à Tanking a closer lock once you realize something may not be quite right. - Persist à Keeping it up -Protest à Instead of ignoring what she found, she took initiative to raise her voice against corruption and protested what was going on by writing a letter to Chairman.
Intrinsic Motivation
Promotion, accomplishment, satisfaction Provide more job satisfaction because it is fun and rewarding, feel they fit into their organizations better, and may perform better
6. What's the difference between proactive and reactive change? Who are the key players in regards to the design, implementation and reception of change in organizations?
Reactively: Blockbuster--> inability to keep up to change... resulting to their bankruptcy. Proactively: Netflix (only dvds) --> as time changed, they also offered to stream online. *Also changes behavior*
dependent variable
Response affected by an independent variable; it changes while the independent variable doesn't. EX: Performance, learning, satisfaction, commitment, turnover.
Paradoxical leadership:
Self-centered + other centered Distance + closeness Uniform treatment + individualization Enforcing requirements + flexibility Maintaining control + autonomy
1. Explain the communication process. Explain differences in high vs. low context cultures in regards to communication? Explain pros/cons of boundary spanning vs. clique networks? (Con)
o Boundary Spanner: bridging what is called a structural hole between the subnetwork and the larger network. They are linking two different networks. -It provides them an opportunity to make sure knowledge from the clique gets transferred or disseminated to the larger network. This would provide the broader organization valuable potential knowledge resources that could lead to innovation. o Clique Advantages: High cohesion, Loyalty and support, Increased efficiency of decision making. -Earlier promotions & Higher Salaries o Clique Disadvantages: Redundant communication & Biased communication. Groupthink & Dispensable members o Boundary-spanning Network Advantages: Leverages diversity & capitalizes on opportunity & Greater innovation o Boundary-spanning Network Disadvantages: Power struggles, Greater conflict, both task and relationship
Subjective (psychological) (much more fulfilling):
o Competence and domain mastery, Satisfaction, Professional freedom and autonomy o Intrinsic motivation and flow (you are what you do)
Selectivity in Recruiting:
o Initial: Do they meet basic requirements? o Substantive: Who are the most qualified? o Contingent: final check for "problems"
4. Explain key concepts in negotiation, including BATNA, target (aspiration) point, resistance (reservation) point, impasse, bargaining zone, and bargaining surplus. What are the differences between integrative and distributive strategies and tactics? What role does anchoring (as a bias) play in a negotiation? How would you apply these concepts in an actual negotiation?
o Negotiation: a process of potentially opportunistic interaction by which two or more parties, with some apparent conflict, seek to do better through jointly decided action than they could otherwise. o BATNA: what you'll do if you can't reach agreement (impasse). Your backup option. o Resistance point (reservation price): should be determined by your BATNA -Specifies, for THIS negotiation, what deal is so bad that you'll walk away o Target point (aspiration price): it's the best deal you're hoping to get. - If you're a buyer, it's the least you're hoping to pay. & If you're a seller, it's the most you're hoping to get. o The bargaining zone lies between the seller's resistance point and the buyer's resistance point. o The bargaining surplus from the buyer's perspective is how much less he had to pay than his resistance price. For the seller, it is how much more the seller got than his resistance price.
4. What's the difference between power and politics? What are the five main types of power?
o Power: Ability to get things done, capacity to influence behavior of others and get people to do things they wouldn't otherwise do. o Politics: Processes and behaviors by which power is used and realized; use of power to get things done.
1. Explain key concepts including social identity, roles, norms, cohesion, social loafing, social facilitation and groupthink. How do these positively or negatively impact group performance? What are some examples of these concepts? What's the difference between a group and a team?
o Roles: Specific expectations about how a particular cast member should perform in character. o Norms: expectations about behavior that are shared by everyone across an organization. o Social identity: is the portion of an individual's self-concept derived from perceived membership in a relevant social group. o Social Loafing (Free-rider): Tendency for group members to exert less individual effort on cooperative tasks as group size increases. 1. Ways to overcome social loafing: Make performer identifiable, Make work tasks more important and interesting. o Social Facilitation: performance improve or decrements seeming from presence of others. *Walmart check-out* o Groupthink: High cohesive groups may conform so strongly to group pressures on a decision that they fail to think critically and reject the potentially correcting influences of outsiders.
Positional (Formal) Power à Coercive, Reward, Legitimate
o The coercive power base depends on the target's fear of negative results from failing to comply. On the physical level, coercive power rests on the application, or the threat of application, of bodily distress through the infliction of pain, the restriction of movement, or the withholding of basic physiological or safety needs. o The opposite of coercive power is reward power, with which people comply because it produces positive benefits; someone who can distribute rewards others view as valuable will have power over them. These rewards can be financial—such as controlling pay rates, raises, and bonuses o Legitimate power: It represents the formal authority to control and use organizational resources based on the person's structural position in the organization.
4. What's the difference between trait, behavioral and contingency theories of leadership? Be able to recognize different leadership styles including transformational, transactional, authentic, and servant leadership, among others.
o Traits: finding the right person who can influence a group toward achievement of goals. o Behavioral: "Great Person theory" à leaders are born. o Contingency Theory: lead by situations. Charismatic leadership: places more emphasis on the way leaders communicate... express excitement and commitment to the vision and strategy
1. Explain the communication process. Explain differences in high vs. low context cultures in regards to communication? Explain pros/cons of boundary spanning vs. clique networks?
o process by which a sender transmits information (message) that is interpreted by a receiver.... Through media channels (face to face, email, text messages, etc) o Sender (Media Channel) Receiver o Info to be sent à info encoded ß-----------------à Info received à info decoded o High Context Culture: Japan, China, Korea, Vietnam...people rely heavily on nonverbal and subtle situational cues in communicating with others, and a person's official status, place in society, and reputation carry considerable weight. What is not said maybe more significant that what is said. o Low context culture: North America and Europe, people rely on spoken and written words to convey meaning; body language and formal titles are secondary. Low context cultures value directness o Clique: small network where everyone (or nearly everyone) is connected to everyone else.
• Independent Variable:
presumed cause of a change in the dependent variables that can be individual, group, or organization system variables
Be able to classify mechanistic vs. organic structures
• MECHANISTIC: relatively rigid and tightly controlled from a clear chain of command and narrow spans of control, highly centralized, with formalized jobs and minimal boundary spanning. [Example: Boeing creating new passenger model every 10 years] • ORGANIC: are flatter, less rigid or more fluid structure, a less clear chain of command, wider span of control, more decentralized decision making, less formalized roles that are more flexible and adaptable, and more extensive boundary spanning that includes cross-functional teams and networking. [Example: Technology à Apple, Verizon, Microsoft, Google, etc] • The external environment is what drive some organizations to be more mechanistic or organic than others, based on the situation(s).
Subcultures:
• Mini-cultures within an organization, typically defined by department designations and geographical separation.
What's the onion model of culture we discussed in lecture? What are some examples of different layers of the onion in an organizational culture, such as Southwest Airlines?
• Organizational cultural has an ethical dimension. • At Southwest, LUV and FUN are dominant values. At Facebook as we saw, getting it done is more important than getting it perfect as a cultural value.
6. According to Jeffrey Pfeffer, why are effective human resource management practices so important for organizations? What are some practices he proposes organizations adopt, and why are these practices effective?
• Organizations that put their employees first are more successful. #1 Employment security: no layoff policy #2 Selectivity in recruiting #3 High pay based on performance #4 Participation, empowerment, and self - managed teams #5 Training and Skill development #6 Symbolic egalitarianism #7 Share financial information
1. Explain key concepts and principles in organization design including departmentalization, span of control, chain of command, centralization, unity of command, formalization (e.g., mechanistic vs. organic structure), boundary spanning.
• Specialization: division of labor or how activities are divided into specific jobs. Departmentalization: is how jobs are grouped together into coherent units to coordinate different tasks. Engineers might be organized into a fuselage or engine group. • Chain of command: unbroken line of authority from the individual worker, to the one in charge. • Span of control: # of people directly under a managers control. • Centralization/decentralization: is the degree to which decision making is concentrated (upper levels of mgmt.) or distributed (lower-level employees). • Formalization: standardization of jobs. à clear specialties: acct, finance, marketing, or sales. -Small organizations tend to have less formalized, with individuals tasking multiples roles depending on what needs to get done. • Boundary Spanning: extent to which organizational members or units are expected to cross organizational lines to accomplish goals
Moderator
• Specifies how or why a particular relationship occurs. Intention of a behavior of quitting.
Extraversion.
• The extraversion dimension captures our comfort level with relationships. Extraverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet.
Openness to experience
• The openness to experience dimension addresses range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the category are conventional and find comfort in the familiar
1. What's the relationship of job satisfaction to other key variables (performance, retention)?
• Turnover or absenteeism • Job satisfaction leads to job involvement, organizational commitment, perceived organizational support, and engagement. • Satisfaction is more likely to cause performance.
Traits:
• characteristics that describe a person's behavior (Shy, aggressive, submissive, lazy, ambitious, loyal and timid)
Personality
• differences in individual attitudes, preferences or behaviors that are stable over time and across situations. May be genetically determined or socially learned.
Dominant Culture
• expresses the core values that are shared by a majority of the organization's members.
System 1
• fast, intuitive, associative, & biased. *Geek-Geek: 2 min dating* o Example: Drive to work or school, its fast and you know how long it takes
Organizational Socialization
• process by which new employees adapt, learn and become committed to the organizational culture. "Learning the ropes" or "Onboarding"
System 2:
• slow, lazy, deliberate, & rational *E-Harmony- 60 min dating process* o Example: once you get into the parking lot, it can be different.
Correlation coefficient
• the ration of the amount of information that two variables measure jointly, compared with the average amount of information measured individually by each of the two variables. Range is -1.00 to 1.00.
