MGMT Exam 2

Five Elements of Organizational Structure Work Specialization

"The degree to which tasks in an organization are divided into separate jobs"

Hollenbeck et al's Taxonomy

Authority Differentiation - hierarchy in a team, whether there is a single leader or not Skill Differentiation - teams should be high in skill differentiation to accomplish complex tasks Temporal stability - length of time greatly differs

Five Elements of Organizational Structure Centralization

"where decisions are formally made in organizations" Centralized organizational structures rely on one individual to make decisions and provide direction for the company. Small businesses often use this structure since the owner is responsible for the company's business operations. Decentralized organizational structures often have several individuals responsible for making business decisions and running the business. Decentralized organizations rely on a team environment at different levels in the business. Individuals at each level in the business may have some autonomy to make business decisions.

Nasa Case Discussion Which team processes do you believe are most important to the crew of astronauts traveling to Mars? Why? Are there specific team processes you feel are relatively unimportant? Explain. Describe additional types of information that could be collected by the psychologists to help crews better understand their interactions and how they influence crew effectiveness.

1. The case seemed to emphasize conflict, and although this process is certainly important, there are reasons to believe that all types of team processes are important. In terms of specific types of taskwork behaviors, creativity and decision making may be quite important for solving problems that happen while in space. Boundary spanning will likely be unimportant since the crew will be isolated from other teams and individuals. Of the specific types of teamwork processes, action and interpersonal processes are important while in space. Transition processes, such as goal specification and mission analysis may be less important in space. However, these processes likely serve as a vital function before and between missions. 2. From the case it does not seem that information regarding the content of the communication among team members is being collected. Without this information, it is difficult to infer much about the crew's effectiveness with regard to specific types of taskwork and teamwork processes. It would be unknown, for example, if communication among team members was focused on creative problem solving, decision-making, goal specification, or something completely unrelated to the mission.

Team Size

5-7 is the best but it depends on the task, the time required, and task interdependence

Leader's Decision-making Styles Autocratic Consultative Facilitative Delegative

A leader's decision making-style reflects the process the leader uses to generate and choose from a set of alternatives to solve a problem Autocratic: The leader makes the decision and inform others about it use the information he already have and make the decision ask team members for specific information and once he have it, he makes the decision. Consultative: The leader present the problem to employees and ask for their opinion before making the decision. Employees have a say in the process but the ultimate authority still rests with the leader. Facilitative: The leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's. The leader is more facilitator than decision maker Delegative: The leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions The leader plays no role in the deliberations unless asked, though he may offer encouragement and provide necessary resources behind the scenes. Good to use when you have strong subordinates.

Member Roles - Definition

A pattern of behavior that a person is expected to display in a given context

Transformational Leadership

A pattern of behavior where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives Idealized influence: Behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify and emulate the leader. "Charisma" - reflects a sense among followers that the leader possesses extraordinary qualities Inspirational motivation: Behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future. "Meaning-making" - Pointing out the cons of today for the positives of tomorrow Using the Future to inspire what can become Individualized consideration: Behaving in ways that help followers achieve their potential through coaching, development, and mentoring. Using people's unique characteristics, aspirations, and ideas into the team. Intellectual stimulation: Behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways. "No problem can be solved from the same level of consciousness that created it" -Albert Einstein Look at a problem from every angle

Taskwork Process: Creative Behavior

Activities that are focused on generating novel and useful ideas and solutions Brainstorming Express all ideas that come to mind, no matter how strange Go for quantity ideas rather than quality Don't criticize or evaluate the ideas of others Build on the ideas of others Nominal Group Technique Bring team together Have members of team write down their ideas Each member shares his or her ideas with the team After recording ideas, they are discussed for clarification Members rank order ideas individually Facilitator tabulates scores to get winning idea

Taskwork Process: Boundary Spanning

Activities with individuals and groups who are not part of the team Ambassador activities: communications intended to protect the team, persuade others to support the team, or obtain important resources for the team Task Coordinator activities: involve communications that are intended to coordinate task-related issues with people or groups in other functional areas Scout activities: things that team members do to gain information about technology, competitors, or the broader marketplace

Laissez-Faire Leadership

Avoidance of Leadership Avoids involvement when important issues arise important actions are delayed responsibility is ignored power and influence is unutilized Most passive and ineffective style

Lewin's Force Field Analysis

Before implementing any changes, organizations need to assess the validity of the change. Force Field Analysis is a useful decision-making technique that helps to assess the reasons for and against making certain changes. The drivers for change must be stronger than the restraining forces in order for the change to work.

Member Roles - Individualistic Roles

Behaviors that benefit the individual at the expense of the team ex: agressor, blocker, recognition seeker, self-confessor, slacker, dominator

Member Roles - Team Task Roles

Behaviors that directly facilitate the accomplishment of team tasks ex: orienter, initiator, devil's advocate, coordinator, energizer

Member Roles - Team Building Roles

Behaviors that influence the quality of the team's social climate ex: encourager, harmonizer, compromiser, follower, standard setter

Negotiation Stage 3 Bargaining

Both parties likely make concessions and give up something to gain something in return. *The goal is for each party to walk away feeling like it has gained something of value (regardless of the actual bargaining strategy).

Bureaucratic Structure

Bureaucratic structures are fairly mechanistic, designed for efficiency and relying on high degrees of work specialization, formalization, centralization of authority, narrow spans of control, and well-defined chains of command. ex: Macy's

Factors that affect organizational design Business Environment Company Strategy Technology Company size

Business Environment: Customers, competitors, suppliers, distributors, and other external factors (stable or dynamic?) Company Strategy: Organization's objectives and goals and how it tries to capitalize on its assets to make money (low-cost or differentiator?) Technology: The method by which it transforms input into outputs (routine or dynamic?) Company size: The total number of employees, and structure

Bureaucratic Multi-Divisional Client Based

Business units by client-type, each division then responsible for all aspects of that division's production, from research and development to marketing and sales. Benefits: gives top managers more responsibility and flexibility Drawbacks: duplicated resources

Bureaucratic Multi-Divisional Geographic

Business units by geographic region, each division then responsible for all aspects of that region's production, from research and development to marketing and sales. Benefits: capitalize on different tastes of customers in different regions, acknowledge sizes of different markets, better serve manufacturing and distributing Drawbacks: duplicated resources

Culture Components - Observable Artifacts

Consist of the physical manifestation of an organization's culture Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations Manifestations of culture that employees can easily see and discuss

Why is it so hard to change organizational culture? Changing in Leadership M&A

Changing in Leadership and M&A In sum, the culture of an organization creates its unique, complex face and character. As such, it is as difficult to change in its entirety as the whole personality of a human being or that of a nation. Changing a culture is a large-scale undertaking, and eventually all of the organizational tools for changing minds will need to be put in play. Let's not forget that organizational culture is like an iceberg with most of its weight and bulk below the surface. Failing to deal with subculture differences Take Ron Johnson for example. He moved from the head of Marketing at Apple to be the "turnaround" CEO at J.C. Penney. Ron's mantra at JCP was a carbon copy of Steve Jobs, his manager at Apple: "Customers don't know what they want." Like Jobs he wanted to go with revolutionary change. But JCP's products are commodities — not revolutionary tech products. Apple's business model didn't work at JCP. After 18 months he "resigned." You might say that he went from a predominantly engineering subculture to a predominantly operations culture. People in any one of these three subcultures have a difficult time understanding that others have different viewpoints. They don't understand why their counterparts in other subcultures can't see "reality" the way they do.

Hindrances of Communication

Communicator Issues: Low Communication competence - a lack of skills in encoding, transmitting, and receiving messages Low Emotional Intelligence - inability to regulate emotions and understand the emotions of others while communicating Noise: factors in the environment that interfere with the message Low Information Richness: messages transmitted through less rich media, such as computers, lack cues such as body language, tones of voice, and facial expressions Inappropriate Network Structures: the pattern of communication occurring in the team should match the complexity of the task

Conflict Handling Styles Competing Compromising Avoiding Collaborating Accommodating

Competing - high assertion low cooperation Compromising- medium cooperation and assertion Avoiding - low cooperation and assertion Collaborating - high cooperation and high assertion Accommodating - high cooperation low assertion

Outcome Interdependence

Degree to which team members share equally in the feedback and rewards that result from the team achieving its goals

Forces of Change

Demographic characteristics: Organizations need to adapt to demographic changes such as aging and increasingly diversified customer populations. To deal with these changes, many organizations have tailored their marketing strategies to appeal to a variety of different consumers, and to ensure fair treatment for people of all ages, religions, sexual orientation, and ethnicities. Technological advancements: The rapid rise of and continuous innovation in computer and wireless technology means that organizations must move equally fast to compete. Many organizations now use social networks to market their products, build awareness of their brands, and connect more fully with their consumers. Customer and market changes: Social media has given customers a platform for sharing their opinions in ways that companies have never had to deal with before. Negative feedback from customers that has the potential to reach countless others online can immediately influence sales, and it can also enhance or damage the organization's reputation in the long term. Social and political pressures: Social values are changing. Consumers are interested in buying environmentally safe products that have been manufactured in an ethical manner, and many organizations have adapted their practices to cater to these values. Management change: New CEOs or executive management can have a significant impact on an organization's culture and strategy. Organizational Restructuring: There may be instances in which organizations need to change their organizational structure in order to adapt to new strategies, new product lines, or global expansion. Intrapreneurship: Many organizations foster a spirit of intrapreneurship in their employees by encouraging them to come up with new ideas and new ways of doing things. When an employee suggests something innovative, the organization must consider the best way of implementing the idea, which may mean allocating more resources, putting more people to work on the initiative, or coming up with different branding in the case of a new product. American manufacturing company W.L. Gore encourages intrapreneurship by giving employees 10% of their working day to develop new ideas.

Team Diversity - Surface Level

Differences among team members in overt demo-graphic characteristics Such characteristics, including age, sex, and race/ethnicity, are often reflected in physical features. Almost immediately, individuals can make reasonable estimates of the age, gender or racial/ethnic background of someone else and, therefore, of that person's (dis)similarity to themselves Matters only to short term teams

Team Diversity - Deep Level

Differences among team members' psychological characteristics, including personalities, values, and attitudes Clues to these latent individual differences are taken from members' interactions with one another as they unfold over time. Those clues are expressed in behavior patterns, verbal and nonverbal communication, and exchanges of personal information. Matters only to long term teams

Negotiation Strategies Distributive Bargaining Integrative Bargaining Consensus

Distributive Bargaining. Win-Lose negotiating over a "fixed pie" of resources Example: purchasing a car Integrative Bargaining. Use of problem solving and mutual respect to achieve a satisfying outcome for both parties Example: Deciding on a honeymoon location Consensus. When both parties agree. What's good for one party is sometimes good for the other party as well. Example: Old couple bread story

Negotiation Stage 1 Preparation

Each party determines its goals and whether or not the other party has anything to offer BATNA: Best Alternative To a Negotiated Agreement Describes a negotiators bottom line

Negotiation Stage 2 Exchanging Info

Each party makes a case for its position and attempts to put all favorable information on the table. Each party also informs the other party how it has arrived at the conclusions it has and which issues it believes are important. *Studies show that successful negotiators ask many questions and gather much information at this stage.

Personal Power

Expert Power - derives from a person's expertise, skill, or knowledge on which others depend Referent Power - exists when others have a desire to identify and be associated with a person

Stages of Team Development by Tuckman

Forming: little agreement, unclear purpose, guidance and direction Storming: conflict, increased clarity of purpose, power struggles, coaching Norming: agreement and consensus, clear roles and responsibility, facilitation Performing: clear vision and purpose, focus on goal achievement, delegation Adjourning: task completion, good feeling about achievements, recognition

Bureaucratic Functional

Function structure is the most basic type of bureaucratic structure, dividing the company by the jobs, or functions, the perform. Benefits: heightened efficiency thanks to centrally-coordinated work specialization (this saves companies millions), grouped managers of similar expertise Drawbacks: individuals lose sight of "big picture" goals, weakened communications across functions

How to maintain organizational culture Socialization

Goals and Values: adoption of the unspoken and spoken goals and values of the organization Performance Proficiency: knowledge of the role required and the tasks involved in the job Language: knowledge of the acronyms, stand, and jargon that are unique to the organization History: information regarding the organization's traditions, customs, myths, and rituals Politics: information regarding formal and informal work relationships and power structures within the organizations People: successful and satisfying relationships with organizational members

Pooled Interdependence

Group members complete their work assignments independently and then their work is simply added together to represent the group's output

Reciprocal Interdependence

Group members interact with only a limited subset of other members to complete the teams work

Sequential Interdependence

Group members perform different tasks in a prescribed sequence and members depend on only the member who comes before them in the sequence

Bureaucratic Multi-Divisional Product

Groups business units by products: each division then responsible for all aspects of that production, from research and development to marketing and sales Benefits: salespeople may concentrate on core set of products Drawbacks: lack of communication between divisions

Culture Types Mercenary

High solidarity Low Sociability

Culture Types Communal

High solidarity High Sociability

Justice - Informational - The Greenberg Study

How 15% Pay cuts were handled at two manufacturing plants Manufacturing Plant A Explanation of the situation was brief, few questions were answered Meeting was over in 15 minutes Manufacturing Plant B Questions and concerns were answered over an hour and a half period The VP stated other options such as layoffs were considered, but pay cuts were the least unpalatable choice During the 10 week period employee theft was nearly 80% lower at manufacturing plant B than A. Employees were 15 times less likely to resign at B than A.

Five Elements of Organizational Structure Span of Control

How many employees each manager in the organization has responsibility for

Team State: Transactive Memory

How specialized knowledge is distributed among members in a manner that results in an effective system of memory of the team "understandings of who knows what"

Potential Dark Side of Transformational Leadership

Imagery and messaging in a true transformational setting convey what can be gained, achieved, and celebrated when an altruistic organizational mission or goal is reached: the end of world hunger, the delivery of medicines to third-world countries, the delivery of a product that will transform the modern world, or becoming the undisputed industry leader. Such messaging of what can be gained when people come together toward a common goal can be truly powerful. And, to be sure, the ethical behavior of the individual members is positively enhanced and sustained across the organization. When the organization's message contains elements of what can be "lost", however, the influence on ethics can be strikingly different. When transformative leaders speak about what can be lost as a result of failure—a loss of market share, diminished revenue, unserved populations, or lost public acceptance—the resulting unethical behavior of its members can be astonishing.

How to maintain organizational culture? A-S-A Model

Individuals are attracted to, selected by, and retained in organizations whose members are similar to themselves in terms of psychological attributes. The model, in particular, elucidates how individuals join and leave organizations, stating that people are functions of three interrelated dynamic processes: attraction, selection, and attrition. Individuals are attracted to, selected by, and retained in organizations whose members are similar to themselves in terms of psychological attributes. The ASA cycle determines the kinds of people in an organization, which consequently defines the nature of the organization, the structures, processes, and culture.

Day to Day Leadership Behaviors Life Cycle Theory of Leadership

Initiating Structure and Consideration both tend to be beneficial across most situations, however, certain situations demand higher or lower levels of leadership behaviors Life Cycle Theory: Optimal combination of initiating structure and consideration is reliant on the readiness of the employees within the work unit Readiness: The degree to which employees have the ability and willingness to accomplish their specific tasks

Communication Style: Directive

Intense, determined, opinionated, goal driven Be specific and brief, be logical, disagree with facts, not person Low sociability, high dominance

Relationship between Stages of Team Development and The Punctuated Equilibrium Model

It is possible that these two models are complementary and co-exist by functioning at two different levels of analysis. Chang et al. put forth the argument that the punctuated equilibrium model focuses on how a team works on a specific task, whereas the stage models focus on the overall development of the team. Chang et al concluded that these two team formation models focus on different levels of team development and thus they co-exist simultaneously within the same team, but operate on different levels of analysis. Phases 1 and 2 of the stage model can roughly match to pre-mid point transition in the punctuated equilibrium model and phases 3 and 4 of the stage model can map to the post-mid point transition in the punctuated equilibrium model. It is the temporal granularity of the analysis that plays a major force in which model is observed; the stage model is at the more micro level and the punctuated equilibrium model is at the more macro level.

Measuring Leadership Effectiveness

Objective evaluations such as profit margins, market share, sales, returns on investment, productivity, quality, and costs Subjective evaluations absenteeism, retention of talented employees, grievances filed, transfers employee surveys that assess the perceived performance of the leader, the perceived respect and legitimacy of the leader, and employee commitment, satisfaction, and psychological well-being

Organizational Power

Legitimate Power - derives from a position of authority inside the organization and is sometimes referred to as "formal authority" Reward Power - exists when someone has control over the resources or rewards another person wants Coercive Power - exists when a person has control over punishments in an organization

Communication Style: Emotive

Lively, sociable impulsive, unstructured Show interest in their ideas, stay general - not detailed, build social relationship High sociability, high dominance

Culture Types Fragmented

Low solidarity Low sociability

Culture Types Networked

Low solidarity High Sociability

Communication Style: Supportive

Loyal, steady, reliable, consideration Identify common interest, listen and respond to needs, don't be pushy or threatening High sociability, low dominance

Bureaucratic Matrix

Matrix structures attempt to take advantage of two types of structures at the same time. Benefits: VERY flexible teams based on skills and experiences of employees-- adaptable , two chains of command/sources of information, Drawbacks: can create high stress levels if demands of one group at odds with demands of other, or if one group is more powerful than another Example companies: Bristol-Myers Squibb, Dow Corning, General Electric

Organizational Structure: Mechanistic v. Organic

Mechanistic Organizations are efficient, rigid, predictable and standardized. They thrive in stable environments. Ex. UTC, Coca-Cola, GE Organic Organizations are flexible, adaptive and outward-focused. They thrive in dynamic environments. Ex. SpaceX, Google, Facebook

4 Components of Ethical Decision Making

Moral awareness: Occurs when an authority recognizes that a moral issue exists in a situation or that an ethical code or principles is relevant to the circumstance. Moral intensity Moral attentiveness Moral Judgment: Reflects the process people use to determine whether a particular course of action is ethical or unethical. Cognitive Moral Development Postconventional stage VS. conventional stage Moral Principles Moral Intent: The authority has to want to act ethically Reflects on authority's degree of commitment to the moral course of action Moral Identity Ethical Behavior

Simple Structure

Most common in small organizations (fewer than 19 employees) flat organization with one central decision-maker low degrees of formalization and work specialization Simple structures are, perhaps, the most common, as 80% of employing organizations have fewer than 19 employees. In a simple structure, the manager, president, and owner are all the same person -- it is a flat organization with one central decision-maker. Based on their small size, simple structured organizations will have low degrees of formalization and work specialization. As a business becomes larger, the owner/manager position becomes increasingly complex.

Team>Sum(Individuals) - Process Loss

Motivational Loss - when team members don't work as hard as they could, due to the reduced accountability of being in the team ex: Social Loafing - people are prone to exert less effort on a task if they are in a group versus when they work alone Coordination Loss - when integrating team activities consumes more time and energy than the activity itself ex: Production Blocking - when members have to wait on one another before they can do their part of the team work

Taskwork Process: Decision Making

Multiple members gather and consider ideas relevant to their specializations, then make recommendations to the final decision maker (usually the team leader) Potential Hindsight of group decision making due to the social influence and conformity: Group Think - The mode of thinking that occurs when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives Devil's Advocate - Someone who, given a certain argument, takes a position they do not necessarily agree with (or simply an alternative position from the accepted norm), for the sake of debate or to explore the thought further.

Member Roles - TREO

Organizer: Someone who acts to structure what the team is doing. Doer: Someone who willingly takes on work and gets things done. Challenger: Someone who will push the team to explore all aspects of a situation and to consider alternative assumptions, explanations, and solutions. (Devil's Advocate) Innovator: Someone who regularly generates new creative ideas, strategies, and approaches for how the team can handle various situations and challenges. Team Builder: Someone who helps establish norms, supports decisions, and maintains a positive work atmosphere within the team. Connector: Someone who helps bridge and connect the team with people, groups, or other stakeholders outside of the team. What matters more is how balanced members' roles in the team

4 Contingencies of Power: Visability

Others know about the leader and the resources he or she can provide How aware others are of a leader's power and position. In other words, when people know of a person's position they will be given more power.

Transactional Leadership

Passive Management-by-Exception Waits for issues to arise, then makes correction Active Management-by-Exception Actively monitors mistakes, and actively corrects Contingent Reward Leader-Follower agreement What can be expected when performance goals are met

Negotiator Biases Perceived Power Biases Negotiator's Emotion

Perceived Power bias tend to affect the approach that is taken in negotiation. Perceive more power Distributive approach Perceive equal power Integrative approach Negotiator's emotion can be lead to an altered approach in negotiation and a bias in decision making process. Positive emotion lead to more integrative approach, but also cause negotiators to be overconfident and make decisions too quickly. Negative emotion lead to a more distributive approach and lower judgement accuracy

Communication Style: Reflective

Serious, distance, precise, questioning Be well-organized, be direct (down to business), be accurate and realistic Low sociability, low dominance

Organizational Culture

Shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of employees

Team State

Specific types of feelings and thoughts that team members form as a consequence of their experience working together Includes cohesion, potency, mental modes, transactive memory

Team>Sum(Individuals) - Process Gain

Synergy - some teams perform at a level which is higher than the level of their combined individuals

Member Ability - Additive Task

Tasks for which the contributions resulting from the abilities of every member "add up" to determine team performance

Member Ability - Conjunctive Task

Tasks for which the team's performance depends on the abilities of the team's weakest link.

Member Ability - Disjunctive Task

Tasks with an objectively verifiable best solution for which the member with highest level of ability has the most influence on the team effectiveness

Taskwork Processes v. Teamwork Processes

Taskwork represents what it is that teams are doing, whereas teamwork describes how they are doing it with each other. Taskwork is critical to team effectiveness and depends heavily on member competence as well as team processes. Team processes are used to direct, align, and monitor taskwork.

Comprehensive Interdependence

Team members have a great deal of direction in terms of what they do and with who they interact in the course of the collaboration

Team Definition

Teams are groups of two or more people who work INTERDEPENDENTLY over some time period to accomplish COMMON GOALS related to some task-oriented purpose A group is a composite of people but if you give it some task, then that becomes distinct as a team that works to achieve a common goal

Leadership Effectiveness

The degree to which the leader's actions result in (1) the achievement of the unit's goals, (2) the continued commitment of the unit's employees, and (3) the development of mutual trust, respect, and obligation in leader-member dyads

4 Contingencies of Power - Discretion

The leader has the freedom to make his or her own decisions without being restrained by organizational rules The degree to which managers have the right to make decisions on their own.

The Punctuated Equilibrium Model by Gersick

Teams develop through the sudden formation, maintenance, and sudden revision of a "framework for performance." This model describes the processes through which such frameworks are formed and revised and predicts both the timing of progress and when and how in their development teams are likely, or unlikely, to be influenced by their environments. Her proposed model works in the following way. Phase I According to the model, a framework of behavioral patterns and assumptions through which a team approaches its project emerges in its first meeting, and the team stays with that framework through the first half of its life. Teams may show little visible progress during this time because members may be unable to perceive a use for the information they are generating until they revise the initial framework. Midpoint At their calendar midpoints, teams experience transitions-paradigmatic shifts in their approaches to their work-enabling them to capitalize on the gradual learning they have done and make significant advances. The transition is a powerful opportunity for a team to alter the course of its life midstream. But the transition must be used well, for once it is past a team is unlikely to alter its basic plans again. Phase 2 A second period of inertial movement, takes its direction from plans crystallized during the transition. At completion, when a team makes a final effort to satisfy outside expectations, it experiences the positive and negative consequences of past choices.

Why have teams become so popular?

Teams typically outperform individuals when the tasks being done require multiple skills, judgment, and experience. As organizations have restructured themselves to compete more effectively and efficiently, they have turned to teams as a way to use employee talents better. Management has found that teams are more flexible and responsive to changing events than are traditional departments or other forms of permanent teaming.

Teamwork Process: Action

Teamwork activities that focus on goal accomplishment Monitoring progress toward goals Systems Monitoring Team monitoring and backup behavior Coordination When? After transition process

Teamwork Process: Interpersonal

Teamwork activities that focus on managing interpersonal relationships the foundation for the effectiveness of other processes Conflict management Task conflict is based on disagreements about the teams task while relationship conflict is based on incompatibilities with respect to personal values or preferences Task conflict can be beneficial to the team while relationship conflict almost always harms the team Motivation and confidence building Affect management

Teamwork Process: Transition

Teamwork activities that focus on preparation for future work Mission analysis Strategy formulation Goal specification When? Before the team begins to do task work, or between identifiable periods of taskwork

Trust

The willingness to be vulnerable to a trustee based on positive expectations about the trustee's actions and intentions

Power

The ability to influence the behavior of others and resist unwanted influence in return

Taskwork Process

The activities of team members that relate directly to the accomplishment of team tasks - "a team's interactions with tasks, tools, machines, and systems" Creative Behavior Decision Making Boundary Spanning

Culture Components - Exposed Values

The beliefs, philosophies, and norms that a company explicitly states

P-O Fit

The degree to which a person's personality and values match the culture of an organization Compatibility between people and organizations that occurs when at least one entity provides what the other needs or they share similar fundamental characteristics or both

Goal Interdependence

The degree to which team members have shared goal and align their individual goals with that vision. Emphasizing common goals and identities may enhance team process and performance

Task Interdependence

The degree to which team members interact with and rely on other team member for the information materials and resources needed to accomplish for the team

Team State: Potency

The degree to which team members think that the team can be effective across a variety of situations and tasks

Ethics

The degree to which the behaviors of an authority are in accordance with generally accepted moral norms

Resistance to Change

The diagram includes the following as sources of resistance to change: economic factors, self-interest/fear of loss, uncertainty/fear of the unknown, routines, dissimilar goals, lack of understanding and trust, and selective information processing. There are various sources of resistance to change such as an individual's fear of the unknown, insecurity, about the change or the inability to change a long established habit. In the selective information processing the individuals only hear what they want to hear and block out factual information. Resistance might be due to economic factors which would occur as a result of the change. Some people have a predisposition towards change, which means their personalities will not allow them to readily adapt. Still others are judging everything on the past successes they have had working in more autocratic environments. Loss of status can also influence an individual's readiness to accept change. Sometimes personality conflicts are an issue or a lack of understanding about the benefits of what this change in management style could entail. In addition to individual sources of resistance to change, organizational factors may prove to be barriers as well. For example, many organizations are based on stability - people are recruited because they fit in with the organizational culture and are then socialized to behave in certain ways through training, rules, processes, and procedures. However, this uniformity can lead to structural inertia, which makes an organization slow to change after having followed the same rules and procedures for many years. Organizations can also fall prey to limited focus of change, which arises when only a small number of departments apply the change rather than the whole organization. Confusion often results because the change is not being fully enforced. Another organizational source of resistance to change is group inertia. This means that even if individuals agree with the change, they may be constrained by group norms - a situation that often occurs in unions. Groups may also feel that organizational changes are a threat to expertise. The group may resist learning the program because of fear that it will render their roles obsolete. Furthermore, the group may not want to entertain decisions that disrupt cultural traditions or group relationships, which means they will cling to the familiar way of doing things. Finally, an organization can experience threat to established power relationships particularly when it is undergoing a restructure. Companies moving from an autocratic structure to a participative or self-managed one are likely to experience opposition from middle managers who may feel their source of power is being threatened.

Team Process

The different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals Includes Taskwork Process, Teamwork Process, Communication

Team State: Cohesion

The emotional attachment that bonds team members together

Day to Day Leader's Behaviors Initiating Structure

The extent in which leaders organize and define the roles of individuals in the pursuit of goal attainment Initiation: creating, facilitating and sometimes resisting new ideas or practices Organization: defining and structuring work, clarifying roles and coordinating employees Production: setting goals and providing incentives to meet those goals and providing incentives to meet those goals

Day to Day Leader's Behaviors Consideration

The extent to which leaders actively create job relationships based on mutual trust, respect for employees, and consideration of co-worker's feelings This includes: Membership, Integration, Communication, Recognition, and Representation

Teamwork Process

The interpersonal activities that facilitate the accomplishment of the team's work - "teamwork processes enables team to orchestrate task work activities for goal accomplishment" Transition Process Action Process Interpersonal Process

4 Contingencies of Power: Centrality

The leader's role is important and interdependent with others in the organization How important a person's job is and how many people depend on that person to accomplish their task Basically, a leader has a higher ability to influence others when they have an important role in a company and are interdependent with others in the workplace Example - Decisions made by the Retail Operations manager, who I work under, affect more people and outcomes than decisions made by store managers

Team State: Mental Models

The level of common understanding among team members with regard to important aspects of the team and its task "mechanism whereby humans generate descriptions of system purpose and form, explanations of system functioning and observed system states, and predictions of future system states" They help people to describe, explain, and predict events in their environment.

Justice - Distributive

The perceived fairness in the allocation of goods Proper norms- In a business environment, the proper norm is equity (being fair and impartial). Pay, rewards, evaluations, promotions and work assignments are all examples of resources to be allocated.

Justice

The perceived fairness of an authority's decision making

Justice - Procedural

The perceived fairness of decision making process There are six rules to employ for fair process Voice Correctability Consistency Bias suppression Representativeness Accuracy

Justice - Informational

The perceived fairness of the communication provided to employees from authorities Information justice follows two rules: Justification Rule- authorities explain decision-making procedures and outcomes in a comprehensive and reasonable manner. truthfulness Rule- requires the communications to be honest

Justice - Interpersonal

The perceived fairness of the treatment received by employees from authorities Interpersonal justice is encouraged when adhering to the respect and propriety rule Respect Rule- refers to whether authorities treat employees in a dignified and sincere manner Proprietary Rule- reflects whether employees refrain from making or offensive remarks.

Communication

The process by which information and meaning gets transferred from a sender to a receiver Information - Sender - Encoding - Message - Decoding - Receiver - Understanding

Negotiation Stage 4 Closing and Commitment

The process of formalizing an agreement reached during the bargaining stage. Also can be a recognition that the parties did not reach an agreement.

4 Contingencies of Power: Substitutability

There are no substitutes for the rewards or resources the leader controls The degree to which people have alternatives in accessing resources Leaders that control resources to which no one else has access can use their power to gain greater influence Example - Microsoft keeps info secret so that other companies cannot make software compatible with Windows. Consumers therefore will not be able to find alternatives to the software that Microsoft provides.

Affect-based Trust: Feelings toward Trustee

Trust that depends on feelings toward the authority that go beyond any rational assessment Based on emotions rather than reason, we trust someone because we like them rather than them proving themselves to be trustworthy

Leader Emergence v. Leader Effectiveness

Trait is more predictive of leader emergence (who becomes a leader in the first place), than leader effectiveness (how well the person actually leads).

Cognition-based Trust: Trustworthiness

Trust that is rooted in a rational assessment of the authority's trustworthiness 1. Ability Ability is defined as the skills, competencies and areas of expertise that enable an authority to be successful in some specific area Our idea of how able one is at a task will have a large impact on how much we trust them to complete it For example, would you trust an unlicensed pilot to get you to your destination safely? What if they had 20 years of flying experience instead? How competent we perceive people has a great deal of sway over our trust in them 2. Benevolence Defined as the belief that the authority wants to do good for the trustor, apart from any selfish or profit centered motives Benevolent authorities should care about employees and their well-being as well as feel a sense of loyalty toward them Benevolence also ties into job satisfaction as employees enjoy working more in an environment that they feel cares about and won't abuse them 3. Integrity Defined as the perception that the authority adheres to a set of values and principles that the trustor finds acceptable Those with integrity can be said to be of sound character and have good intentions and strong moral discipline Unfortunately only 20% of American workers view senior managers as acting in accordance with their words It has also been found that normal employees are more likely to lie while communicating by email and 49% of managers have caught future hires lying on a resume

Multi-Team System

Two or more teams that interface directly and interdependently in response to environmental contingencies toward the accomplishment of collective goals Tightly coupled networks of teams that pursue at least one shared superordinate goal in addition to their component team goals Used in critical situations

Lewin's Basic Change Model

Unfreezing requires explaining the rationale for change, breaking down the status quo, challenging existing beliefs, and understanding how starting on a new path is essential for the company's survival. After the unfreezing stage comes the transforming stage, in which people begin to make peace with their doubts and uncertainties and embrace the new direction of the company. When employees appear to have embraced the change, managers use refreezing to reinforce the new approach and help people internalize the changes

Disposition-based Trust: Trust Propensity

Your personality traits include a general propensity to trust others. In other words, some people are more trusting than others High Trust Propensity means trusting others easily. Leading to blind trust and trusting those who do not deserve it Low Trust Propensity means being suspicious of people. Leading to the risk of not trusting those who deserve it

Five Elements of Organizational Structure Formalization

the degree to which rules and procedures are used to standardize behaviors and decisions in an organization Formalization is necessary in larger organizations so quality of service is not variable.

Five Elements of Organizational Structure Chain of Command

the questions of "Who reports to whom" signifies formal authority relationships