OB FINAL

7. Discuss three of the five types of power a leader can have over their subordinates

Crazy Ratchet Losers Eat Rocks Reward Power- pay, promotion, recognition Coercive Power- ability to punish, reprimand Legitimate Power- the right to power based on position Referent Power- based on attractiveness, reputation, charisma Expert Power- based on credibility through specialist knowledge

4.Describe the five stages of team development

F****** S**** Never Put Away (their *******) Forming- ground rules established; formalities Storming- members still feel like individuals Norming- members become a team Performing- team works in trusting atmosphere; flexibility; hierarchy of little importance Adjourning- team assessed the year; implements transition plan; recognizes contributions

1. What does Herzberg's two factor theory tell us about motivation?

Herzberg's findings revealed that certain characteristics of a job are consistently related to job satisfaction (satisfier factors), while different factors are associated with job dissatisfaction (hygiene factors). Factors for satisfaction include achievement, recognition, responsibility, the work itself, advancement, and growth. Hygiene factors include company policies, supervision, relationships with coworkers, work conditions, salary, status, and job security. The conclusion he drew is that job satisfaction and job dissatisfaction are not opposites. The characteristics associated with job dissatisfaction are called hygiene factors. When these have been adequately addressed, people will not be dissatisfied nor will they be satisfied. If you want to motivate your team, you then have to focus on satisfaction factors like achievement, recognition and responsibility.

8. What is the difference between transformational and transactional leadership?

transactional leaders, who guide their followers toward established goals by clarifying role and task requirements. Transformational leaders- Inspire followers to transcend their self-interests for the good of the organization. Can have an extraordinary effect on followers best leaders are a combination of the two

10. What informal (personal) sources of power can be used to influence other in an organization?

Referent based on attractiveness, charisma, reputation Expert based on credibility through specialist knowledge

11. Discuss the three types of conflict and their benefits and drawbacks to organizational effectiveness.

Task Conflict ● Conflict relating to work content and goals ● Top-management vs. first-line workers ● Personality matters! Benefit: just a task conflict, not a relationship conflict. A manager can help to understand and a drawback would be how they have to redefined how to do thing in the organization, if everyone does not know how to do it. Relationship conflict: ● Conflict resulting from interpersonal relationships ● Drawback: Almost always dysfunctional Benefit: not related to the work specifically Process conflict: ● Conflict about how the work is done ● Arguments about roles and responsibilities often lead to relationship conflict Benefit: they have to go through and reconsider how processes are done or how to train people to create a better system on how the process should be done. Drawback: process leads to relationship conflicts

17. Discuss the benefits (individual and organizational) of organizational responses to work-life issues as well as the barriers to the effectiveness of these responses.

● Benefits of organizational ○ positive relationship between work family initiatives ○ Organizational citizenship- ○ Direct versus indirect benefit ○ decrease absenteeism ○ increase productivity ○ recruitment and retention ● Individual benefit ○ emotional support/ perceived organizational support ○ job satisfaction ○ reduction in work life conflict ○ increase marital satisfaction Barriers to effect this ● uneven adoption across companies ● employee reluctants ● lack of formalization ● workplace context

13. What are the two core issues that organizational design resolves?

● Coordination- How does the organization coordinate the tasks of the agents to reflect the goals of the principles? ● Incentives- How does the organization motivate the agents to work towards the goals of the principles? Is there alignment?

18. Define the continuum represented by two of Hofstede's national culture dimensions and discuss the challenges organizations might face when their employees come from different perspectives along the continuum.

● Power distance - the degree to which less powerful member accept or expect unequal distribution of power ● Individualism/ Collectivism - the interest of the individual prevails over the interest of the group

16. Discuss the three forms of work-life conflict. Give examples of factors that lead to each of these forms of conflict from both work and non-work roles.

● Time-based: entails competing time requirements across work and family roles ○ Work: when you have to be at two places at once ○ nonwork: ● strain- based: entails pressures in one role impairing performance in the second role ○ Work: you have to going into work early, but you also need to bring your kids to school; so you hire someone else to do it and it takes away from family time ○ nonwork: ● behavior-based conflict: entails an incompatibility of behaviors necessary for the two roles ○ Work: you have to be stern at work, but shouldn't be with your kids ○ Nonwork:

15. Discuss the levels of organizational culture and how they influence organizational behavior.

● surface manifestations-ceremonies, trainings, norms ● Values-strategies, goals, and philosophy's ● basic assumptions- section, trainings, rewards, role models

6.Using example, discuss the barriers to effective communication in a multinational organization.

●Filtering "Our costs were a bit higher, but our new product is top-notch." ●Selective Perception ●Information overload ●Emotions ●Language ●Silence ●Communication apprehension ●Lying ●Choosing the wrong technology

3.Using examples, how can organizations use pay to motivate the desired employee behavior?

●Increasing pay is an extrinsic factor to motivate ●Piece-rate plan of pay: pay per unit that is made

9. Using one of the contingency theories of leadership, discuss how a leader must adapt their behavior to align with the situation presented.

●Path-Goal: Suggests it's the leader's job to provide followers with information, support, or other resources necessary to achieve goals. ■Path-goal= effective leaders clarify followers' paths to their work goals and make the journey easier by reducing roadblocks ■Supportive leadership results in high performance and satisfaction when employees are performing structured tasks ●"The leaders clarify followers' paths to their work goals and make the journey easier by reducing roadblocks." ■Directive or supportive leadership does matter to followers' performance, and leaders need to be aware of their important facilitating role ■Path-goal theory, as a contingency theory, reminds us that the effectiveness of leaders depends to a large degree on their followers

12. Using an example, describe the benefits of integrative vs. distributive bargaining

●distributed- they want as much of the pie as possible b. Benefit: can get a larger piece of the pie; can get a better deal ●integrative -want to expand the pie so that both sides are happy, have to be candid with their concerns, both parties have to be sensitive towards other needs, flexible d.Benefit: both parties "win"

2. Using the Job Characteristics Model (Hackman and Oldham, 1980), describe how an organization might design a job to deliver high performance.

●involves skill variety, task identity, task significance, autonomy, and feedback ●High performance: giving employees more autonomy, variation in skills, and showing them how their tasks are significant ●Job rotation ●Job enrichment - control over planning and execution ●Relational job design

5.Discuss the factors that managers must consider when selecting what form(s) of communication to use when interacting with their employees.

●level of richness when choosing a channel ○low - bulletins, formal reports, electronic mail ○high - face to face conversation, telephone conversations ●routine messages are through lean channels ●important messages through multiple channels ●emotional/anxiety are through rich channels, one on one conversations ●it has to cater to different audiences, the situation, and who the manager is talking to