Org Behavior Final Exam

surface-level diversity

(visible) differences in easily perceived characteristics, such as race, gender, age, ethnicity, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes

Pluralism (leveraging differences)

- An environment in which differences are acknowledged, accepted, and seen as significant contributors to the group. o Seeing differences, understanding differences, valuing differences

Stalling

Appearing to be more or less supportive publicly while doing little or nothing privately

reward, coercive, & legitimate =

Compliance

Justifying

Developing explanations that lessen one's responsibility for a negative outcome and/or apologizing to demonstrate remorse, or both.

Forming

Getting oriented & getting aquainted

Group Level >Inputs>Processes>Outcomes

Group Inputs: Group Structure Group roles Team responsibilities Group Processes: Communication Leadership Power and politics Conflict and negotiation Group Outcomes: Group Cohesion Group functioning

Factor that shape personality

Heredity (Nature) refers to those factors that were determined at conception. You are the way you are because you were born that way. Environment (Nurture) you are the way you are because of the way you were raised

Organizational Commitment

Identifying with a particular organization and its goals and wishing to maintain membership in the organization.

Procedural Justice

Perceived fairness of process used to determine outcome "I had input into the process used to give raises and was given a good explanation of why I received the raise I did"

Stretching

Prolonging a task so that one person appears to be occupied—for example, turning a two-week task into a 4-month job.

Power and Dependency

The General Dependency Postulate-When you possess anything others require but that you alone control, you make them dependent upon you and, therefore, you gain power over them.-Dependence, then, is inversely proportional to the alternative sources of supply.

Person-Organization fit

Theory that people are attracted to and selected by organizations that match their values and leave when there is no compatibility

Prevention

Trying to prevent a threatening change from occuring

Values

basic convictions about what is right and wrong

Avoiding Blame

buffing, playing safe, justifying, scapegoating, misrepresenting

Norming

conflicts resolved, relationships develop, unity emerges

Issues around the 'nature-nurture' debate

genes and environment react together to make our personalities, you can't separate them

Expert & referent =

internalization

Avoiding Change

prevention, self-protection

Espoused Values

publicly stated values of an org the values that an organization or person states that it believes in and is desired, often seen in mission statements, presentations, taglines, etc.

Power

refers to a capacity that A has to influence the behavior of B, so that B acts in accordance with A's wishes. -Power may exist but not be used. Probably the most important aspect of power is that it is a function of dependence.-A person can have power over you only if he or she controls something you desire.

Interactional Justice

sensitivity to the quality of interpersonal treatment "When telling me about my raise, my supervisor was very nice and complimentary"

Performing

solving problems and completing the assigned task

Motivation

the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal

Buck passing

transferring responsibility for the execution of a task or decision to someone else

Deep Acting

trying to modify true inner feelings based on display rules

How Power may Corrupt

· Power can lead people to place their own interests ahead of others. Powerful people may react, especially negatively, to any threats to their competence. Power can lead to overconfident decision making. Power doesn't affect everyone in the same way, and there are even positive effects of power.

Perceived proximity

"how close we feel" instead of "how close we actually are" Can be generated between two distant colleagues as they share personal information They might discover they have similar interests or belong to a similar social category as a colleague far away Through working together, the colleagues may develop a common pool of jointly lived experiences and actions, and communication exchanges they share might convey a commitment to share the work goals and demonstrate dependability. Feelings of symbolic closeness can develop regardless of geographic closeness or separation.

Conflict intensity continuum

(Annihilatory Conflict) -Overt efforts to destroy the other party -Aggressive physical attacks -Threats and ultimatums -Assertive verbal attacks -Overt questioning or challenging of others Minor disagreements or misunderstandings (No Conflict)

deep-level diversity

(non-visible) differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better o Personality differences like personal beliefs, goals, past experiences, personality, interpersonal style, attitudes Functional differences like training, work experience, education, knowledge, skills

Group Norms

- Implicit and explicit rules and expectations for member behavior They offer predictability, structure, and efficiency Acceptable standards of behavior within a group that are shared by the group's members

Job Satisfaction (JS)

- Job satisfaction (JS) :A positive feeling about the job resulting from an evaluation of its characteristics

Daniel Pink's Purpose Motive

- Monetary incentives: When do they work? o Mechanical skills and tasks > Higher pay = Higher performance o Cognitive skills (complexity, creativity....) > Higher pay = Lower performance o Pay people enough so that the basic need for pay is satisfied; then, other motivators will kick in Like: Autonomy, Self-direction, challenge, mastery, making a contribution, the 'purpose motive', vs. the 'profit motive

Leader-Member Exchange Theory

- Supports leaders' creation of ingroups and outgroups; subordinates with ingroup statues have higher performance ratings, less turnover, and greater job satisfaction

Group Cohesiveness

- The degree to which members are attracted to each other and are motivated to stay in the group. Increases if they are committed to the goals of the group, Committed to other members of the group, Sharing information, Spending time together, Building group identity, Encouraging team excellence, Creating healthy competition

Cognitive dissonance theory

- contradictions (inconsistency) we might perceive between our attitudes and behaviors. Once we do something our attitudes may fall in line with our behavior, we don't like inconsistency so we try to get rid of it. o Ex: I don't like that neighborhood it's trash, *finds out they can't afford anything but that neighborhood and moves in* this neighborhood is great fr

AET Theory: (Affective Events Theory):

- employees react emotionally to things that happen to them at work and this influences job performance and satisfaction. o Emotions provide valuable insights into how workplace events influence employee performance and satisfaction. o Employees and managers shouldn't ignore emotions or the events that cause them, even when they appear minor, because they accumulate.

Behavioral theories

- imply we can train people to be leaders. - Ohio State Studies found two behaviors that accounted for most leadership behavior: initiating structure (Task) Consideration (Relationship)

Synergy

- is where the whole is greater than the sum of its parts. In other words, when two or more people or organizations combine their efforts, they can accomplish more together than they can separately. They can get more done working together than they can working apart. In mathematical terms, a synergy is when 2 + 2 = 5.

What is a contingency Theory

- situational factors that moderate the relationship between the independent and dependent variables. Someone's behavior changes depending on who the're talking to

Stages of Group Development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

The Punctuated-Equilibrium Model

1. The first meeting sets the group's direction 2. The first phase of group activity is one of inertia and thus slower progress 3. A transition takes place exactly when the group has used up half its allotted time 4. This transition initiates major changes 5. A second phase of inertia follows the transition 6. The group's last meeting is characterized by markedly accelerated activity

Kotter's 8 step plan for implementing change

1. establish a sense of urgency by creating a compelling reason for why change is needed 2. form a coalition with enough power to lead the change 3. create a new vision to direct the change and strategies for achieving the vision 4. communicate the vision throughout the organization 5. empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving 6. plan for, create, and reward short-term "wins" that move the organization toward the new vision. 7. consolidate improvements, reassess changes, and make necessary adjustments in the new programs 8. reinforce the changes by demonstrating the relationship between new behaviors and organizational success

Forces for Change

1. nature of the workforce 2. technology 3. economic shocks 4. competition 5. social trends 6. world politics

Characteristics of a learning organization

1. there exists a shared vision that everyone agrees on 2. people discard their old ways of thinking and the standard routines they use for solving problems or doing their jobs 3. members think of all organizational processes, activities, functions, and interactions with the environment as part of a system of interrelationships 4. people openly communicate with each other (across vertical and horizontal boundaries) without fear of criticism or punishment 5. people sublimate their personal self-interest and fragmented departmental interests to work together to achieve the organization's shared vision

Mediator

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.

Arbitrator

A third party to a negotiation who has the authority to dictate an agreement.

Pillar 1: Values

Acknowledges that while cultural, political, etc. differences do exist, research suggests there are: Widely Shared Universal Hyper-Norms Conversation on values is possible because we all share common ground Honesty, Respect, Fairness, Compassion (short list - don't assume too much commonality) When a value conflict arises - ask if it rises to one of these 4 core values to ensure it's not just a personality conflict Then when addressing the conflict we can appeal to the shared value and show how it affects others 2 conflicting responses Relativist - entirely relative, values dependant upon culture, family, religion, politics, no clear right or wrong because everyone sees them differently Absolutist - there are clear values and I know what they are So it doesn't really matter what you think

Self-protection

Acting in ways to protect one's self-interest during change by guarding information or other resources.

Types of Organizational Commitment (Meyer & Allen)

Affective commitment : liking the organization; Continue working for an organization because you agree with it and desire to remain there Continuance commitment : cost of living is too high; Continue working for an organization because you cannot afford to leave Normative commitment : leaving makes you feel guilty; continue working for an organization because you face pressure from others to remain

Giving Voice to Values (GVV) Steps

Anticipate likely situations Pre-script Rehearse Peer Coaching

Stage of socialization

Anticipatory Socialization (prearrival) Encounter Adaptation (metamorphosis)

conflict stimulation techniques

Communication Bringing in outsiders Restructuring the organization Appointing a devil's advocate

Five different conflict 'intentions' or styles based on assertive ness and cooperativeness

Competing collaborating avoiding accommodating compromising

Dysfunctional/destructive conflict

Conflicts that hinder group performance

Weak cultures

Core values may be more diffuse; not widely shared

Consequences/Organizational politics may threaten employees:

Decreased Job satisfaction Increased anxiety and stress Increased turnover Reduced performance

Socialized Power

Directed at helping others Managers should strive for this power

Goal Bargaining Characteristic

Distributive Bargaining Get as much pie as possible Integrative Bargaining Expand the pie so that both parties are satisfied

Information sharing Bargaining Characteristic

Distributive Bargaining Low-Sharing information will only allow other party to take advantage Integrative Bargaining High (Sharing information will allow each party to find ways to satisfy interest of each party)

Interests Bargaining Characteristic

Distributive Bargaining Opposed Integrative Bargaining Congruent

Focus Bargaining Characteristic

Distributive Bargaining Positions (I can't go beyond this point on this issue) Integrative Bargaining Interest (Can you explain why this issue is so important to you?)

Duration of Relationship Bargaining Characteristic

Distributive Bargaining Short Term Integrative Bargaining Long Term

Motivation Bargaining Characteristic

Distributive Bargaining Win-Lose Integrative Bargaining Win-Win

Potential Sources of Stress

Environmental factors, organizational factors, personal factors

Playing safe

Evading situations that may reflect unfavorably. It includes taking on only projects with a high probability of success, having risky decisions approved by superiors, qualifying expressions of judgment, and taking neutral positions in conflicts.

Technology

Faster, cheaper, and more mobile computers and handheld devices Emergence and growth of social-networking sites Deciphering of the human genetic code

Types of emotions

Felt: the individual's actual emotions Displayed: required or appropriate emotions

Contingency theories of leadership

Fiedler's contingency model Situational leadership theory Leader-Member Exchange Model

Competition

Global Competitors Mergers and consolidations increased government regulation of commerce

Groupthink

Group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. Highly cohesive groups may adopt the decisions of one or only a few high-status members. Creates an atmosphere where its difficult to question the decisions of the group. Individuals in a group fail to realistically appraise alternative courses of action. - (the norm for consensus wins out!)

Relationship between cohesiveness and productivity

High Performance/High Cohesiveness=High Productivity High Performance/Low Cohesiveness=Moderate Productivity Low Performance/High Cohesiveness=Low Productivity Low Performance/Low Cohesiveness=Moderate to low productivity

Individual factors that influence political behavior

High self-monitors Internal locus of control high Machiavellian personality organizational investment perceived job alternatives expectations of success

cognitive style

How we think, the way we process deal with information and make decisions

Social Trends

Increased environmental awareness Liberalization of attitudes toward gay, lesbian, and transgender employees More multitasking and connectivity

Individual Level >Inputs>Processes>Outcomes

Individual Inputs: Diversity Personality Values Individual Processes: Emotions and moods Motivation Perception Decision Making Individual Outcomes: Attitudes and stress Task Performance Citizenship behavior Withdrawal behavior

The 3 components of motivations

Intensity- how hard the person tries Direction- effort directed toward and consistent with the organization's goals is the kind of effort we should be seeking Persistence- measures how long a person can maintain effort

5 Power Bases

Legitimate, Coercive, Reward Expert, Referent

Misrepresenting

Manipulation of information by distortion, embellishment, deception, selective presentation, or obfuscation.

Nature of the Workforce

More cultural diversity Aging population Increased immigration and outsourcing

Bounded rationality

Most people respond to a complex problem by reducing it to a level at which it can be readily understood. Individuals operate within the confines of bounded rationality. They construct simplified models that extract the essential features.

Pillar 2: Choice

One of the most popular reasons people give for not voicing their values is they say "I didn't have a choice" We ALL make the CHOICE to act or not act on our values everyday The enablers make it easier to voice our values Maybe a supportive boss or friend who was willing to listen or when the situation was very important to someone close to us The disablers make it harder to voice our values Tight time pressure, caught off guard (little time to prepare a response), friendship Before getting in a high pressure choice situation, we can think about our enablers and disablers Choose to work for an organization that maximizes the enablers, where open discussions are encouraged, Practice responses to disablers When we recognize that we as humans make the choice to act on or not act on our values, we can recognize that capacity in others, therefore it will make it easier to talk to others when conflicts arise Often when we discuss ethical conflicts, we focus on the extreme situation and ask "is it ever justifiable NOT to act on our values?" We are more likely to find ways to enact our values if we ask "WHAT IF I were to try to act on my values? How might I get that done? This is called the GVV Thought Experiment - use it as a way to trigger creative problem-solving rather than rationalizations and justifications for giving up

Substitutablity

One's ability to find another option that works as well as the one offered. "How difficult would it be for me to find another way to this?" The harder it is to find a substitute, the more dependent the person becomes and the more power someone else has over them

The Big 5 model (OCEAN)

Openness to experience- Creative and Flexible Conscientiousness- Responsible, organized, dependable, persistent Extroversion- Outgoing, assertive, sociable Agreeableness- Cooperative (lack of) Neuroticism - (Emotional Stability)- Calm, self-confident, secure

Organizational Level >Inputs>Processes>Outcomes

Organizational Inputs: Structure Culture Organizational Processes: HRM Change practices Organizational Outcomes: Productivity Survival

Conflict Resolution Techniques

Problem Solving, Superordinate Goals, Expansion of Resources, Avoidance, Smoothing, Compromise, Authoritative Command, Altering the Human Variable, Altering the Structural Variables

Organizational factors that influence political behavior

Reallocation of resources Promotion opportunities Low Trust Role Ambiguity Unclear performance evaluation system Zero-Sum reward practices Democratic decision making High performance pressures self-serving senior managers

Distributive vs. Integrative Bargaining

Research shows that when you're engaged in distributive bargaining, one of the best things you can do is make the first offer, and make it an aggressive one.-Shows power.-Establishes an anchoring bias. Another distributive bargaining tactic is revealing a deadline.

Favorable outcomes of High political behavior

Rewards Averted punishments

Bluffing

Rigorously documenting activity to project an image of competence and thoroughness, known as "covering your rear."

Economic Shocks

Rise and fall of global housing market Financial sector collapse Global recession

World politics

Rising health care costs Negative social attitudes toward business and executives Opening of new markets worldwide

Factors that create dependency

Scarcity, Importance, Substitutability

The 'Global Mindset'

Team members are expected to have the capacity to appreciate and to contribute to heterogeneous organizations people and teams

Conflict and Unit Performance

The bell curve, medium level of conflict give highest unit performance

Salience

The quality of being particularly noticeable or important; prominence. It stands out to you.

Scarcity

The uniqueness of a resource. The more difficult something is to obtain, the more valuable it tends to be.

Importance

The value of the resource. If the resources or skills you control are vital to the organization, you will gain some power. If Kecia is the only person who knows how to fill out reimbursement forms, it is important that you are able to work with her, because getting paid back for business trips and expenses is important to most of us.

Herzberg's Theory of Motivation

Two factor theory-theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction Motivating factors- associated with job satisfaction, which affects the job content or the rewards of work performance: quality of supervision, pay, company policies, physical work conditions, and relationships with others, promotions, recognition, achievement Cause satisfaction or no satisfaction but not dissatisfaction. Hygiene factors- associated with job dissatisfaction which affect the job context in which ppl work company policy/administration, supervision, salary. When these factors are adequate in a job, placate workers. People will not be dissatisfied

fundamental attribution error

We have a tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors. *When you are judging someone else's behavior/Not your Own

Action Research

a change process based on the systematic collection of data and selection of a change action based on what the analyzed data indicate. o Provides at least two specific benefits: 1. It is problem-focused. 2. It reduces resistance to change.

emotional intelligence

a person's ability to: Perceive emotions in the self and others Understand the meaning of these emotions Regulate one's emotions accordingly in a cascading model

organizational culture

a system of shared meaning held by members that distinguishes the organization from other organizations

Situation Strength Theory

a theory indicating that the way personality translates into behavior depends on the strength of the situation Weak versus strong situations Strong situations show us what the right behavior is, pressure us to exhibit it, and discourage the wrong behavior Weak situations "anything goes" and thus we are freer to express our personality in behavior o The four Cs Clarity: the degree to which cues about work duties and responsibilities are available and clear Consistency: the extent to which cues regarding work duties and responsibilities are compatible with one another Constraints: the extent to which individuals' freedom to decide or act is limited by forces outside their control Consequences: the degree to which decisions or actions have important implications for the organization or its members, clients, suppliers, and so on

Conciliator

a trusted third party who provides an informal communication link between the negotiator and the opponent

Political Skill

ability to influence others to enhance their own objectives. The politically skilled are more effective users of all the influence tactics.

Process Conflict

about how the work gets done

Enacted Values

actually values/norms the org has the values that organization members perceive to be actually valued by the organization, the values and norms that actually are exhibited or converted into employee behavior

Organizational Justice

an overall perception of what is fair in the workplace, " I think this is a fair place to work" composed of distributive, procedural, and interactional justice

Defensive behaviors

avoiding action, avoiding blame, avoiding change

Playing dumb

avoiding an unwanted task by falsely pleading ignorance or inability

Components of an attitude

cognitive ( I think) , affective (I feel) , behavioral (I do) - are evaluative statements—either favorable or unfavorable—about objects, people, or events.-They reflect how we feel about something. Cognition -( I think) The description or belief in the way things are Affect -(I feel) Is the emotional or feeling segment of an attitude Behavior - (I do) The intention to behave a certain way towards someone or something

Task Significance

degree to which a job affects the lives or work of other people

Autonomy

degree to which a job provides a worker freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out

Feedback

degree to which carrying out work activities generates direct and clear information about your own performance

Task Structure

degree to which job assignments are regimented

5 steps of action research

diagnosis, analysis, feedback, action, evaluation

Personalized Power

directed at helping oneself

environmental factors of stress

economic uncertainty, political uncertainty, technological change

Temperament

emotions we have in reaction to certain situations, everyone's different

Personal Factors of Stress

family problems, economic problems

Relationship conflict

focuses on interpersonal relationships

Consideration (Relationship)

focuses on relationships and working toward positive relationship, aligning and mobilizing people, team building, creating inspiration and vision, satisfying higher level needs giving emotional support

initiating structure (Task)

focuses on task and work making sure people are in line w policies, high performance standards, risk taking, hands on guidance and feedback, direction setting.

Surface acting

hiding feelings and foregoing emotional expressions in response to display rules

Storming

individual personalities and roles emerge

Position Power

influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases

Three levels of analysis

inputs, processes, outcomes

Situational Leadership theory (SLT)

is a contingency theory that focuses on the followers. -Successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers' readiness.

Fiedler's 3 Contingency dimensions

leader-member relations, task structure, position power

Formal (Structural Power Bases)

least effective but most likely used Legitimate, Coercive, Reward

Approaches to managing change:

lewin's classic three-step model of the change process, Kotter's eight-step plan, action research, organizational development

subcultures

minicultures within an organization, typically defined by department designations and geographical separation

Personal Power

most effective power bases based on interpersonal attraction Expert, Referent

Conformity and the Asch studies

o "which is the longer line" experiment. The strong influence of group dynamics We have a tendency to conform to the group. We are social creatures and will 'go with others' even if we think/believe/know otherwise.

GVV Assumptions

o #1 I want to voice and act on my values o #2 I have voiced my values successfully at some point in the past. (A Tale of Two Stories - next) o #3 I can voice my values more often and more effectively. o #4 It is easier for me to voice my values in some contexts than others o #5 I am more likely to voice my values if I have practiced how to respond to frequently encountered conflicts #6 My example is powerful - As a leader, it is important to nurture your first few followers as equals, making everything about the movement not you, make it easy to follow, there is No movement without the first follower. Leaders are over glorified... courageously follow and show others how to follow

Primary Characteristics of Culture

o Adaptability: The degree to which employees are encouraged to be innovative and flexible as well as to take risks and experiment. o Detail orientation: The degree to which employees are expected to exhibit precision, analysis, and attention to detail. o Results/Outcome orientation: The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them. o People/Customer orientation: The degree to which management decisions consider the effect of outcomes on people within and outside the organization. o Collaboration/Team orientation: The degree to which work activities are organized around teams rather than individuals. o Integrity: The degree to which people exhibit integrity and high ethical standards in their work.

Ways to prevent groupthink

o Appoint a devil's advocate o Have the leader avoid stating their opinion prior to the group decision o Use outside experts o Use different groups to evaluate the same problem/issue o Encourage critical debate o Ask all group members for opinion o After consensus take a break before final vote

Pillar 4: Purpose

o Ask yourselves, "What am I working for?" o Defining our personal and professional purpose before conflicts arise, and appealing to this sense of purpose in others, is important. o Answering this question allows us to accept values conflicts more easily as a normal part of a career and of everyday living. o What personal values underpin our professional lives? o All of this helps us to act on our own values and appeal to a shared purpose in others.

Culture as an assest/ a liability

o Asset: Culture can significantly contribute to an organization's bottom line in many ways. -There are many more cases of business success stories because of excellent organizational cultures than there are of success stories despite bad cultures, and almost no success stories because of bad ones.

Different types of cultures

o Clan: A culture based on human affiliation. Employees value attachment, collaboration, trust, and support. o Adhocracy: A culture based on change. Employees value growth, variety, attention to detail, stimulation, and autonomy. o Market: A culture based on achievement. Employees value communication, competence, and competition. o Hierarchy: A culture based on stability. Employees value communication, formalization, and routine. o (two dimensions used in this framework): § Flexibility/discretion vs. stability/control § Internal focus/integration vs. external focus/differentiation § clans are internally focused and flexible, adhocracies are externally focused and flexible, markets are externally focused and stable, and hierarchies are internally focused and stable.

Overcoming Resistance to Change

o Communication o Participation o Building support and commitment o Develop positive relationships o Implementing changes fairly o Manipulation and cooptation o Selecting people who accept change Coercion

How people from different cultures negotiate differently

o Do people from different cultures negotiate differently? Yes, they do. o People generally negotiate more effectively within cultures than between them. o In cross-cultural negotiations, it is especially important that the negotiators be high in openness. o People are more likely to use certain negotiation strategies depending on what culture they belong to. o Negotiators need to be especially aware of the emotional dynamics in cross-cultural negotiation.

individual sources of resistance to change

o Habit—To cope with life's complexities, we rely on habits or programmed responses. But when confronted with change, this tendency to respond in our accustomed ways becomes a source of resistance o Security—People with a high need for security are likely to resist change because it threatens their feelings of safety o Economic factors—Changes in job tasks or established work routines can arouse economic fears if people are concerned that they won't be able to perform the new tasks or routines to their previous standards, especially when pay is closely tied to productivity o Selective information processing—Individuals are guilty of selectively processing information in order to keep their perceptions intact. They hear what they want to hear, and they ignore information that challenges the world they've created

Symptoms of groupthink

o Illusion of invulnerability: think the group is above criticism; leads to excessive optimism/risk taking o Illusion of group morality: think the group's morals are above reproach; ignore the ethical implications o Illusion of unanimity: silence is interpreted as support o Rationalization: rationalize contradictory information o Stereotyping the enemy: group underestimates its opposition o Self-Censorship: members with different opinions keep quiet o Peer Pressure: pressure members who have doubts o Mindguards: members act as gatekeeper; group is shielded form contradictory information

Institutional vs. individual practices

o Institutional vs. individual practices: Institutional practices-Formal, collective, fixed, serial, emphasizing divestiture Individual practices-Informal, individual, variable, random, emphasizing investiture o Formal vs Informal: (institutional)Formal: Newcomers are segregated for an initial training period-(Individual)Informal: Newcomers are not separated from experienced members o collective vs individual: (Institutional)Collective: Newcomers as a group are put through a common set of experiences (individual)Individual: Newcomers individually go through their own unique set of experiences o fixed vs variable: (Institutional)Fixed: clear timetable adhered to by the organization, and communicated to newcomer-(Individual)Variable: Newcomer has few clues as when to expect a given boundary passage o serial vs. random: (Institutional)Serial: Role models available to inform newcomers how to proceed in the new role-(Individual)Random: No role models are available o investiture vs divestiture: (Individual)Investiture: Seeks to build upon the newcomer's values & attitudes-(Institutional)Divestiture: Seeks to tear down and completely reorient the newcomer's values and attitudes o Formal vs Informal; collective vs individual; fixed vs variable; serial vs. random; investiture vs divestiture

Five climate categories with ethical dimensions of culture

o Instrumental: managers frame their decision making around the assumption that employees and companies are motivated by self-interest (egoistic) o Caring: managers operate under the expectation that their decisions will have a positive effect on the greatest number of stakeholders (employees, customers, suppliers) possible o Independence: rely on everyone's personal moral ideas to dictate their workplace behavior o Law and Code: require managers and employees to use external standardized moral compass such as professional code of conduct for norms o Rules: operate by internal standardized expectations from an organizational policy manual

How Job satisfaction differs across facets

o Most people dissatisfied w !promotions! and pay o Most people satisfied w work itself, coworkers/supervisors, and overall job

Pillar 7: Reasons and rationalizations

o R & Rs refer to objections we might here from our colleagues when we point out ethical issues. o These objections might be unspoken...part of the norms of the organization or the society ("this is the way we do things here"). o Can we predict what some of these arguments / objections might be? How can we respond to them? By anticipating the typical (R & Rs given for ethically questionable behavior, we are able to identify and prepare well-reasoned responses.

Pillar 3: Normalization

o Recognizing in advance that values conflicts are a regular part of our professional and personal lives. o Rehearsing difficult situations or conversations can make these conflicts easier to resolve in a productive and professional way. o Even if you are concerned about possible impacts on your job or an important relationship. o 1.When it comes to values conflicts, they are often unexpected and catch me by surprise. o 2.They get in the way of getting my real work done. o 3.They are everyday occurrences and they don't bother me much because I know how to handle them. o 4.I try to rush through them so I can get back to work, meetings, studying, etc...

Organizational Sources of Resistance to Change

o Structural inertia—Organizations have built-in mechanisms—such as their selection processes and formalized regulations—to produce stability. When an organization is confronted with change, this structural inertia acts as a counterbalance to sustain stability o Limited focus of change—Organizations consist of a number of interdependent subsystems. One can't be changed without affecting the others. So limited changes in subsystems tend to be nullified by the larger system o Group inertia—Even if individuals want to change their behavior, group norms may act as a constraint o Threat to expertise—Changes in organizational patterns may threaten the expertise of specialized groups o Threat to established power relationships—Any redistribution of decision-making authority can threaten long-established power relationships within the organization

Job Satisfaction Facets

o Supervisor relationships o Communication o Compensation o Job security o #1 FEELING USEFUL! Being able to use skills/abilities

Potential advantages of diversity for teams, and for the organization

o Wider appreciation of differences o Enhanced communication-competence with external stakeholders o Long term sustainability and viability of team o Broader array of alternatives for decision-making o Better solutions to complex problems o Social identity based on team affiliation, not in-group outgroup divisions

Pillar 6: Voice

o You are more likely to say words that you've pre-scripted for yourself, and more likely to "voice" your values, with scripting and practice. o practice in front of respected peers, using the style of expression with which we are most skillful, and which is most appropriate to the situation. Inviting coaching and feedback helps. Knowing that we are more likely to say the words we have literally "pre-scripted" for ourselves and already heard ourselves express, encourages us to speak up and give voice to our values.

Pillar 5: Self- Knowledge and Alignment

o You don't need to be an extrovert or a risk taker to stand up for your values. o Find out which situation you feel most comfortable speaking up, one on one convo, email/written communication, group setting Be yourself as opposed to imposing an uncomfortable identity when facing challenges

Milgram electric shock experiment

o authority figure tells you to shock person w more and more voltage (fake screams no real shocks) 2/3 of people do the most voltage. People blindly follow authority

Avoiding Action

overconforming, buck passing, playing dumb, stretching, stalling

Distributive Justice

perceived fairness of outcome "I got the pay raise I deserved"

Sources of emotions and moods

personality, time of day, day of the week, weather, stress, social activities, sleep, exercise, age, sex

Scapegoating

placing the blame for a negative outcome on external factors that are not entirely blameworthy

Ethical Climate

powerfully influences the way its individual members feel they should behave

Adjourning

preparing for disbandment

Outcomes of Socialization

productivity, commitment, turnover

Task conflcit

relates to content and goals of the work

6 interventions for change agents

sensitivity training, survey feedback, process consultation, team building, intergroup development, appreciative inquiry

The 5 Core job dimensions in the job characteristics model

skill variety Task identity Task significance autonomy feedback

Overconforming

strictly interpreting your responsibility by saying things like "the rules clearly state..." or "this is the way we've always done it"

Functional Conflict

supports the goals of the group and improves its performance

Organizational Factors of stress

task demands, role demands, interpersonal demands

Leader-member relations

the degree of confidence, trust, and respect subordinates have in their leader

Skill Variety

the degree to which a job requires a variety of different activities

Task identity

the degree to which a job requires completion of a whole and identifiable piece of work

Impression management

the process by which individuals attempt to control the impression others form of them o -Mostly high self-monitors. o Impressions people convey are not necessarily false - they might truly believe them. o Intentional misrepresentation may have a high cost. o The effectiveness of IM depends on the situation.

groupthink is more likely when

the team is under intense time pressure, or team is highly cohesive

Satisficing

they seek solutions that are satisfactory and sufficient.

Change Agents

those responsible for managing change activities

Goals of OB

to predict, explain, and control/influence people in organization's behaivor

Lewin's Three-Step Model

unfreezing, movement, refreezing

Trait Theories

· "natural born leader" focus on personal qualities and characteristics. Search for personality, social, physical or intellectual attributes that differentiate leaders from non-leaders

How management can create an ethical culture

· Be a visible role model. -Communicate ethical expectations. -Provide ethics training. -Visibly reward ethical acts and punish unethical ones. -Provide protective mechanisms.

Dominant Culture

· Expresses the core values that are shared by a majority of the organization's members

Influence tactics

· Legitimacy: Relying on your authority position or saying a request accords with organizational policies or rules. · Rational persuasion: Presenting logical arguments and factual evidence to demonstrate a request is reasonable. · Inspirational appeals: Developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations. · Consultation: Increasing the target's support by involving him or her in deciding how you will accomplish your plan. · Exchange: Rewarding the target with benefits or favors in exchange for following a request. · Personal appeals: Asking for compliance based on friendship or loyalty. · Ingratiation. Using flattery, praise, or friendly behavior prior to making a request. · Pressure: Using warnings, repeated demands, and threats. · Coalitions: Enlisting the aid or support of others to persuade the target to agree.

Ethics and Culture

· Over time, the ethical culture, or the shared concept of right and wrong behavior in that workplace, develops as part of the organizational climate. -The ethical climate reflects the true values of the organization and shapes the ethical decision making of its members

Workplace spiritiuality

· Recognizes that people have an inner life that nourishes and is nourished by meaningful work taking place in the context of community. -This is a different concept than religion or theology. -Review workplace spirituality in your textbook.

planned changes

· When change is an intentional, goal-oriented activity o two goals of planned change: -Improve the ability of the organization to adapt to changes in its environment. -Change employee behavior.

Mediator, arbitrator, conciliator

· When individuals or group representatives reach a stalemate and are unable to resolve their differences through direct negotiations, they may turn to a third party

Innovation

· a more specialized kind of change, is a new idea applied to initiating or improving a product, process, or services. o can range from small incremental improvements, such as netbook computers, to radical breakthroughs, such as Nissan's electric Leaf car.

Political Behavior

· activities that are not required as part of one's formal role in the organization, but that influence the distribution of advantages within the organization. o Outside of one's specified job requirements. o Encompasses efforts to influence decision- making goals, criteria, or processes. o Includes such behaviors as withholding information, whistle-blowing, spreading rumors, and leaking confidential information.

negotiation

· is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them. o -We use the terms negotiation and bargaining interchangeably.

Organizational Socialization

· process by which individuals learn the knowledge, skills, behaviors, values, beliefs, and so forth necessary to function effectively as members of an organization.

Attributions (internal and external):

· suggests that when we observe an individual's behavior, we attempt to determine whether it was internally or externally caused. Internal: those that are believed to be under the personal control of the individual External: resulting from outside causes

Virtual Team

· team whose members simultaneously work together toward a common purpose, while physically apart o Challenges: establishing trust, enhancing communication, use of technology, scheduling

Organizational Development (OD)

·a collection of change methods that try to improve organizational effectiveness and employee well-being. o OD methods value human and organizational growth, collaborative and participative processes, and a spirit of inquiry. o Focuses on how individuals make sense of their work environment.

Paradox of forms of power

•Least effective = most likely ones used by managers