421 Test 3

Performance Management Cycle

3 parts: Planning, Monitoring, Evaluating. when working with followers to accomplish group or organizational goals

Replacement Tables

Companies first identify those leadership roles most critical to strategy execution and organizational effectiveness and then create tables that identify the candidates most likely to fill a particular role should the current occupant retire, take another job, be promoted, or get "hit by a bus."

hierarchy effect

In general, people with longer tenure or in higher positions tend to have higher global and facet satisfaction ratings than those newer to or lower in the organization.

Individual Factors of TLM

Interests and motivations of the individual team members

Span of Control

Large-tend to be more directive, spend less time with individual subordinates, and use more impersonal approaches when influencing followers. Leaders with a small span of control tend to display more consideration and use more personal approaches when influencing followers

Professional energy

People should identify which aspects of work or projects they find energizing and then look for jobs or opportunities that have more of these activities

Potter and Rosenbach Followership Model

Politician( get along with boss), Partner(high performance, good relationship with leader), Subordinate(, Contributor(left alone, wait for direction, subject matter experts)

puncuated equilibrium

Rather, they spend most of the first half of the team's life muddling through various ideas and strategies. Then, about midway into the project, the team seems to experience the equivalent of a midlife crisis where there is a flurry of activity and a reexamination of the strategy to see if it will allow them to complete their wor

Norming

The clear emergence of a leader and the development of group norms and cohesiveness

Design

The importance of the design function of leadership cannot be overstated

development

Whats going on??ongoing work done with the team at the process level to continue to find ways to improve an already well-designed team

Intrasender role conflict

When the same person sends mixed signals

leverage point

a point in a system in which a small change can yield large results

Empowerment

about delegation and accountability; it is a top-down process in which senior leaders articulate a vision and specific goals and hold followers responsible for achieving them. Others believe empowerment is more of a bottom-up approach that focuses on intelligent risk taking, growth, change, trust, and ownership; followers act as entrepreneurs and owners who question rules and make intelligent decisions. GIVE PEOPLE AUTONOMY AND LATITUDE TO INCREASE MOTIVATION

high-potential programs

accelerate their ability to assume greater leadership responsibilities and plug the Ready-now gap for critical leadership positions

Punishment

administration of an aversive stimulus or the withdrawal of something desirable, each of which decreases the likelihood that a particular behavior will be repeated

achievement orientation

an individual's tendency to exert effort toward task accomplishment depends partly on the strength of his or her motivation to achieve success. Possess certain personality traits

Reward

any consequence that increases the likelihood that a particular behavior will be repeated

Motivation

anything that provides direction, intensity, and persistence to behavior

Cliques

are subgroups of individuals who often share the same goals, values, and expectations

Inputs

are the raw materials that are processed into products for sale

Group Roles

are the sets of expected behaviors associated with particular jobs or positions.

9-box matrix

are used to evaluate the performance and potential of followers, and this is usually done once per year

Organizational Justice

based on the premise that people who are treated unfairly are less productive, less satisfied, and less committed to their organizations

Organizational Citizenship Behavior

behaviors not directly related to one's job but helpful to others at work.

autonomy

concerned primarily with making choices: Do followers have the freedom to work on things they find interesting, or are they given the latitude to get things done in ways that make sense to them?

mastery

concerned with helping followers develop those skills that will enable them perform at higher levels.

performance

concerns behaviors directed toward the organization's mission or goals or the products and services resulting from those behaviors

disruptive justice

concerns followers' perceptions of whether the level of reward or punishment is commensurate with an individual's performance or infraction.

life satisfaction

concerns one's attitudes about life in general

Differentiation

critical aspect of evaluating performance, and doing this well should systematically improve the quality of followers over time.

Potential

defined as a follower's capacity to advance one or more levels within the organization

Organizational Shells

four critical factors for team design (task, boundary, norms, and authority) are necessary for the group to work effectively

effectiveness

generally involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals

Group

group can be thought of as "two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person.

Engagement

has replaced job satisfaction as the most important attitude in the workplace.

CH10 Functional Turnover

healthy for an organization (some followers are retiring, did not fit into the organization, or were substandard performers), dysfunctional turnover is not

Needs

internal states of tension or arousal, or uncomfortable states of deficiency that people are motivated to change. satisfy requirements to change behavior

Procedural Justice

involve the process by which rewards or punishments are administered.

group cohesion

is the glue that keeps a group together. It is the sum of the forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in it.

Golem Effect

leaders who have little faith in their followers' ability to accomplish a goal are rarely disappointed.

CH11 Group Perspective

looks at how different group characteristics can affect relationships both with the leader and among the followers.

Evaluating

makes up the third component in the cycle, and this entails providing some type of summary feedback on job performance to followers

Team Leadership Model

mechanism to first identify what a team needs to be effective, and then to point the leader either toward the roadblocks that are hindering the team or toward ways to make the team even more effective than it already is

Talent Hoarding

might optimize the team's effectiveness but is likely to suboptimize that of the organization, as the high-performing follower might make an even bigger contribution to organizational success if he or she were working on a different team

Organizational Level

model suggests that we should examine the reward system that may be impacting the team

meaning

notion of doing something that matters, having an impact, or being a part of something bigger than oneself

criterion contamination

occurs when effectiveness measures are affected by factors unrelated to follower performance.

Role Conflict

occurs when leaders and followers are given incompatible goals to accomplish.

Pygmalion effect

occurs when leaders articulate high expectations for followers; in many cases these expectations alone will lead to higher-performing followers and teams

person-role conflict

occurs when role expectations violate a person's values

interrole conflict

occurs when someone is unable to perform all of his roles as well as he would like

Intersender role conflict

occurs when someone receives inconsistent signals from several others about expected behavior

Additive Task

one where the group's output simply involves the combination of individual outputs

Interactional Justice

reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect

Outputs

results of the team's work

Noncontingent

rewards and punishments are not associated with particular behaviors.

Contingent

rewards or punishments are administered as consequences of a particular behavior.

calibration meeting

standardize ratings across leaders with similar groups of followers.

two-factor theory

states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction.

confirmation bias

tendency for people to believe only information that confirms their beliefs.

Presenteeism

the notion of being at work while one's brain is not fully engaged;

Performing

when group members played functional, interdependent roles that were focused on the performance of group tasks.

role ambiguity

when role expectations are not clearly understood

Meriotocracy

where those who get the best results are given the best rewards

facet satisfaction

which assess the degree to which employees are satisfied with different aspects of work, such as pay, benefits, promotion policies, working hours and conditions, and the like

Global Satisfaction

which assesses the overall degree to which employees are satisfied with their organization and their job.

Monitoring

which includes tracking follower performance, sharing feedback on goal progress, providing needed resources and coaching, and the like

Planning

which involves developing a thorough understanding of the team's or organization's goals, the role followers need to play in goal accomplishment, the context in which followers operate, and the behaviors they need to exhibit for the team to be successful

Social Loafing

which is the phenomenon of reduced effort by people when they are not individually accountable for their work

Dunning-Kruger Effect

which people systematically overestimate their own performance in areas where they lack competence and readily dismiss any information to the contrary

Relationship Role

with supporting relationships within the work group, harmonizing (resolving conflict), encouraging (supporting), and gatekeeping ( participation of all memembers).

social facilitation

working in the presence of others may actually increase effort or productivity

Task Role

One deals with getting the task done, defining the problem, asking questions, providing data, reviewing and intergrating with others, assessing validity, keeping group on track

ollieism

a variation of groupthink, occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders.

extinction

behaviors that are not rewarded may eventually be eliminated through the process of

Process Loss

can be thought of as the inefficiencies created by more and more people working together

Overbounding

can block the use of outside resources that could make them more effective.

operant approach

change rewards and punishments to change behavior

performance appraisal

document a follower's overall performance over a defined time period, usually one year, but they can be done more frequently. The what and the how are the major components of most performance appraisal systems.

Dysfunctional Roles

dominating(monopolizing group time), attacking (belittiling others), blocking( stubborn, negative), distracting (irrelevant behavior)common denominator among these roles is how the person's behavior serves primarily selfish or egocentric purposes rather than group purposes.

three critical functions for team leadership

dream, design, development

Hygiene Factors

factors that led to dissatisfaction at work

Motivators

factors that led to satisfaction at work

Developmental Stages of Groups

forming, storming, norming, performing

Goal Setting

involves setting clear performance targets and then helping followers create systematic plans to achieve them. Set objectives to change behavior

readiness

is an evaluation of a follower's immediate promotability

Balanced ScoreCard

monitor and evaluate how organizations win; include organizational goals involving customers, marketing, sales, finance, operations, human resources, quality, safety, and the like to provide middle and more senior leaders with a comprehensive picture of organizational effectiveness.

electronic performance monitoring

monitoring work processes with electronic devices; can be very cost effective and has the potential for providing detailed and accurate work logs, provides more control and helps take time-wasting behavior out of the workplace.

dysfunctional turnover

occurs when the "best and brightest" in an organization become dissatisfied and leave. Dysfunctional turnover is most likely to occur when downsizing is the response to organizational decline

groupthink

people in a highly cohesive group often become more concerned with striving for unanimity than objectively appraising different courses of action

employee engagement

pertains to followers' attitudes about the organization and their work activities.

Succession Planning

process most organizations use to make leadership potential and readiness decisions about followers. With small companies, succession planning is usually episodic and informal

job satisfaction

rather how much one likes a specific kind of job or work activity.

Storming

usually was marked by intragroup conflict, heightened emotional levels, and status differentiation as remaining contenders struggled to build alliances and fulfill the group's leadership role

engagement-shareholder value chain

which it is believed that higher employee engagement drives higher customer satisfaction, which in turn results in higher customer loyalty, sales, profitability, and share price.

Forming

characterized by polite conversation, the gathering of superficial information about fellow members, and low trust. The group's rejection of emerging potential leaders with negative characteristics also took place during the forming stage

team scorecard

defines how teams win

Process Measures

provide criteria by which we can examine how teams work. If a team is to perform effectively, it must (1) work hard enough, (2) have sufficient knowledge and skills within the team to perform the task, (3) have an appropriate strategy to accomplish its work (or ways to approach the task at hand), and (4) have constructive and positive group dynamics among its members.