MGMT 376 Test 2
Gainsharing Plan
a team-based reward that calculates bonuses from the work unit's cost savings and productivity improvement
Grapevine
an unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions
Informal groups exist primarily for the
benefit of their members
convergent thinking
calculating the conventionally accepted "right answer" to a logical problem
Job status based rewards motivate
employees to compete for promotions
(T/F) Students experience sequential interdependence when they are lined up at laser printers trying to get their assignments printed just before a class deadline
false
Non-programmed Decision
Is applicable in any non-routine situation in which employees must search for alternative solutions because the problems are new, complex, or ill defined
Effect of noise in the communication model
It distorts and obscures the senders message
Gender Differences in Communication
Men: - More likely than women to view conversations as negotiations of reflective status and power - Men dominate talk time in conversations with women - Men interrupt more Women: - Use indirect request - Apologize more often - Seek advice more quickly - Are more sensitive to nonverbal cues
How do people behave under stressful or dangerous conditions?
People congregate together because we are comforted by the presence of other people
Factors of Team Cohesion: Member similarity
People with similar backgrounds and values are more comfortable with and attractive to each other. This similarity attraction effect causes teams to have more cohesion.
Job status based reward system
Uses job evaluations
decision making
the conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs
Team Cohesion
the degree of attraction people feel toward the team and their motivation to remain members
Autonomy
the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out
Task Identity
the degree to which a job requires completion of a whole and identifiable piece of work
Skill Variety
the extent to which employees must use different skills and talents to perform tasks within their jobs
Sequential Interdependence
the output of one person becomes the direct input for another person or unit
job enlargement
the practice of adding more tasks to an existing job
job enrichment
the practice of giving employees more responsibility for scheduling, coordinating, and planning their own work
Scientific Management
the practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency
Job Design
the process of assigning tasks to a job, including the interdependency of those tasks with other jobs
Mental Imagery
the process of mentally practicing a task and visualizing its successful completion
Job Characteristics Model
a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties
Empowerment
a psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization
Employee Stock Ownership Plan (ESOP)
a reward system that encourages employees to buy company stock
Profit-Sharing Plan
a reward system that pays bonuses to employees on the basis of the previous year's level of corporate profits
In the communication process model, decoding the message occurs immediately after
the receiver receives the message
Job Specialization
the result of division of labor in which work is subdivided into separate jobs assigned to different people
Employees in a department are considered a team when
they directly interact and coordinate work activities with each other
Can informal groups be beneficial to an organization
yes
Rational Choice Decision Making Process
1. Identify problem or opportunity 2. Choose the best decision process 3. Develop alternative solutions 4. Choose the best alternative 5. Implement the selected alternative 6. Evaluate decision outcomes
Social Loafing is most likely to occur
In large teams where individual output is difficult to identify
Reasons why informal groups exist
Innate drive to bond, social identity, goal accomplishment, emotional support
Characteristics of Grapevine
- Grapevine transmits information very rapidly in all directions throughout the organization - Typical pattern is a cluster chain, a few people actively transmit rumors - Works through informal social networks - More active where employees have similar backgrounds -Many rumors have a kernel of truth - Distorts information by deleting fine details and exaggerating key points - The internet has increased reach and speed
Incubation stage of Creativity
- Period of reflective thought - Non-conscious or low-level awareness, not direct attention to the issue - Active divergent thinking process
Prospect Theory Effect
- a natural tendency to feel more dissatisfaction from losing a particular amount than satisfaction from gaining an equal amount - we have a tendency to take more risk to avoid losses - decision makers tend to choose the less painful option
Personality traits and values of creative people
- high openness to experience - moderately low need for affiliation - high self direction and stimulation values
2 main elements of rational choice
-Calculating the best alternative -Decision making process
3 Elements of Self Leadership
-Designing Natural Rewards: A way to build natural rewards into the job is to alter the way a task is accomplished. This can make a mundane task more challenging and appealing - Self-Monitoring: The process of keeping track at regular intervals of ones progress toward a goal by using naturally occurring feedback. Research suggest that people who have control over the timing of performance feedback perform their task better than do those with feedback designed by others. - Self-Reinforcement: Occurs whenever an employee has control over a reinforcer but doesn't take the reinforcer until completing a self set goal. (Taking a break after completing a task)
First three steps in the communication model
1. form message 2. encode message 3. transmit message
4 factors of proficient communication
1. senders and receivers ability and motivation to communicate through the communication channel 2. the extent to which both parties have similar codebooks 3. extent to which both parties have shared mental models about the topic's context 4. senders experience at communicating the message
Creative Process: Incubation
A period of reflective thought. The problem is put aside, but our brain is still working on it in the background. The important condition here is to maintain a low-level awareness by frequently revisiting the problem.
stock options
A reward system that gives employees the right to purchase company stock at a future date at a predetermined price
Task Force
Any temporary team formed to solve a problem, realize an opportunity, or design a product or service
Factors of Team Cohesion: Team Success
Cohesion is both emotional and instrumental, people feel more cohesion to teams that fulfill their needs and goals
Importance of Communication
Coordinating work activities Organizational learning Better decision making Changing others' behavior Employee well-being
Talking with others can be a soothing balm during difficult times. This demonstrates
Drive to bond
Rational Choice
Effective decision makers identify, select, and apply the best possible alternative
Motivator-Hygiene Theory
Herzberg's theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs
Creative Process: Insight
Refers to the experience of suddenly becoming aware of a unique idea. These ideas come at any time of day or night. Insights are merely rough ideas, their usefulness still requires verification through detailed logical evaluation, experimentation, and further creative insight
escalation of commitment
Repeating or further investing in an apparently bad decision
Membership and Seniority based pay
Reward system that tends to discourage poor performers from voluntarily leaving the organization
Factors of Team Cohesion: Team Size
Smaller teams tend to have more cohesion than larger teams because it is easier for a few people to agree on goals and coordinate work activities
job evaluation
Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions.
Synergie Inc. formed a team to improve revenues for its service stations among major highways. This team included a service station manager, a truck driver, and marketing executives. It disbanded after it had reviewed the service stations and submitted a business plan. This team is called a ________.
Task Force
Factors of Team Cohesion: External Competition and Challenges
Team cohesion tends to increase when members face external competition or a valued object that is challenging
Factors of Team Cohesion: Somewhat difficult entry
Teams have more cohesion when entry to the team is restricted. The more elite the team, the more prestige in confers on its members, and they tend to value their membership in the unit
Factors of Team Cohesion: Member Interaction
Teams tend to have more cohesion when team members interact with each other fairly regularly. This occurs when team members perform highly interdependent tasks and work in the same physical area.
Communication Effectiveness depends on
The ability of the sender and receiver to efficiently and accurately encode and decode information
Rational choice decision making
The conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs
task significance
The degree to which a job has substantial impact on the organization or larger society
Task Interdependence
The extent to to which team members must share materials, information, or expertise in order to perform their jobs.
Creative Process: Verification
The final stage of creativity, but the beginning of a long creative process of decision making toward development of an innovative product or service
Creative Process: Preparation
The person or teams effort to acquire knowledge and skills regarding the problem or opportunity. Preparation involves developing a clear understanding of what you're trying to achieve through a novel solution and then actively studying information
self-leadership
The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task
Self Leadership
The process of influencing oneself to establish the self-direction and self-motivation needed to perform tasks.
self-talk
The process of talking to ourselves about our own thoughts or actions
Rational Choice Paradigm
The view in decision making that people should and typically fo use logic and all available information to choose the alternative with the highest value
The problem with membership and seniority based rewards
They do not directly motivate job performance
4 main characteristics of creative people
intelligence, persistence, knowledge, and experience
Teams are particularly well suited to do complex work when
it can be divided into more specialized roles and the people in the specialized roles require frequent coordination with each other
In quiet settings, most communication is communicated verbally but most communication is
non verbal
Effective communication
occurs when the other person receives and understands the message
Effective communication is important because
people can only work interdependently through communication
Membership/Seniority based rewards are "golden handcuffs" that
potentially increase continuance commitment
Creative Process
preparation, incubation, insight, verification
divergent thinking
reframing a problem in a unique way and generating different approaches to the issue
causes of escalation of commitment
self-justification effect self-enhancement effect prospect theory effect sunk costs effect
Creative people have above average intelligence to
synthesize information, analyze ideas, and apply their ideas