OB Test 2

structure

roels norms task structure

Stressors

specific events or chronic pressures that place demands on a person or threaten the person's well-being

Hindrance stressors

stress caused by factors that distract us from our goals and prevent personal growth Example: loud nosies , job insecurity

Maslow's Need Hierarchy would suggest that an employee would have to be paid enough to live before he or she would become motivated by having interesting and meaningful work

true

Role ambiguity

vagueness about what our responsibilities are

Workaholism

working excessively and compulsively- feel guilty when not at work

Causes of Stress at Work

- role demands: ambiguity, conflict, and overload - information overload - work life conflict - interpersonal relationships - unemployment and job insecurity - organizational change

job enrichment

A motivational strategy that emphasizes motivating the worker through the job itself. allows workers more control over how they perform their tasks Reduces turnover and absences Increases productivity and efficiency Can increase performance

job characteristic theory

A theory that argues that five core characteristics (variety, identity, significance, autonomy, and feedback) combine to result in high levels of satisfaction with the work itself. Skill variety Task identity Task significance Autonomy Feedback

Notes of expectancy theory

Best thought of as within person theory If any of the three components is zero there is no motivational force Valence has been shown to be the most important single factor All three works best when considered together

Team Roles

Communicator Calibrator Consul Coordinator Contractor Creator Contributor Completer

Creating an Effective Team

Compelling team purpose and clear goals. Appropriate mix of knowledge, skills, and abilities. Effective incentives. Trust and communication. Power and empowerment. Early and effective conflict resolution. Norms for collaboration.

Influences on team effectiveness:

Composition Structure Processes Team development

Forming trust:

Contractual: trust of character Communications: trust of disclosure Competence: trust of capability and professionalism

Goal Setting Theory

Difficult, specific goals lead to higher performance because they affect effort, persistence, and direction of behavior Example: finish the project by the end of the month

Process Theories

Explain the process by which internal factors and situational factors influence employee motivation focus on the "how's" of motivation the psychological and behavioral processes that humans follow by understanding these processes it possible to understand the actions, interactions and contexts that motivate individuals behaviors

Motivation

Forces within a person that account for, in part, the willful direction, intensity, and persistence of efforts towards the achievement of a specific goal not due to ability or environmental demands.

Group development:

Forming: ice breaking stage Storming : time of testing Norming: group more cohesive Performing: activity focused on problem solving Adjourning: work completed, group moves on to other activities

Emotion contagion

Fustration carries to next customer Customer argues with you You argue back Customer leaves ina huff Repeat Example: when a corporate leader frequently smiles, is generally kind and positive toward employees, and inspires positive feelings throughout the workforce

ERG theory

Growth Needs: self actualization and esteem needs (grow in terms of having self-esteem, confidence and focus on personal development) Relatedness needs: belongingness needs (social relationships) Existence needs: safety needs and physiological needs (basic human needs) person strives to meet their basic need throughout their lives once needs are met they strive to reach a higher level of needs Similar to maslows theory

Valence

How much do i value the outcomes i will receive by achieving my performance goals Example: a manger tasked their employees with producing an advertising campaign, which would get them the bonus they wanted as reward.

active listening

Stop Talking Pay Attention Listen empathetically Hear before evaluating Listen to the whole message Send feedback

Size

Inverted U: as teams become larger, diversity of skills, talents, ideas, and individual associate inputs into the task is greater, leading to improved performance. However, as the number of team members continues to increase, the need for cooperation and coordination also increases, and performance begins to decline. Linear: performance increases linearly with team size without ever showing a downturn. • Likely results when teams avoid problems associated with having too many members

Demand Control Model

Karasek developed the demand control model for environment with less extreme stress, but more frequent (chronic) Highest level of stress occurs when job demands are high and job control is low

body language

Leaky behavior Facial expression Eye contact Body posture Paralanguage

Gender Differences in communication

Men are much more likely to command and use personal space than women.

power

Need to influence people and events Likes to be in charge Wants to be recognized Personal power and institutional power

affiliation

Needs to be liked and stay on good terms with others Likes to work in teams with cooperation and collegiality Tends to avoid conflict Likes to be praised in private

Emotional labor

Surface acting: displaying physical signs Deep acting; pretending to experience emotion Genuine acting: displaying emotions that are aligned with emotions that are actually felt Example: Serve as therapists for bosses and co-workers (allowing others to vent to them indefinitely)

Distributive Justice

People use these different rules to judge distributive justice. Depends on goals. Example: workers receiving equal pay for equal work

outcome of stress

Physiological: nervousness, tension, headaches, anger, depression Burnout: an ongoing negative emotional state resulting from dissatisfaction Work outcomes

Law of Effect

Responses that produce a satisfying effect in a particular situation become more likely to occur again in that situation, and responses that produce a discomforting effect become less likely to occur again in that situation. Example: if you study and then get a good grade on a test, you will be more likely to study for the next exam

SMART goals

S: specific (id like to start training everyday to run a marathon) M: measurable ( I will use my Apple Watch to track my training progress as my mileage increases) A:aggressive (I've already run a marathon this year, so I have a solid base-fitness level) R:realistic (I value my health and wellness, and this goal will help me sustain that) T: time-bound (the marathon is a year away, so I need to be ready by then)

Job Design

The process by which managers decide how to divide tasks into specific jobs Primary influencer over: Employee motivation Job satisfaction Commitment to an organzation Absenteeism Turnover

Diversity

Type of Task: diversity seems to have more positive effects when the team's tasks require complex problem solving such as that demanded by the pursuit of innovation and creativity. Outcome: diversity may have a positive effect on performance but a negative effect on members' reactions to the team and subsequent behaviors, such as turnover. Time: diversity can have negative effects in the short run but positive effects in the long runType of Diversity: if team members are diverse on factors that lead them to have different performance goals or levels of commitment to the team the relationship between diversity and performance can be negative. Fault Lines: if team members exhibit diversity along two or more dimensions and those dimensions converge, then diversity can be negative

Maslow's Need Hierarchy

Used in the workplace to determine how to more effectively motivate employees and to make sure their needs are met. Self Actualization: Desire for self fulfillment to become the best one is capable of becoming Esteem: Need for reputation, prestige, and recognition from others. (self confidence and strength) Love : the desire to be loved and to love. (affection and belonging) Safety: Consists of the need to be safe from physical and psychological harm Physiological: Most basic need, entails having enough food, air, and water to survive

expectancy

What are the chances of reaching my performance goals

Instrumentality

What are the chances of receiving various outcomes if i achieve my performance goals Example:if they learn new skills in an effort to earn a promotion but that employee is not reward with the position they want

Punishment

a consequence which reduces or aims to reduce the likelihood of a targeted and undesirable behavior from happening again.

Hot stove rules

a good illustration of how to impose disciplinary action without generating resentment

job rotation

a job enrichment strategy that involves moving employees from one job to another Reduces the monotonous aspect of a job Creates an effective way for employees to acquire new skills Increases the flexibility of managers to assign employees to different parts of the organization when needed

Operant Conditioning

a method of learning that employs reward and punishment for behaviors Example: when lab rats press a lever when a green light is on, they receive a food pellet as a reward. When they press the lever when a red light is on, they receive a mild electric shock. As a result, they learn to press the lever when the green light is on and avoid the red light.

Extrinsic

a motivation to participate in an activity based on meeting an external goal, garnering praise and approval, winning a competition, or receiving an award or payment.

Psychological capital (psycap)

a personal resource consisting of for independent traits: efficacy, optimism, hope, and resilience

Emotion

a short, intense feeling resulting from some event

task force

a temporary team or committee formed to solve a specific short-term problem involving several departments

Equity Theory

a theory that states that people will be motivated when they perceive that they are being treated fairly My outcomes (my inputs) vs others outcomes (others inputs) Inequity exists when we experience either more or less than others Motivation is based on reducing the inequity Example: if an employee knows that another employee is getting a higher salary than them for the same amount of work, this might cause upset

Putting into perspective:

minimizing the perceived importance of a situation.

cross-functional team

appears in matrix organizations where individuals from different parts of the organization staff the team which may be temporary or long standing in nature

Type B personalities

are calmer by nature, think through situations as opposed to reacting emotionally — flight or fight and stress levels are lover as a result

task crafting

changing the content of the job

relational crafting

changing the quality and amount of interactions involved with other people

congnitve crafting

changing the way the person thinks about the job

biased language

contains words or phrases that are offensive, prejudiced, excluding, or hurtful

Idea-generation tasks

deal with creative tasks

Challenge stressors

demands and circumstances that cause stress but that also promote individual growth

Work life conflict:

demands from work and non work domains are negatively affecting one another

Type A personalities

display a high level of speed/impatience. Job involvement, and hard driving competitiveness

product development team

emporary or permanent team in charge of designing a new product

JD-R Model

every job has demands or costly aspects Stress is caused by the interaction between demands and resources

McClelland's Theory of Needs

everyone is driving by one of these three needs-Achievement, power, and affiliation are three important needs that help explain motivation understanding what specifically motivates a person to complete a task can vastly improve the likelihood that they'll complete the assignment and do it well

Pooled interdependence

exists when team members may work independently and simply combine their efforts to create the team's output. a task condition in which the task is split among a number of individuals, units, or groups, each of which performs independently with no flow of work between them and little if any contact or coordination required.

Outcome interdependence

exists when the rewards an individual receives depend on the performance of others

Role Conflict:

facing contradictory demands at work

Punishment should be applied consistently and immediately after bad behavior without advance warning to shock employees into better behavior

false

Positive reappraisal:

finding meaning in a seemingly negative life event

personality

greeableness and emotional stability help with maintence

Content Theories

identify internal factors such as needs and satisfaction that energize employee motivation. Focus on the "what's" of motivation focus on the different things that people may feel they need in their lives people motivations will be based on acquiring the things that they think they need

Informational Overload

imbalance occurring when more information is received then can be processed

Process loss

ime and energy spent on maintaining the team as opposed to working on the teams tasks

Production tasks

include actually making something

job enlargement

increasing the number of different tasks in a given job by changing the division of labor refers to expanding the tasks performed by employees to add more variety Reduces boredom and monotony Has similar benefits to job rotation

Role Overload

insufficient time and resources to complete a job

top management team

is appointed by the CEO and reflects the skills and areas that the CEO considers vital for the company

virtual team

is where members are not located in the same physical place

Achievement

need to behave toward competition with a standard of excellence Prefer working on challenges Best in situations in which performance is due to effort and ability Prefers to work with other high achievers

Bandura's Social Learning Theory

observation and modeling play a primary role in how and why people learn

Sequential interdependence

occurs if one person's output becomes another person's input when one department or team must accomplish something before another team can do their job

Reciprocal interdependence

occurs when members work together on each stage of a task

Mindfulness

paying complete attention to one's own feelings without reaction or judgment, experiencing the present moment

Expectancy theory

people are motivated to behave in ways that produce desired combinations of expected outcomes Example: people working harder when they believe the added effort will help them achieve a goal and be rewards

procedural justice

perceived fairness of the process used to determine the distribution of rewards Voice, consistency, bias free, accurate information, correctability, ethical Example: the process of a manger gives raises will one seen as unfair if he only gives raises to his friends

General Adaptation Syndrome

predicts that when there is a threat to the individuals natural balance, the body respons with a flight or fight response unmanaged stress could create physical and psychological

job crafting

proactively shaping and molding the characteristics contained within one's job refers to the charges employees make to their own job description

Problem-solving tasks

refer to coming up with plans for actions and making decisions

Collective efficacy

refers to a group's perception of its ability to successfully perform well

Cognitive dissonance

refers to a mismatch among emotions, attitudes, beliefs, and behavior Example: a HR manager who is asked to dismiss an employee for misconduct without appropriate evidence or with the evidence pointing against the actions being taken

Cohesion

refers to the degree of camaraderie within a group

Task interdependence

refers to the degree that team members are dependent on one another to get information, support, or materials from other members

Social loafing

refers to the tendency of individuals to put in less effort when working in a group context

The punctuated equilibrium model:

suggest that group remind fairly static, maintaining a certain equilibrium for long period of time

Interpersonal stressors

supervisors leadership style, communication style, or display of negative style are a key source of stress that can affect employee well being

emotional intelligence

the ability to perceive, understand, manage, and use emotions

Stress

the body's reaction to a change that requires a physical, mental, or emotional adjustment or response.

Flow:

the concept of total engagement in one's work, state of consciousness where one is totally absorbed in an activity

Interpersonal Justice

the degree to which employees are treated with dignity and respect Respect, reasons for decisions are provide Example: a boss that seems to demean an employee even when providing them with a reward may be resented and demotivating factor

Intrinsic

the doing of an activity for its inherent satisfaction rather than for some separable consequence. Example: participating in a sport because it's fun and you enjoy it rather than doing it to win an award.

Schedules of reinforcement

the rules that determine how often an organism is reinforced for a particular behavior Example: giving the child a piece of candy every time they use the potty (fixed-ratio)

Communication Process

the steps between a source and a receiver that result in the transfer and understanding of meaning A sender originates the message The sender encodes the message (translates the idea into words) The medium may be spoken words, written words, or signs The receiver receives the message The receiver decodes the message (assigns meaning to the words) Noise is anything that interferes with or distorts the message

Synergy

the total output of the team is greater than the combined outputs of individual members working alone