Organizational Behavior

Group

2 or more people with common needs and goals who interact over a period of time

Hawthorne Effect

A change in a subject's behavior caused simply by the awareness of being studied. Also known as "demand characteristics".

initiating structure

A leadership behavior that focuses on task accomplishment activities (work schedules, work methods, goal attainment)

consideration

A leadership behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust

Team

A special type of group made up of people with complementary skills. Can be formal or informal.

According to McClelland's Theory of Needs, effective managers and leaders are most likely to have

A strong need for socialized power and low need for affiliation.

supportive leadership style

A supportive leader attempts to reduce employee stress and frustration in the workplace. This type leader shows concern for the followers' psychological well-being. One of the four leadership styles identified in path-goal theory. Applied: helpful in a non-cohesive group with low skill levels.

According to the Vroom-Yetton-Jago Model, what leadership style would be most effective in the following situation: quality requirement and need for subordinate commitment to carry out decision are high, the leader has information and subordinate commitment to implement is likely?

AI

Name 3 strategic contingencies of power.

Ability to cope with uncertainty, high degree of centrality and substitutionality.

Assertiveness involves

Actively applying legitimate and coercive power to influence.

strategic contingencies

Activities that other groups or people depend on to complete their task.

comparative analysis

Allows an organization to compare itself to others and use data (benchmarking) to help inform their decisions.

Delphi Technique (Leadership)

Allows participants to give their opinions anonymously. Can encourage honest feedback.

Influence tactics that rely on personal sources of power:

Are more likely to get a response of commitment from followers.

AI Leadership Style

Autocratic: Leader alone decides using information known at the time.

AII Leadership Style

Autocratic: Leader collects information from others and decides alone. Leader does not tell subordinates what the information is for.

How can you improve feedback?

Be timely, constructive and specific.

Expert power builds what?

Commitment.

CII Leadership Style

Consultative: Leader shares information with people IN A GROUP, seeks ideas and suggestions, and decides alone.

CI Leadership Style

Consultative: Leader shares information with relevant people, seeks ideas and suggestions, and decides alone.

What is the first question to ask in the Vroom-Yetton-Jago leadership decision model (leader-participation model)?

Decision quality: how important is this decision?

According to the path-goal model of leadership a(n) ______ style of leadership will probably have a negative impact on subordinate performance and satisfaction when the subordinate's job is structured or when the subordinate has a high level of skill and/or experience.

Directive

You are designing a new product or service. Do you want a diverse team or a homogenous team?

Diverse team.

What does Robert Greenleaf ask as the "best test" of servant leadership?

Do those served grow as persons?

A new employee in the finance department of the Hogan Company prominently displays his diplomas and past awards related to his work in finance. What type of power is this employee most likely trying to develop?

Expert power

What type of power comes from one's own characteristics?

Expert power.

Consensus (Attribution Theory)

Extent to which peers in the same situation behave in a similar fashion

You are faced with an urgent situation that is vital to the organization. What type of conflict management style would likely be effective?

Forcing

Name the four stages of group development.

Forming, storming, norming, performing.

According to the Vroom-Yetton-Jago Model, what leadership style would be most effective in the following situation: quality requirement for decision is high, the need for subordinate commitment to carry out decision is low, the leader does not have the expertise to make the decision and the problem is not well defined?

GII (Group / collaborative)

Define ingratiation

Get others to like you and convince others that you are similar to them.

Qualities of a "norming" group

Group sets the rules, cooperation is a theme, desire to keep the group together (initial Integration, and phase 3 of group development)

GII Leadership Style

Group/Collaborative: Leader discusses with a group, solicits ideas through brainstorming before accepting the group-based decision. The leader is more of a facilitator.

Give examples of functional groups.

HR, sales and marketing teams

Distinctiveness (Attribution Theory)

How has this person behaved in other different situations? If they do not usually act like this in this situation (External). If they usually act like this in this situation (Internal). Ex: One of your patients refuses to see a fellow doctor. If she is scheduled with that doctor she will ask to be switched (External).

communication analysis

How messages get passed, blocked or change along its path.

Consistency (Attribution Theory)

How personal acts in a situation vs how they NORMALY act. Every time this situation occurs, is their behavior similar? If similar each time (Internal). If personal doesn't normal act in this way (External). Ex: Your patient is usually pretty compliant about taking their medication, but recently skipped several (External)

What is an example of job enlargement?

Increasing the number of tasks within the job.

What are three types of network power?

Information, resource and support

An administrative assistant who has access to marketing strategies has __________ power.

Knowledge

reward power

Leaders are able to use this type of power because the leader has something that others want.

House's Path-Goal Model of Leadership

Linking personal efforts to organizational goals. Argues that leaders should adjust behavior to compensate for problems in the environment.

What is the best way to handle a know-it-all?

Listen to and paraphrase their points.

What combination of dimension levels best fits the United States? Speak to power distance, individualism, feminine/masculine, uncertainty avoidance, time orientation, and indulgence.

Low power distance, high individualism, high masculinity, low uncertainty avoidance, low long-term orientation, high indulgence

One way to increase group cohesiveness?

Make it hard to join.

What is the difference between a leader and a manager?

Managers produce a degree of order and stability for employees while leadership bring about useful change

Qualities of a "performing" group

Mature, effective unit, worked through issues, can problem solve (total integration, and phase 4 of group development)

How to improve P-to-O probability within the expectancy theory?

Measure job performance accurately and provide examples of other employees whose good performance resulted in higher rewards.

Organizations that encourage risk-taking ________.

Must allow employees to fail

process culture

Occurs in organizations where there is little to no feedback. People get bogged down by HOW things are done, and not with what is to be achieved. Associated with bureaucracies. Lots of red tape.

To optimize performance, organizations and managers must the following elements right:

Paint a picture of outstanding performance, define and discuss implicit and explicit expectations for the role within the team, help employees understand how their work aligns with the work of their team, business area and organization, and finally: provide informal and formal feedback.

role culture

People have clearly delegated authorities within a highly defined structure. Typically in hierarchical bureaucracies. Power derives from the person's position and very little from person's expertise.

Servant leadership is most similar to which type of leadership?

People-oriented leadership

Locke's Goal Setting Theory is what type of theory?

Process theory. Our thought process determines our goals and these goals determine our behaviors.

What changes have occurred in the workforce since the industrial revolution?

Reduced political trade barriers, more efficient transit, advancements in technology

Name the four types of power

Referent, legitimate, coercive, and expert

Followers who comply with whatever the group has decided fit into ______________.

Relations-oriented roles.

Name four ways to manage conflict.

Shifting personnel, hierarchical referral, expand resources, create common goals.

The key element that defines a transformational leader is ________________.

Strategic vision

According to the path-goal model of leadership a(n) ______ style of leadership will be effective when subordinates are in a noncohesive work group or when subordinates have low skill levels

Supportive

Name 3 types of group role classifications

Task-oriented roles, self-oriented roles, relations-oriented roles

task culture

Teams are formed to solve particular problems. Power derives from expertise.

Low Ability and High Willingness

The "selling" style of leadership is most effective.

Substitution Theory

The idea that leadership may not be necessary. This is only applicable to high-ability, highly-motivated teams.

contingency theory of leadership

The theory that leadership effectiveness depends both on how task-oriented or relationship-oriented the leader is, and on the amount of control and influence the leader has over the group. In short: it focuses on adapting to different situations that arise.

coercive power

The type of power based on fear and control.

Why would an organization implement company rewards instead of individual rewards?

To reduce potential for competitive behavior.

What change in the workforce happened due to conflicts between assemblers and managers?

Unionization. Changes in the workplace brought about changes in many organizations. Unionism arose due to conflicts between assemblers and managers; after complaints and massive uprisings, governments became more active in protecting workers' rights.

strong culture

a culture in which the core values are intensely held and widely shared

Groups norms are...

a form of pressure on individual group members.

selective listening

a listening style in which the receiver responds only to messages that interest him or her

McClelland's Theory of Needs

a theory that states achievement, power, and affiliation are three important needs that help explain motivation

discretionary analysis

a way to evaluate the status of employees and their ability to work unsupervised.

In the Glengarry case study, which situational factor(s) in the Vroom-Yetton leader participation model explain why a higher level of participation by Benson would have been appropriate in making this decision?

commitment requirement

position analysis

compares the job requirements of the organization with the abilities of each jobholder within the organization. The purpose is to achieve an optimal match between abilities and requirements and to uncover any mismatches. When a discrepancy is discovered, the tasks may be altered or employees may be reassigned.

counterculture

composed of people who oppose the values and philosophy of the dominant culture.

power culture

concentrates power among a few. Control radiates from the center like a web. This type of culture has few rules and little bureaucracy, swift decisions can ensure.

Qualities of a "storming" group

differences will surface, conflict and tension, alliances will form, address conflict (phase 2 of group development)

effort-to-performance expectancy will be HIGH when:

employee is confident of their ability to complete a task.

Examples of nonverbal communication

facial expressions, body movement, physical touch, tone of voice, use of space.

sociometry (analysis)

group members indicate their relationship with every other member on a specified dimension, researcher diagrams relationships, competence and effectiveness of communications (i.e. Ancestry, Facebook)

What type of performance-based reward is likely to be most effective at enhancing employee motivation?

individual level rewards (Not team-level, not organization-level)

4 aspects of servant leadership

inspire trust, listen first to express confidence in others, lend a hand, place service before self-interest.

Qualities of a "forming" group

keep true feelings private, courteous, psychological contracts, role negotiation (phase 1 of group development)

What are the central themes of organizational behavior?

leadership (primary), groups/teams, conflict management, and individual behavior.

Participative Leadership

leadership style that consists of managers and employees working together to make decisions

Name 4 traits of a mature group.

mission/purpose, group cohesion, status structure, clear roles.

what are 3 characteristics associated with political behavior?

need for power, Machiavellianism, and willingness to take risks.

legitimate power

power that is based on some type of formal authority over subordinates

risk

represents the degree of uncertainty in the organization's activities

One of the components of the comprehensive motivation model is reward salience. What are characteristics of this?

salience refers to how attractive a particular reward is to an employee. a reward will be salient to an employee if it satisfies a need that is important to them. when a reward is salient to an employee, the employee experiences a high level of satisfaction after receiving the reward.

Social competence of EQ includes what two factors?

social awareness, relationship management

organizational culture

system of shared beliefs and values that develops within an organization and guides the behavior of its members

power distance

the degree to which a culture accepts an unequal distribution of power among its citizens.

uncertainty avoidance

the degree to which a culture is comfortable with change and ambiguity

Kelly's attribution process

the process by which we come to understand the causes of our own behavior and that of other people. Helps leaders manage conflict. The perceiver needs to determine internal or external causes. To determine, we look at consensus, distinctiveness and consistency.

situational approach leadership theory

theory that states leaders must understand what their organization and employees need and be able to adopt their leadership style to meet those needs.

social loafing

when one or more members of the group contribute little or nothing to the group and rely on the efforts of others. It causes friction among group members and delays group maturity.

The Golden Circle

why, how, what