Organizational Behavior Final 2.0

Direct Conflict Management Strategies

1.) Accommodation or Smoothing - letting the other's wishes rule. smoothing over differences to maintain superficial harmony 2.) Collaboration and Problem Solving - seeking true satisfaction of everyone's concerns by working through differences, finding and solving so everyone gains as a result 3.) Compromise - working towards partial satisfaction of everyone's concern: seeking "acceptable" rather than "optimal" solutions so that no one totally wins or loses 4.) Avoidance - downplaying disagreement; failing to participate in the situation and/or staying neutral at all costs 5.) Competition and Authoritative Command - working against the wishes of the other party, fighting to dominate in win-lose competition and/or forcing things to a favorable conclusion through the exercise of authority

Responses to Power and Influence

1.) Conformity a. Compliance - occurs when individuals accept another's influence not because they believe in the content but because of the rewards or punishment associated with the requested action b. Commitment - occurs when individuals accept an influence attempt out of duty or obligation 2.) Resistance a. Constructive - characterized by thoughtful dissent aimed at constructively challenging the influencing agent to rethink the issues b. Destructive/Dysfunctional - a move passive form of noncompliance in which individuals ignore or dismiss the request of the influencing agent

Job Characteristics Model (Hackman & Oldham)

1.) Core Characteristics 2.) Critical Psychological States 3.) Moderators Extra) Social Information Processing Implications

Negotiation Strategies

1.) Distributive Negotiation (Bargaining) - focuses on position staked out or declared by the parties involved, each of whom is trying to claim certain portions of the available pie a. Hard - takes place when each party holds out to get its own way b. Soft - takes place when one party or both parties make concessions just to get things over with c. Bargaining Zone - the range between one party's minimum reservation point and the other party's maximum reservation point 2.) Intergrative Negotiation (Bargaining) - focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it

Communication Flows

1.) Downward Communication - follows the chain of command from top to bottom (Purpose: to Influence) 2.) Lateral Communication - the flow of message at the same level across organizations (Purpose: to Coordinate) 3.) Upward Communication - the flow of messages from lower to higher organization levels (Purpose: to Inform)

Leader-Match (Fiedler)

1.) Focus is on the Performance; leader style is Stable 2.) Situational Control - how well the leader can control a situation 3.) Least preferred co-worker measures a person's Dominate Style a. High LPC - relationship oriented b. Low LPC - task oriented 4.) Situational Control - determine leadership effectiveness: a. Leader-Member Relations b. Task Structure c. Leader Position Power 5.) Matching Leader and Situation a. Favorable b. Unfavorable

Levels of Conflict

1.) Interpersonal Conflict - occurs between two or more individuals in opposition to each other 2.) Intrapersonal Conflict - occurs within the individual because of actual or perceived pressures from incompatible goals or expectations (within one's self) a. Approach-Approach Conflict - choose between two positive and equally attractive alternatives (between two girls) b. Avoidance-Avoidance Conflict - choose between two negative and equally unattractive alternatives (work vs. studying) c. Approach-Avoidance Conflict - choose to do something that has both positive and negative consequences (to go out, but with someone you don't like) 3.) Intergroup Conflict - occurs among groups in an organization (multiple different groups) 4.) Interorganizational Conflict - occurs between organizations

Social Information Processing Implications

1.) Objective job characteristics are meaningless 2.) People think about their jobs, the way people tell them to think about their jobs

Sources of Power and Influence

1.) Position - stems from the formal hierarchy or authority vested in a particular role a. Legitimate Power - the formal hierarchical authority that comes with a position b. Reward Power - one's ability to administer positive rewards and remove or decrease negative rewards c. Coercive Power - the use of punishment when others do not comply with influence attempts 2.) Personal - resides in the individual, and is geared in relationships with others a. Expert Power - the power a person has between of special skills and abilities that others need but do not possess themselves b. Referent Power - the ability to alter another's behavior because of the individual's desire to identify with the power source 3.) Information - possession of or access to information that is valuable to others 4.) Connection - the ability to call on connections and networks both inside and outside the organization for support in getting things done and in meeting one's goal a. Association Power - arises from influence with a powerful person on whom others depend b. Reciprocal Alliances - represent power arising from alliance with others developed through reciprocity (the trading of power of favors for mutual gain in organizational transactions)

Roles

1.) Role Ambiguity - occurs when someone is uncertain about what is expected of him or her 2.) Role Overload - occurs when to much work is expected of the individual 3.) Role Underload - occurs when too little work is expected of the individual 4.) Role Conflict - occurs when someone is unable to respond to role expectations that conflict with on another a. Intrasender Role Conflict - occurs when one person sends conflicting expectations b. Intersender Role Conflict - occurs when different people send conflicting and mutually exclusive expectations c. Person-Role Conflict - occurs when a person's values and needs come into conflict with role expectations d. Inter-Role Conflict - occurs when expectations of two or more roles held by the same individual become incompatible, such as the conflict between work and family demands 5.) Role Negotiation - a process for discussing and agreeing on what team members expect of one another

Team Effectiveness

A. Effectiveness s usually evaluated on the criteria of Task Performance, Member Satisfaction, and Team Viability B. Synergy - the creation of a whole greater than the sum of its parts C. Social Facilitation - the tendency for one's behavior to be influence by the presence of others in a group D. Social Loafing - occurs when people work less hard in groups than they would individually

Critical Psychological States

A. Experienced meaningfulness of the work B. Experienced responsibility for outcomes of the work C. Knowledge of actual results of the work

Moderators

A. Growth-need strength B. Knowledge and skill C. Context Satisfaction

Communication Barries

A. Interpersonal Factors - occurs when individuals are not able to objectively listen due to personality issues 1.) Selective Listening - involves blocking information and only hearing things that the listener wants to hear 2.) Filter - leaves out critical details 3.) Avoidance - occurs when individuals ignore or deny a problem rather than confront it B. Intrapersonal Factors - communications that happen within. miscommunication could happen because someone does not understand C. Physical/Structural - physical distractions, status differences D. Cultural Factors 1.) Ethnocentrism - the tendency to believe one's culture and its values are superior to those of others 2.) Parochialism - assumes that the ways of your culture are the only ways of doing things 3.) Low-Context Cultures - messages are expressed manly by the spoken and written word 4.) High-Context Cultures - words convey only part of a message, while the rest of the messages must be inferred from body language and additional contextual cues

Motivation and Job Design

A. Job Simplification (Scientific Management) - used systematic study of jobs comments to develop practices to increase people's efficiency at work (standardizes work to create clearly defined and highly specialized task) B. Job Enlargement - increases task variety by combining into one job two or more tasks that were previously assigned to separate workers C. Job Rotation - increases task variety by periodically shifting workers among jobs involving different tasks D. Job Enrichment - builds high-content jobs that involve planning and evaluating duties normally done by supervisors

Core Characteristics

A. Skill Variety - the job included a variety of different activities and involves the use of a number of different skills and talents B. Task Identify - the job requires completion of a "whole" and identifiable piece of work, one that involves doing a job from beginning to end with a visible outcome C. Task Significance - the job is important and involves a meaningful contribution to the organization or society in general D. Autonomy - the job gives the employee substantial freedom, independence, and discretion to scheduling the work and determining he procedures used in carrying it out E. Job Feedback - carrying out the work activities provides direct and clear information to the employee regarding how well the job has been done

Figure 6.4

Intrinsic work rewards > Low job simplification > High job enrichment Task specialization > High job simplification > Low job enrichment