test 3

*8-10 Practical Problem Solving Techniques*

*1st Technique: Brainstorming* -*Used to help groups generate multiple ideas and alternatives for solving problems* -Rules for brainstorming: >Defer judgment >Build on the ideas of others >Encourage wild ideas >Go for quantity or quality >Be visual >Stay focused on the topic >One conversation at a time *2nd Technique: Delphi Technique* -*Group process that anonymously generates ideas or judgments from physically dispersed experts* -Useful when: >Face-to-face discussions are impractical >Disagreements and conflict may occur >Group domination is an issue >Groupthink is likely *3rd Technique: Decision Support Systems (DSS)* -Computer-based interactive systems that help decision makers use data and models to solve unstructured problems

*6-11 Team Building*

*A host of techniques aimed at improving the internal functioning of work groups that strive for*: -Greater cooperation -Better communication -Less dysfunctional conflict *Building Effective Teams*: *Break the Ice* - have each member share relevant details about their experiences *Don't Reinvent the Wheel* - ask team members what has worked in the past *Communicate a Purpose and a Plan* - clearly explain the purpose of the team and the plan *Play to Strengths* - match individual members' skills to responsibilities and goals *Clarify Decision Making* - clarify how you approach decision making in dealing with conflicts *Information is essential* - make it flow - To facilitate good communication, she always spells out her expectations concerning sharing information within the team.

*8-9 Groupthink*

*A mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members; strivings for unanimity override their motivation to realistically appraise alternative courses of action* *Symptoms of Groupthink* *Invulnerability.* An illusion that breeds excessive optimism and risk taking. *Inherent morality.* An assumption groups are prey to that encourages the group to ignore ethical implications. *Rationalization.* Protects personal or "pet" ideas and assumptions. *Stereotyped views of opposition.* Cause group to underestimate opponents. *Self-censorship.* Stifles critical debate; do not let ourselves to voice opinion *Illusion of unanimity.* Silence of members interpreted to mean consent; but people might have different opinions. *Peer pressure.* Loyalty of dissenters is questioned. *Mindguards.* Self-appointed protectors against adverse information; not allowing one selves to have different opinion

*6-6 Work Team*

*A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable* *A Group Becomes a Team When* -Leadership becomes a shared activity -Accountability shifts from strictly individual to both individual and collective -The group develops its own purpose or mission -Problem solving becomes a way of life, not a part-time activity -Effectiveness is measured by the group's collective outcomes and products *How are Teams Different from Groups?* -Teams are task groups that have matured to the performing stage -Teams have common commitment -Teams assemble to accomplish a common task and require collaboration

*Advantages and Disadvantages of Group Decision Making*

*Advantages of Group-Decision Making* *Greater pool of knowledge* - a group possesses more information and knowledge than one individual acting alone *Different approaches to a problem* - individuals with different backgrounds and experiences bring different perspectives *Greater commitment to the decision* - leading to taking responsibility for the outcomes *Better understanding of decision rationale* (via participating) *More visible role modeling* - less experienced members learn *Disadvantages of Group Decision Making* *Social pressure* - the desire to remain in good standing within a group leads to conformity and stifles creativity *Few people dominate* - usually a few more vocal people dominate are perceived as more powerful *Goal displacement* - occurs when the primary goal is overridden by a secondary goal (e.g., trying to impress the boss) *Groupthink*

*7-5 Desired Outcomes of Conflict Management*

*Agreement* -Equitable and fair agreements are best. An agreement that leaves one party feeling exploited or defeated will tend to breed resentment and subsequent conflict. *Stronger Relationships* -Good agreements enable conflicting parties to build bridges of goodwill and trust for future use. -Conflicting parties who trust each other are more likely to keep their end of the bargain. *Learning* -Functional conflict can promote greater self-awareness and creative problem solving.

*6-3 Group Roles and Norms*

*Group Roles* -A set of expected behaviors for a particular position or for members of the group as a whole -People often play multiple roles and each is defined partially by the expectations of that role -*at the individual level and pertain to a specific job or situation* *Group Norms* -A norm is an attitude, feeling, or action shared by two or more people that guide behavior -Norms help create order and allow groups to function more effectively -Norms are usually unwritten and seldom discussed openly BUT they are powerful -*Shared phenomena and applies to group, team, or organizational level* -They are reinforced for group/org survival, clarification of behaviors, avoiding embarrassment, and having a unique identity

Negative Consequences of conflicts between work-family consequences

*Work Interferes with Family* decreased job satisfaction, Intentions to quit, absenteeism, affects performance *Family Interferes with Work* Marital satisfaction, family satisfaction, family related strain, family related performance *Potential Outcomes* Life satisfaction, health problems, depression, substance use/abuse

Contingency Approach

-*As situations change, different styles become appropriate* -Contingency relies on a matching process between leader traits/behaviors and situational attributes -Combines trait/behavioral leadership with situational aspects

Transactional Leaders

Rely on rewards and punishment as ways of motivating followers while relying more on their formal power

Judgement Heuristics

-*Cognitive shortcuts or biases that are used to simplify the process of making decisions* -Help managers make fast decisions because they are based on knowledge gained from past experience BUT they can lead to bad decisions - especially under time constraints

A Conflict Continuum

-Initially experts believed all conflict had to be avoided or quickly resolved -*It was recognized that conflict is inevitable and managers need to learn to live with it* -Specialists realized that conflict had both positive and negative outcomes and organizations could suffer from too much or too little conflict

*9-4 Influence Tactics*

*Are conscious efforts to affect and change a specific behavior in others* Nine Influence Tactics: *Rational persuasion*- convince someone with reason, logic, or facts *Inspirational appeal*-build enthusiasm by appealing to others' emotions, ideals, or values *Consultation*- getting others to participate in planning, making decisions, and changes *Ingratiation*- getting someone in a good mood prior to making a request; being friendly, helpful, and using praise, flattery, or humor *Personal appeals*-Referring to friendship and loyalty when making a request *Exchange*- Making explicit or implied promises and trading favors *Coalition tactics*-Getting others to support your efforts to persuade someone *Pressure*- Demanding compliance or using intimidation or threats *Legitimizing tactics*-Basing a request on one's authority or right, organizational rules or policies, or explicit/implied support from superiors

*6-5 Five Keys to High Team Performance*

*Charters and Strategies* -Clear understanding of why the team was formed -Charters describe how the team will operate and meet its goals -Team strategies are deliberate plans that outline what exactly the team is to do (e.g., goal setting, roles, tasks, and responsibilities) *Team Composition* -Describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of the team members -The members' competencies should be complementary -Characteristics' fit facilitates team effectiveness *Capacity* -Team adaptive capacity is important to meet changing demands and to effectively transition members in and out *Rewards* -Team-based rewards (rather than individual) foster collaboration -Research shows that hybrid reward forms are most effective because they motivate both at the individual and the team level

*8-6 Eight Common Decision-Making Biases*

*Confirmation bias* -The decision maker subconsciously decides something and then he/she seeks information that supports the decision while discounting information that does not *Overconfidence bias* -Don't assume that overconfident people have the best recommendations *Availability bias* -The tendency to base decisions on information that is readily available in our memory. Thus, we overestimate the importance of information that we recently received *Representativeness bias* -This heuristic is used when people estimate the probability of an event occurring based on one's impressions about similar occurrences *Anchoring bias* -Decision makers are influenced by the first information received about the decision, even if it is irrelevant. The first information that we receive anchors our subsequent judgments and decisions *Hindsight bias* -The knowledge of an outcome influences our belief that we could have predicted the outcome earlier. This might create overconfidence *Framing bias* -Framing is important because it shows that our decisions are influenced by the manner in which a problem or question is framed *Escalation of Commitment bias* -Refers to the tendency to stick to an ineffective course if action when it is unlikely that the bad situation can be reversed

*9-5 Effectively Influencing Others*

*Consultation, Inspirational Appeal, Rational Persuasion* -All effective & socially acceptable for influencing subordinates, peers or superiors *Pressure, Coalition, Legitimating* -All ineffective and socially unacceptable -Targets feel manipulated *Ingratiation & Exchange* -Effective for influencing subordinates & peers but not superiors Efforts to make resistive individuals to compliant individuals to committed individuals

*7-9 Distributive vs Integrative Negotiation*

*Distributive - "dividing the pie"/ "Win-Lose"* -A distributive negotiation usually involves a single issue—a "fixed-pie"—in which one person gains at the expense of another -This "win-lose" approach is arguably the most common *Integrative - "Win-Win"* -Integrative negotiation is where an agreement can be found that is better for both parties than what they would have reached through distributive negotiation

Five common conflict handling styles

*Dominating*: High concern for self, Low concern for others *Avoiding*: Low concern for self, Low concern for others *Integrating*: High concern for self, High concern for others *Obliging*: Low concern for self, High concern for others *Compromising*: Right in middle of all

*6-14 Relationship between team size and team performance*

*Effective Team Size* -Ideal size is 5-8 people per team; 10 is the maximum -People in smaller groups are more engaged, work harder, and tend to build relationships -In larger groups phenomena such as free-riding and having too many ideas are common -The most effective team size depends on the task at hand - Usually 10 or fewer is ideal

*8-3 Nonrational Models of Decision Making*

*Explains how managers ACTUALLY make decisions* -Basic assumptions: Decision making is uncertain >Managers DO NOT possess complete information >Managers struggle to make optimal decisions

*8-2 Rational Decision Making*

*Explains how managers SHOULD make decisions* -Basic assumptions: Managers are completely objective Managers possess complete information -*Decisions made following the rational decision making process demonstrate excellent logic and optimize the organization's best interests* *Stage 1: Identify the Problem or Opportunity* -Determine the actual versus the desired situation -An opportunity represents a situation in which there are possibilities to do things that lead to results that exceed goals and expectations *Stage 2: Generate Alternative Solutions* -The "exciting" part of decision making - Decision makers need to get creative, think outside the box, and share their ideas of how things should be done -Can use brainstorming -Need to slow down to evaluate a broader set of alternatives -Invest in studying a greater number of potential solutions *Stage 3: Evaluate Alternatives and Select a Solution* -Some criteria for evaluating alternatives and selecting a solution: -Ethics - Is it ethical? If not, don't consider it. -Feasibility - if time is an issue, costs are high, resources are limited, or technology is needed, then the alternative is not feasible -Whether it removes the causes and solves the problem *Stage 4: Implement and Evaluate the Solution* -After implemented, the stakeholders need to evaluate how effectively the solution solves the problem -An effective solution eliminates or reduces significantly the difference between the actual and the desired situation -If the solution fails, then we return back to Stage 1 -The process continues until all feasible solutions have been tried or the problem has been changed

*7-3 Functional and Dysfunctional Conflict*

*Functional Conflict* -Serves an organization's interests -Constructive or cooperative conflict characterized by: Consultative interactions, A focus on the issues, Mutual respect, Useful give and take *Dysfunctional Conflict* -Threatens an organization's interests

*7-7 Handling Conflict*

*How to handle Intergroup Conflict?* Three approaches: *Contact hypothesis, conflict reduction*: -Work to eliminate specific negative interactions -Conduct team building and prepare cross-functional teams -Encourage and facilitate friendships via social events (e.g., happy hours) -Foster positive attitudes (e.g., empathy and compassion) -Avoid or neutralize negative gossip -Practice the above — be a role model *Creating psychologically safe climate*: -a shared belief held by team members that the team is a safe place for interpersonal risk taking and that it *captures a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up* -Assure leaders are inclusive and accessible -Hire and develop employees who are comfortable expressing their own ideas and are receptive to those expressed by others -Celebrate and reinforce the value of differences between group members and their ideas *How to deal with Work-Family Conflict: BALANCE* -Work-family balance begins at home (e.g., family and/or spousal support) -An employer's family-supportive philosophy/culture is more important than specific programs (even when the organization offers family-friendly programs if there culture does not support them, these programs will be ineffective) -Importance of work-life family balance varies across generations (family-friendly policies targeting different generational groups) -*Balance requires flexibility, which includes*: -Flexspace (e.g., telecommuting): policies enabling employees to do their work fro different locations besides the office -Flextime: flexible scheduling about when the work is expected to be completed (deadline) or during which particular hours of the day the employee will work

*7-11 Tips for Managing Emotions in Negotiations*

*Ideal Emotions* -How do you want to feel going into the negotiation? *Managing Emotions* -What can you do in advance to put yourself in the ideal emotional state? *Hot Buttons* -What can throw you off balance? *Keeping Balance* -How will you regain balance if lost? *Emotions After* -How do you want to feel when you're finished?

Main takeaways from Trait Approach

*Implicit leadership theory* is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers *Leadership prototype*: a mental representation of the traits and behaviors that people believe are possessed by leaders -Organizations should include personality testing and trait assessments in hiring and promotion

*7-2 Common Causes of Conflict*

*Informational factors* -Do both parties have the same information? *Perceptual factors* -You may think one thing but someone else views it differently *Role factors* -Feeling that your role within the organization is being compromised *Environmental factors* -Scarcity of resources (e.g., college departments fighting over a limited budget) *Personal factors* -Incompatible personal values or personalities

*7-8 Styles of Handling Conflict*

*Integrating (problem solving)*: -interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution. *Obliging (smoothing)*: -People with an obliging style tend to show low concern for themselves and a great concern for others. -They tend to minimize differences and highlight similarities to please the other party. *Dominating*: -Those with a dominating style have a high concern for self and low concern for others, often characterized by "I win, you lose" tactics. The other party's needs are largely ignored. *Avoiding*: -With an avoiding style, passive withdrawal from the problem and active suppression of the issue are common. *Compromising*: -The compromising style is a give-and-take approach with a moderate concern for both self and others. -Compromise is appropriate when parties have opposite goals or possess equal power.

Traits

*Intelligence*-Helps managers understand complex issues and solve problems *Knowledge and expertise*-Help managers make good decisions and discover ways to increase efficiency and effectiveness *Dominance*-Helps managers influence their subordinates to achieve organizational goals *Self-confidence*-Contributes to managers' effectively influencing subordinates and persisting when faced with obstacles or difficulties *High energy*-Helps managers deal with the many demands they face *Tolerance for stress*-Helps managers deal with uncertainty and make difficult decisions *Integrity and honesty*-Help managers behave ethically and earn their subordinates' trust and confidence *Maturity*-Helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake

*10-9 Transformational Leadership*

*Leaders transform followers to pursue organizational goals over self-interest by using behaviors that appeal to someone's values, motives, and personal identity*. The rely on personal power INSTEAD of formal power and inspire followers to be their best. *Four Key Behaviors:* *Inspirational motivation* -Charismatic while providing an attractive vision *Idealized influence* -Sacrificing for the good of the group whiie being a role model with high ethical standards *Individualized consideration* -pays special attention to needs of followers while finding ways for people to develop and grow *Intellectual stimulation* -Encourage creativity, innovation, and problem-solving

*10-1 Leadership and Managing*

*Leadership* is the process where an individual influences a group of individuals to achieve a common goal. Leaders inspire, motivate, and give directions to others. Leaders set a direction for organization, align people through communication, motivate others to action and is a visionary and motivational/change oriented process. *Managers* plan, budget, organize, staff, control, problem solve and is a technical process of following established procedures while advocating for stability and maintaining the status quo.

*Chapter 10: Leadership Effectiveness*

*Learning Objectives* 1. Define the concept of leadership and explain the difference between leading and managing 2. Summarize the evolution of leadership theories, from trait theories to modern approaches to leadership a. Trait b. Behavior c. Contingency 3. Explain the relationship between emotional intelligence and leadership in organizations 4. Discuss research on the relationship between gender and leadership in organizations 5. Define servant leadership and understand the characteristics of a servant leader 6. Discuss the basic premises of Fiedler's Contingency Theory 7. Discuss the basic premises of the Path Goal Theory 8. List and describe the different types of leader behavior, according to the Path Goal Theory 9. Define transformational leadership and explain the key ways transformational leaders change their subordinates

*10-3 Emotional Intelligence*

Is the ability to monitor one's own emotions and those of others, to discriminate among them, and to use this information to guide one's thinking and actions *The relationship between EI and Leadership is that it is likely to be associated with leadership effectiveness and is an input to transformational leadership*

*Chapter 7: Managing Conflict and Negotiations*

*Learning Objectives* 1. Define conflict and discuss the nature of conflict in organizations 2. List and explain the most common causes of conflict 3. Distinguish between functional and dysfunctional conflict 4. Explain the most common reasons for avoiding conflict 5. Describe the three desired outcomes of conflict management 6. List and describe the common forms of conflict 7. Discuss the most frequent styles of conflict handling (integrating, obliging, dominating, avoiding, compromising) and when they should be used 8. Define negotiation 9. Compare and contrast distributive and integrative bargaining 10. Outline the five steps of the added-value negotiation process 11. Discuss five tips for managing emotions in the negotiation process

*Chapter 8: Decision Making and Creativity*

*Learning Objectives* 1. Define decision making 2. Label and discuss the rational decision making process 3. Describe the basic principles of the two main models of non-rational decision making 4. Discuss the concepts of bounded rationality, satisficing, and intuition in Simon's normative model of non-rational decision making 5. Discuss the concepts of explicit and tacit knowledge in the intuition model of non-rational decision making 6. List eight common decision-making biases and explain how each affects decision-making 7. Explain evidence-based decision making, including the concept of big data 8. Discuss the advantages and disadvantages of group decision making 9. Define the concept of groupthink and explain the common symptoms 10. List and explain three practical problem-solving techniques

*Chapter 9: Power, Influence, and Politics*

*Learning Objectives* 1. Define power and list and describe the different bases of power that leaders can use to affect followers' behavior 2. Explain when each of the different forms of power is most appropriate to use in organizations 3. Define the concepts of structural and psychological of empowerment 4. List and describe nine common influence tactics 5. Explain when each of the different influence tactics is likely to be most and least effective

*Chapter 6: Groups and Teams*

*Learning Objectives* 1. Define the concept of a work group and distinguish between formal and informal groups 2. List the two basic functions that formal groups fulfill, and explain the components of each 3. Explain the concepts of group roles and norms 4. Differentiate between task roles and maintenance roles in work teams 5. Identify and describe the five keys essential to high team performance 6. Label and describe the five stages of group development in Tuckman's model 7. Define the concept of a work team and explain how teams differ from groups 8. List and describe five common teamwork competencies 9. Explain the concept of social loafing as a threat to team performance 10. Identify the best strategies for avoiding social loafing in teams 11. List and describe six actions to facilitate effective team-building 12. Define the concept of virtual teams and list the best practices for effective virtual teams 13. List and describe the eight characteristics of high performing teams 14. Describe the relationship between team size and team performance

*6-2 Functions of Formal Groups*

*Organizational Functions* -Accomplishing complex, interdependent tasks that are beyond the capabilities of individuals -Generating new or creative ideas or solutions -Providing problem-solving mechanisms for complex problems requiring various information *Individual Functions* -Satisfying the individual's need for affiliation -Developing the individual's self-esteem and sense of identity -Provide a problem-solving mechanism for personal and interpersonal problems

*6-13 Eight Characteristics of High Performing Teams*

*Participative leadership* - Creating interdependency by empowering, freeing up, and serving others *Shared responsibility* - All members feel as responsible as the manager *Aligned on purpose* - Common purpose, clear understanding of why the team exists *High communication* - Climate of trust and open communication *Future focused* - see change an opportunity for growth *Focused on task* - e.g., meetings should be focused on tasks *Creative talents* - apply individual talents and creativity *Rapid response* - identify and act on opportunities

*7-6 Common Forms of Conflict*

*Personality Conflict* -An interpersonal opposition based on personal dislike or disagreement -Sexual harassment and other forms of discrimination can grow out of personality conflicts -*Critically important to identify and remedy these conflicts - when such conflicts are ignored or avoided, they often escalate* *Intergroup Conflict* -Conflict among work groups, teams, and departments Important concepts: *Conflict states* shared perceptions among team members about the intensity of disagreement over tasks (goals, ideas, and strategies) or relationships (personality clashes and interpersonal styles) *Conflict processes* members' interactions aimed at working through task and interpersonal disagreements *In-group Thinking - "Us vs. Them"* -Too much cohesiveness can breed groupthink because the desire to get along pushes aside critical thinking. *How In-Group Members view Themselves* -collection of unique individuals who are positively and morally correct *How In-Group Members View Members of Other Groups* -Stereotype as being "all alike" and negatively immoral -as a threat -exaggerate differences involving a distorted perception of reality *Work-Family Conflict* -Occurs when the demands or pressures from work and family are mutually incompatible -Two distinct forms of work-family conflict Work interference with family Family interference with work -These two types of conflict can be *social* (e.g., between the expectations of your boss and those of your professor), or they can be *cognitive* (e.g., your thoughts about school interfere with work or vice versa). *Incivility*: Any form of socially harmful behavior, such as: Aggression, Interpersonal deviance, Social undermining, Interactional justice, Harassment, Abusive supervision, Bullying

*9-1 Power and its effects on followers' behaviors*

*Power* is the ability to marshal human, informational, and other resources to get something done and is about influencing others *Legitimate Power* -Obtain compliance because of formal authority -Positive legitimate power focuses on job performance -Negative legitimate power tends to be threatening and demeaning *Reward Power*- Obtain compliance by providing or granting rewards -Pay-for-performance plans and positive reinforcement practices are sources of reward power *Coercive Power*-Make threats of punishment and deliver actual punishment *Expert Power*-Have valued knowledge or information over those who need the knowledge or information *Referent Power*-Using one's personal characteristics and social relationships to obtain compliance -e.g., charisma, age, gender

*8-7 Evidence-Based Decision Making*

*Process of conscientiously using the best available data and evidence when making managerial decisions* -Make Decision, Inform Decision, Support Decision *What is Big Data?* -Reflects the vast quantity of data available for decision making used to create a competitive advantage by: -Making information transparent and usable -Allowing organizations to measure and collect all types of performance information to enhance productivity -Allowing for more narrow segmentation of customers -Being used to develop new products

*9-2 Individual Reactions to Power and when to use them*

*Resistance* -The degree and form of resistance matters -E.g., be indifferent, passive-aggressive, actively resist purposefully undermining, sabotaging *Compliance* -Those who comply do only what is expected - they exert no extra effort and provide no extra input *Commitment* -Those who are committed believe in the cause and go above and beyond to assure its success. *Reward, Coercive, and Negative Legitimate PRODUCE COMPLIANCE* *Positive Legitimate, Referent, and Expert FOSTER COMMITMENT*

*8-4 Simon's normative model and Intuition Model*

*Simon's Normative Model* -Guided by bounded rationality - the notion that decision makers are bounded or restricted by a variety of constraints when making decisions, including: *Personal characteristics* - e.g., limited capacity of the human mind, personality, and time constraints *Lack of internal resources* (e.g., organization's human and social capital, financial resources, technology, plant, and internal processes and systems) *Lack of external resources* (things that organizations cannot control, such as employment levels, and government policies) Personal Characteristics and Lack of Internal or External Resources > Result in a *Tendency to Acquire Manageable Rather than Optimal Amounts of Information* > Leads to *Satisficing - a Solution that is Good Enough* *Intuition Model* *Intuition*: judgments, insights, or decisions that come to mind on their own without explicit awareness of the evoking cues and without explicit evaluation of the validity of these cues *Foundations of intuition* - elements that influence the intuitive process: *Expertise- explicit knowledge (information that you can easily put into words) and tacit knowledge (information gained through experience that is difficult to express)* -Emotions Two distinct intuitive processes: *1. Holistic hunch* - a judgment that is based on a subconscious integration of information stored in memory. -People using the holistic hunch may not be able to explain why they made this decision, except that the choice "feels right" >Automatic, involuntary, and mostly effortless *2. Automated experiences* - a choice that is based on a familiar situation and a partially subconscious application of previously learned information related to that situation >Controlled, voluntary, and effortful

*9-3 Structural Empowerment and Psychological Empowerment*

*Structural Empowerment* -Based on transferring authority and responsibilities from management to employees *Increase in*: -Effectiveness of decision making -Performance -Well-being -Job related attitudes Boosting employee empowerment through team design, job design, changing procedures, and policies -*In order for structural empowerment to be effective, decision-making should be shared with those who are competent to do what is necessary* -Sharing power, via empowerment, is a means for increasing your own power -Empowerment is a matter of degree not an either-or proposition *Psychological Empowerment* *When employees feel* *Meaning* - Belief that your work values and goals align with those of your manager, team, or employer *Competence* - Personal evaluation of your ability to do your job *Self-Determination* - Sense that you have control over your work and its outcomes *Impact at Work* - Feeling that your efforts make a difference and affect the organization ALL RELATED TO SELF-EFFICACY

*6-4 Types of Group Roles*

*Task Roles* -Enable the work group to define, clarify, and pursue a common purpose -*Keep the group on track* (Initiator - suggests new goals or ideas; Recorder - performs a "group memory" function by documenting the discussions and outcomes; Information Seeker/Giver; Opinion Seeker/Giver; Elaborator; Coordinator; Orienter; Evaluator; Energizer; Procedural Technician) *Maintenance Roles* -Foster supportive and constructive interpersonal relationships -*Keep the group together* -Encourager - fosters group solidarity by accepting and praising various points of view Harmonizer - mediates conflict through reconciliation or humor Compromiser - helps resolve conflict by meeting "halfway" Gatekeeper - encourages all group members to participate Standard Setter - evaluates the quality of group processes Commentator - records and comments on group processes/dynamics Follower - serves as passive audience

*7-10 Added-Value Negotiation Process*

*The negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship* *Clarify interests* -After each party identifies its tangible and intangible needs, the two parties meet to discuss their respective needs and find common ground for negotiation. *Identify options* -A marketplace of value is created when the negotiating parties discuss desired elements of value (such as property, money, behavior, rights, and risk reduction). *Design alternative deal packages* -While aiming for multiple deals, each party mixes and matches elements of value from both parties in workable combinations. *Select a deal* -Each party analyzes deal packages proposed by the other party. Jointly, the parties discuss and select from feasible deal packages, with a spirit of creative agreement. *Perfect the deal* -Together the parties discuss unresolved issues, develop a written agreement, and build relationships for future negotiations.

*6-9 Social Loafing*

*The tendency for individual effort to decline as group size increases* -Free riders (loafers) produce low quality work, cause others to work harder, and distract or disrupt the work of other team members

*10-2 Leadership Theories*

*Trait* -personality variables, intelligence, speech fluency are associated with leadership ability -used to *identify personality characteristics or interpersonal attributes tat can be used to differentiate leaders from followers* such as intelligence, dominance, energy level, task-relevant knowledge *Behavior* -Studying leadership through observation of behaviors *Contingency* -Take into account both the leader's traits/behaviors and the situation (context) within leadership occurs

*6-1 Work Groups and Difference between formal and informal groups*

*Work Group*: Two or more freely interacting individuals who share norms and goals and have a common identity *Formal Groups*: Assigned by the organization to accomplish specific goals *Informal Groups*: Members' overriding purpose of getting together is friendship or a common interest -They may overlap and foster teamwork but can also be counter-productive

Programmed Conflict

-*Conflict that raises different opinions regardless of the personal feelings of the managers* -*Gets contributors to either defend or criticize ideas based on relevant facts* rather than personal preference or political interest Techniques: *Devil's Advocacy* -Assigning Someone the Role of Critic *Dialectic Method* -Fostering a Structured Debate of Opposing Viewpoints -*Important to use to actively stimulate functional conflict when necessary, such as when the risk of blind conformity or groupthink is high*

Main Takeaways from the Path Goal Theory

-*Effective leaders use multiple types of leader behavior to help employees achieve their goals* >Leaders should clarify the paths to goal accomplishment and to *remove any obstacles that may impair an employee's ability to achieve his/her goals* -*Modify leadership style to fit employee and environmental characteristics* >A small set of employee characteristics (e.g., ability, experience, need for independence) and environmental factors (task variety, autonomy, and task significance) are relevant contingency factors

Main Takeaways from Behavior Approach

-*Leader behavior is more important than leader traits when it comes to effectiveness* -Leader behaviors can be systematically improved and developed

*10-7 Path Goal Theory*

-*Leaders behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction* -Leaders do this by: >Reducing roadblocks that interfere with goal accomplishment >Providing the guidance and support needed for employees >Linking meaningful rewards to goal accomplishment

Consensus in group decision making is reached when

-All members can say they either agree with the decision or have had their say and were unable to convince others of their viewpoint -*Everyone agrees to support the outcome*

*10-6 Fiedler's Contingency Model*

-Based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand -Leaders have two different styles (Task Motivated and Relationship Motivated) *Step 1* Identify the leader's orientation using the Least Preferred Coworker method. -Leaders identify who they least likely could work well with -Relationship motivated describe their LPC in positive manner -Task Motivated describe their LPC in negative manner *Step 2* Identify the Situational Control *Leader-Member Relations*: degree of mutual trust, respect, and confidence between the leaders and the subordinates *Position Power*: the leader's legitimate authority over subordinates *Task Structure*: the degree to which rules and regulations for getting the work done are clear (i.e., task is well structured) -*When we have good leader-member relations, there is high position power, and high task structure, the situation, from a leader's perspective, is characterized by high situational control*

Positive Effects of Conflict

-Brings problems into the open that might otherwise be ignored. -Can motivate people to try to understand others' positions and ideas. -Encourages people to voice new ideas, facilitating innovation and change. -Forces people to challenge their thinking and assumptions, often improving the quality of decisions.

Bullying

-Bullying is most often evident to others -Bullying affects even those that are NOT bullied - e.g., studies show that employees who are aware of bullying of other colleagues are more likely to quit their jobs -Bullying has group-level implications (decreased group satisfaction and performance)

Negative Effects of Conflict

-Can lead to negative emotions and stress. -Often reduces communication between participants, which can hurt work coordination. -May cause leaders to avoid participative leadership and instead rely on "top-down" authoritarian decisions. -Can result in negative stereotyping and workgroup divisions, since members of opposing groups tend to emphasize the differences between themselves and the opposition.

Disadvantages of Virtual Teams

-Difficult to establish cohesion, work satisfaction, trust, cooperative behavior, and commitment to team goals -Cultural differences -Differences in local laws and customs -Lack of nonverbal cues -Lack of collegiality

Tools to help enhance the ability to influence others

-Know what you want and believe you can get it -Credibility: People are more likely to listen to those with expertise, reputation, and/or track record -Trustworthiness:be authentic, deliver on what you promise, consider the interests of others -Empathy -Strong communication capacity -Be inspirational -Open-mindedness

Main Takeaways from the Contingency Model

-Leadership effectiveness goes beyond traits and behaviors -*Organizations should attempt to hire and promote people whose leadership style fits or matches the situational demands* -*Leaders need to modify their style to fit a situation*

*6-10 Guarding against Social Loafing*

-Limit Group Size -Assure Equity of Effort -Hold People Accountable -Offer Hybrid Rewards

*10-8 Types of Leader Behaviors of the Path Goal Theory*

-Path-goal clarifying -Achievement oriented -Work facilitation -Supportive -Interaction facilitation -Group-oriented decision making -Representation and networking -Value based

Advantages of Virtual Teams

-Reduced real estate costs -Ability to leverage diverse KSAs over geography and time -Ability to share knowledge of diverse markets -Reduced commuting and travel expenses -Reduced work-life conflicts -Ability to attract and retain talent

Contact Hypothesis

-The more members of different groups interact, the less intergroup conflict they will experience -Quality contact matters from the in-group's perspective

*6-8 Five Common Teamwork Competencies*

1. Contributes to the team's work - Is a team player: Committed, Collaborative, Competent 2. Constructively interacts with team members 3. Keeps team on track 4. Expects quality work 5. Possesses relevant knowledge, skills, and abilities (KSAs) for team's responsibilities

Preventing Groupthink

1. Each member of the group should be assigned the role of critical evaluator. This role involves actively voicing objections and doubts. 2. Top-level executives should not use policy committees to rubber-stamp decisions that have already been made. 3. Different groups with different leaders should explore the same policy questions. 4. Managers should encourage subgroup debates and bring in outside experts to introduce fresh perspectives. 5. Someone should be given the role of devil's advocate when discussing major alternatives. This person tries to uncover every conceivable negative factor. 6. Once a consensus has been reached, everyone should be encouraged to rethink their position to check for flaws.

Behavior Approach

Attempts to identify the unique behaviors displayed by effective leaders *Task-Oriented Leader Behavior* -*ensure that people, equipment, and other resources are used in an efficient way* -Two types of behaviors: Initiating structure, Transactional leadership *Relationship-Oriented Leader Behavior* -*enhance employees' skills and to create positive work relationships* -Types of relationship-oriented behaviors: *Consideration* (Involves leader behavior associated with creating mutual respect or trust and focuses on a *concern for group members' needs and desires*), *Empowerment* (Reflects employees' beliefs that *they have control over their work*), *Servant-leadership* (*service of others* through listening, empathy, healing, awareness, persuasion, conceptual thinking, foresight, stewardship, commitment for others' growth, and building community)

Common Causes of Conflict Continued

1. Incompatible personalities or value systems 2. Overlapping or unclear job boundaries 3. Competition for limited resources 4. Unreasonable or unclear policies, standards, or rules 5. Inadequate communication 6. Organizational complexity (Conflict tends to increase as the number of hierarchical layers and specialized tasks increase) 7. Interdependent tasks (One person cannot completes his or her assignment until others have completed their work) 8. Unmet expectations (Employees who have unrealistic expectations about job assignments, pay, or promotions are more prone to conflict) 9. Decision making by consensus (Dissenters may feel coerced) 10. Collective decision making (The greater the number of people participating in a decision, the greater the potential for conflict) 11. Interdepartmental/intergroup competitions 12. Unreasonable deadlines or extreme time pressure

*7-8 Negotiation*

A give-and-take decision-making process involving two or more parties with different preferences

*Breakdown of the Questions*

Chapter 10 -9 Chapter 9 - 8 Chapter 6 - 13 Chapter 7 - 10 Chapter 8 - 10

*7-1 Conflict in Organizations*

Conflict occurs when *one party perceives that its interests are being opposed or negatively affected by another party* and is an inescapable reality of organizational life

*8-1 Decision Making*

Decision making entails identifying and choosing alternative solutions that lead to a desired state of affairs

Outcomes of Power

Different bases of power affect important outcomes such as job performance, job satisfaction, and turnover: -Expert and referent power have a generally positive effect -Reward and legitimate power have a slightly positive effect -Coercive power has a slightly negative effect

Empowerment

Efforts to enhance employee performance, well being, and positive attitudes by giving them greater influence and using centralized management practices

*8-5 Concepts of Tacit Knowledge and the Intuition Model of non-rational decision making*

Foundations: 1. Expertise (Tacit and explicit knowledge) 2. Feelings Flows into Intuitive Processes: 1. Automatic, involuntary, and effortless 2. Controlled, voluntary, and effortful Flows out to become Forms: 1. Holistic Hunch 2. Automated Expierence

What's Good and Bad about the Rational Model

Good: Quality - follows logically from knowledge and expertise Transparency - reasoning is transparent and able to be scrutinized Responsibility - discourages decider from acting on suspect considerations Bad: Not having complete information Leaving emotions out Honestly and accurately evaluating alternatives Limit of time and resources People may be unwilling to implement and support decisions

*7-4 Common Reasons for Avoiding Conflict*

Harm, rejection, anger, failing, being seen as selfish, hurting someone else, damage or loss of relationships, saying the wrong things, getting what you want

Empowerment across Levels and Outcomes

Inputs>Empowerment>Outcomes *Empowerment Inputs* -Structural empowerment is an input to psychological empowerment (e.g., job characteristics, policies, and practices can either facilitate or impede the feelings of empowerment for individuals and teams) -Employees' self-evaluations and positive psychological capital enhance their sense of empowerment -Job characteristics that generate intrinsic motivation -Leadership -If teams have access to the resources such as the people and their ideas in other teams, then they too are more likely to be empowered. *Empowerment Output*: -Empowerment is important because it positively influences performance for individuals, teams, and organizations

Charismatic Leaders

Leaders have a special charisma (e.g., personality and/or communication skills) and can get people to buy into accepting very challenging goals and do "anything" the leader asks

Trust

Leaders need to be trustworthy in order to get followers to buy into vision and strategies but they also need to trust others so that they can rely on them

Abusive Supervision

Leaders often use their powers to harass, be violent, display angry outbursts, and scapegoat employees

Principles of Persuasion

Liking -People tend to like those who like them. Reciprocity -The belief that both good and bad deeds should be repaid in kind is virtually universal. Social proof -People tend to follow the lead of those most like themselves. Role models and peer pressure are powerful cultural forces in social settings. Consistency -People tend to do what they are personally committed to do. Authority -People tend to defer to and respect credible experts. Scarcity -People want items, information, and opportunities that have limited availability Use in combination for maximum impact

Trait Approach

Narcissism - Having a self-centered perspective and feelings of superiority Machiavellianism- use of manipulation and cynical view; Moral code puts results over principles Psychopathy-Lack of concern for others; lack of remorse or guilt when actions harm others

Position vs Personal Power

Position Power Includes(associated with title): Legitimate Power Reward Power Coercive Power Personal Power Includes (indepedent of job position): Expert Power Referent Power

Pros and Cons of using Intution

Pros -Useful When Resources are Limited -Speeds up Decision Making Cons -Good Ideas May be Ignored -May have Difficulty Convincing Others -Subject to Bias

*10-5 Servant Leadership*

Servant Leaders serve employees, customers, and the community; act as stewards and have the desire to leave the organization in better shape for future generations, encourage ethical behaviors and practices -They also aim for high team/group performance and increase OCBs while viewing leadership as a partnership with followers

*6-6 Tuckman's Model FSNPA*

Stage 1: Forming-little agreement, unclear roles, unclear purpose Stage 2: Storming - power struggles Stage 3: Norming - agreement and consensus are reached and the roles become clearer Stage 4: Performing - clear vision and purpose, focus on goal achievement Stage 5: Adjourning - task completed, feeling of achievement

*10-4 Gender and Leadership*

Stereotypes say men lead better than women but there are NO significant differences between men and women in their leadership style and effectiveness. *Research shows that women use participative styles and EXCEL in leadership positions* Glass-cliff: organizations often place women in difficult leadership positions. Women view these assignments as necessary to be promoted. Some women fall off the cliff, which reinforces the stereotype that women do not make good leaders

*6-12 Virtual Teams*

Teams that work together over time and distance via electronic media to combine effort and achieve common goals *Best Practices for effective virtual teams*: -*Adapt communications* (learn how the remote team members prefer to communicate - e.g., emails, skype) -*Share the love* (acknowledge birthdays and achievements) -*Develop productive relationships with key people on team* -Partner -*Availability* -Pace (e.g., consider different time zones) -*Updates* -Select the right people -*Communication skills are essential*

Empowerment

The expansion of employees' knowledge, tasks, and decision-making responsibilities. Managers allow subordinates to "lead" themselves, it can actually contribute to effective leadership as it increases leaders ability to get stuff done while increasing employee involvement, motivation, and commitment. Leaders can focus on other concerns instead of supervising.

Passive Leadership

general failure to take responsibility for leading

Anti-Bullying Strategies

• Develop a workplace bullying policy • Encourage open and respectful communication • Develop a clear procedure for handling for handling complaints about bullying • Identify and model appropriate ways for people to interact with colleagues • Develop and communicate a system for reporting bullying • Identify and resolve conflicts quickly and fairly to avoid escalation • Determine the situations, policies, and behaviors that are likely to cause or allow bullying to occur. • Provide training to employees regarding how to manage conflict • Establish and enforce clear consequences for those that engage in bullying Monitor and review employee relationships with particular attention to fairness