Test 4

Group

defined as 2 or more interacting and interdependent individuals who come together to achieve specific goals Formal groups- are work groups defined by the organization's structure and have designated work assignments and specific tasks directed at accomplishing organizational goals informal groups- are social groups, independently formed

5. Job Satisfaction

drawback, refers to the employee's general general attitude toward his or her job

Social Learning

-(models), parents, peers, television, and movie actors, managers, and so forth -this view that we can learn both through observation and direct experience is called Social Learning Theory 1. Attentional Processes: people learn from a model when they recognize and pay attention to its critical features 2. Retention Processes: a model's influence will depend on how well the individual remembers the model's actions 3. Motor Reproduction Processes: after a person has seen a new behavior by observing the model, the watching must become doing 4. Reinforcement Processes: Individuals will be motivated to exhibit the modeled behavior if positive incentives or rewards are provided

Turning groups into effective teams: What is a work team?

-differ from work groups and have their own traits -work groups interact primarily to share information and to make decisions to help each member do his or her job more effectively and efficiently, Work teams: -are groups in which members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills

Verbal communication

-emphasis gives to words or phrases in order to convey meaning -it's not what you say, but how you say it -your tone

6 important steps:

-employee productivity, absenteeism, turnover, organizational citizenship behavior (OCB), job satisfaction, and workplace misbehavior

Implications for Managers for this

-employees react to perceptions, not to reality -pay close attention to how employees perceive both their jobs and management actions

Goals of Organizational Behavior *know*

-goals of OB are to explain, predict, and influence behavior -managers need to explain why employees engage in some behaviors, predict how employees will respond to various actions and decisions, and influence how employees behave

What is communication?*******************

-transfer and understanding of meaning -of information or ideas have not been conveyed, communication hasn't taken place -for communication to be successful, the meaning must be imparted and understood -good communication is often erroneously defined by the communicator as agreement with the message instead of clear understanding of the message -I can clearly understand what you mean but not agree with that you say *A message has NOT been communicated unless it is understood by the receiver (decoded)* Interpersonal Communication- between 2 or more people Organizational Communication- all partners, networks, and systems of communication within an organization

Nonverbal communication

-transmitted without words Body Language- gestures, facial expressions, and other body movements that convey meaning, can help you personally and professionally

1. MBTI

-100 question assessment asks people how they usually act or feel in different situations 1) extraversion or introversion: extroversion- outgoing, social, assertive, varied and environment is action oriented, that lets them be with others, and that gives them a variety of experiences Introverted- quiet and shy, understanding and prefer a work environment that is quiet and concentrated, that lets them be alone 2) Sensing and Intuition: Sensing- types are practical and prefer routine and order, dislike new problems Intuition- rely on unconscious processes and look like the 'big picture', like solving new problems, dislike doing the same thing over and over again 3) Thinking and Feeling: Thinking- use reason and logic to handle problems, unemotional and uninterested in people's feelings, like analysis and putting things into logical order Feeling- rely on their personal values and emotions, they're aware of other people and their feelings, like harmony 4) Judging and Perceiving: Judging- want control and prefer their world to be ordered and structured, good planners, decisive, purposeful and exacting Perceiving- are flexible and spontaneous, curious, adaptable, and tolerant - important to managers because knowing these personality types because they influence the way people interact and solve problems, and also helping managers better match employees to certain types of jobs

Perception

-a process by which we give meaning to our environment by organizing and interpreting sensory impressions -one manager can interpret the fact that her assistant regularly takes several days to make important decisions as evidence that the assistant is slow, disorganized, or afraid but another manager of the same person could take that as her being thoughtful, thorough, and deliberate

Personality

-a unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others, natural way of doing things and relating to others, measurable traits a person exhibits -MBTI and the Big 5 Model

McGregor's Theory X and Theory Y******* *know*

-about human nature Theory X- negative view towards people, assumes workers have little ambition, dislike work, need to be closely controlled (employees had to own up to their responsibilities and mistakes and find ways to address them)/ traditional management style, predicated on the assumption that external rewards, punishments, and supervision are effective ways to manage employees. Theory Y- positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self direction (assumptions should guide management practice and proposed that participation in decision making, maximize employee motivation)/ internal mechanisms of motivation (relative to the employee), assuming that employees have a natural drive to contribute, take ownership of their work, and pursue organizational objectives on their own.

challenges of OB

-addresses issues that aren't obvious -visible aspects: strategies, goals, policies and procedures, structure, technology, formal authority relationships, and chain of command

Operant Conditioning

-argues that behavior is a function of its consequences, people learn to behave to get something they want or to avoid something they don't want -behavior is assumed to be determined from without-that is, learned- rather than from within- reflexive or unlearned -behavior that isn't rewarded or is punished is less likely to be repeated

Reinforcement theory*******

-behavior is a function of its consequences -immediately follow a behavior and increase the probability that the behavior will be repeated are called REINFORCERS -the theory ignores factors such as goals, expectations, and needs -focuses solely on what happens to a person when he or she does something -keep the workforce motivated to meet goals by rewarding them when they did -behavior that isn't rewarded is os less likely to be repeated -positive reinforcers for actions that help the organization achieve its goals and managers should ignore undesirable behavior

Communication issues in today's organizations

-being am effective communicator in today's organizations means being connected- not only to employees and customers, but to all of the organization's stakeholders 1. Managing Communication in an Internet World: -email ranks #1 in terms of problems of the modern workplace -there can be special communication challenges, legal and security and lack of personal interaction -also email overload Legal and Security Issues- managers need to be aware of potential legal problems from inappropriate usage, mangers need to ensure that confidential information is kept confidential, employee emails and blogs should not communicate, inadvertently of purposely, proprietary information Personal Interaction- social media, can cause a lack of personal interaction 2.Managing the Organization's Knowledge Resources: -make it easy for employees to communicate and share their knowledge so they can learn from each other ways to do their jobs more effectively and efficiently -build online information databases that employees can access -create communities of practice, internal collaboration, maintains a strong human interactions through websites, email, and videoconferencing 3. The Role of Communication in Customer Service: -What communication takes place and how it takes place can have a significant impact on a customer's satisfaction with the service and the likelihood of being a repeat customer -first recognize the 3 components in an service delivery process: the customer, the service organization, and the individual service provider -organization with a strong service culture already values taking care of customers- finding out what they need, meeting the needs, and following up to make sure needs are met -companies can do this more by personalization -quality of the interpersonal interaction between the customer and that contact employee does influence customer satisfaction, especially when the service encounter isn't up to expectations -companies can train employees on body language so they can 'read' what customers needs are 4. Getting Employee Input: -suggestion box 5. Communicating Ethically: Ethical Communication- includes all relevant information, is true in every sense, an dis not deceptive in any way -unethical can be omitting essential information -one thing is to establish clear guidelines for ethical behavior, including ethical business communication How to let employees know their input matters: -hold town hall meetings where info is shared and can have input -provide information about what's going on -invest in training -analyze problems together- manager and employees -make it easy for employees to give input

3 Needs Theory

-by David McClelland -3 acquired needs are major motives in work Need for Achievement (nAch)- drive to succeed and excel in relation to a set of standards Need for power (nPow)- need to make others behave in a way they would not not have otherwise Need for Affiliation (nAff)- desire for friendly and close interpersonal relationships -high need for achievement has been most studied -desire to do something better or more efficiently than it's been done before -personal responsibility or finding solutions to problems -receive rapid and unambiguous feedback -high achievers focus on their own accomplishments while good managers emphasize helping others accomplish their goals -best managers tend to be high in the need for power and low in the need for affiliation -projective test is done to test this by using pictures set and person writes a story about what they see, trained people interpret

Dealing with Gen Y

-conflicts and resentment can arise over issues such as appearance, technology, and management style -be more flexible in what's acceptable for dress code -baby boomers complain about gen 's inability to focus on one task, while gen Ys see nothing wrong with multitasking, flexibility for this is also key -gen Y want bosses who are open minded, experts in their field, organized, understanding of work-life balance...

Emotions and Emotional Intelligance*********

-how we respond emotionally and how we deal with our emotions are typically functions of our personality Emotions: are intense feelings directed at someone or something, object specific, emotions respond to an object -because employees bring an emotional component with them to work every day, managers need to understand the role that emotions play in employee behavior 6 universal emotions: anger, fear, sadness, happiness, disgust, surprise -2 people can be in the exact same situation and one person is calm and the other is showing high excitement Emotional Intelligence (EI): -the ability to notice and to manage emotional cues and information, composed of- 1. self awareness- ability to be aware of what you're feeling 2. self management- ability to manage one's own emotions and impulses 3. self motivation- ability to persist in the face of setbacks and failures 4. empathy- ability to sense how others are feeling 5. Social skills- ability to handle the emotions of others -EI has been shown to be positively related to job performance at all levels

Herzberg's 2 factor theory******* *know*

-intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction -when people felt good about their work, they tended to cite intrinsic factors arising from the job itself such as achievement, recognition, and responsibility -if they were dissatisfied, tended to cite extrinsic factors arising from the job context such as company policy, management, interpersonal relationships, and working conditions -removing dissatisfaction characteristics from a job would not necessarily make that job more satisfying -managers who sought to eliminate factors that created job dissatisfaction could keep people from being dissatisfied but not necessarily motivate them -extrinsic factors that create job dissatisfaction were called HYGIENE FACTORS -to motivate employees, he suggested MOTIVATORS, the intrinsic factors having to do with the job itself Motivators: (achievement, recognition, growth_ Hygiene Factor: (supervision, company policy, personal life, relationship with peers)

Learning

-is any relatively permanent change in behavior that occurs as a result of experience

Group Tasks

-is the complexity an interdependence of tasks that influence a group's effectiveness -simple tasks are routine and standardized -complex tasks tend to be novel or routine -more complex the task, the more group benefits from group discussion about alternative work methods

Group Member Resources

-knowledge, abilities, skills, and personality traits, and they determine what members can do and how effectively they will perform in a group -Interpersonal skills- consistently emerge as important for high performance by work groups -strongly influence how the individual will interact with other group members

Implications for Managers with this

-managers are likely to have higher-performing and more satisfied employees if consideration is given to matching personalities with jobs -employee satisfaction with his or her job as well as his or her likelihood of leaving that job, depends on the degree to which the individual's personality matches the job environment -satisfaction is highest and turnover lowest when personality and occupation are compatible Key Points are: 1) intrinsic differences in personality are apparent among individuals 2) types of jobs vary 3) people in job environments compatible with their personality types should be more satisfied and less likely to resign voluntarily -managers can expect that individuals with an external locus of control may be less satisfied with their jobs than internals and they may be less willing to accept responsibility for their actions

How Information Technology Affects Organizaitons

-managers need to consider the psychological cost of an employee always being accessible, will it lead to increased pressure for employees to "check in" even after work hours?, how important is it for employees to separate their work and personal lives?

Implications for Managers

-managers should be interested in their employees' attitudes because they influence behavior -satisfied employees also perform better on the job -managers should also survey employees about their attitudes

Implications for managers with this

-managers who are consistently late to work, take 2 hours for lunch, and other things should expect employees to read the message they are sending and model their behavior accordingly

Shaping: A Managerial Tool

-managers will often attempt to "mold" individuals by guiding their learning in graduated steps, through a method called Shaping Behavior 4 Ways to Shape Behavior: 1) Positive reinforcement: praising an employee, increases likelihood that the desired behavior will be repeated 2) Negative reinforcement: withdraw something 3) Punishment: penalizes undesirable behavior and will eliminate it, suspending an employee 4) Extinction: ignoring employees who as irrelevant questions during a meeting

Overcoming Barriers**************

-on average, a person must hear something 7 times before fully understanding Use Feedback: -problems are directly attributed to misunderstanding, get feedback verbally and nonverbally - ask questions to the receiver -get them to restate the message -listen for their general comments that may show that they understand - ex(sales manager sends an email about filling out papers and no one turns in the paper, that is a nonverbal cue that they didn't get the message) Simplify Language: -consider the audience you are sending the message to, tailor language to them -jargon can facilitate understanding it it's used within a group that knows what it means, but can cause problems with people outside that group Listen Actively: -listening is an active search for meaning -more tiring than talking - Active Listening- listening for full meaning without making premature judgements or interpretations,demands total concentration - develop empathy with the sender- put yourself in their shoes, an empathetic listener reserves judgement on the message content and carefully listens to what is being said Constrain Emotions: -a manager who is angry is more likely to misconstrue incoming messages and fail to communicate his or her outgoing message clearly and accurately -calm down and get emotions under control before communicating Watch Nonverbal Cues: -make your actions align with what you are saying

2. The Big 5 Model

1. Extraversion- degree to which someone is sociable, assertive 2. Agreeableness- degree to which someone is good-natured, cooperative 3. Conscientiousness- degree to which someone is reliable, responsible, dependable, persistent 4. Emotional Stability- degree to which someone is calm, enthusiastic, secure, nervous, depressed 5. Openness to Experience- degree to which someone has a wide range of interests and is imaginative, fascinated with novelty, intellectual -important relationships exist between these personality dimensions and job performance

Challenges in Managing Teams: Managing Global Teams

-organization's are global and work is increasingly done by teams Group Member Resources in Global Teams- managers need to be familiar with and clearly understand the cultural differences of the groups and the group members they manage, potential for stereotyping Group Structure- conformity, status, social loafing, ad cohesiveness can be problems, groupthink tends to be less of a problem in global teams because members are less likely to feel pressured to conform to the ideas, conclusions, and decisions of the group Group Processes- communication issues often arise, not all team members speak the same language, better able to capitalize on the the diversity of ideas Manager's Role- managers must consider cultural differences Drawbacks: -dislike of team members, mistrust of members, stereotyping, communication problems, stress and tension Benefits: -greater diversity, limited groupthink, increased attention on understanding others' ideas, perspectives

Understanding Social Norms

-patterns of informal connections among individuals within groups is SOCIAL WORK STRUCTURE -because a group's informal social relationships can help or hinder its effectiveness

Factors that Influence Perception

-perceiver, in the target being perceived, or in the situation in which the perception occurs -individual's personal characteristics will heavily influence the interpretation, these personal characteristics include attitudes, personality, motives, interests, experiences, or expectations

Managing Negative Behavior in the Workplace

-preventing negative behaviors by carefully screening potential employees for certain personality traits and responding immediately and decisively to unacceptable negative behaviors can go a long way toward managing negative workplace behaviors

Cognitive Dissonance

-relationship between attitudes and behavior -is any incompatibility or inconsistency between attitudes and behavior, the theory argued that inconsistency is uncomfortable and that individuals will try to reduce the discomfort and thus the dissonance -the theory proposes that how hard we'll try to reduce dissonance is determined by 3 things: 1) the importance of the factors creating the dissonance 2) the degree of influence the individual believes he or she has over those factors 3) the rewards that may be involved in dissonance -if those factors are important, individuals may change their behavior, conclude that the dissonant behavior isn't so important, change their attitude, or identify compatible factors that outweigh the dissonant ones -towards tolerating, supporting and executing tasks which are in deep conflict with their sense of right and wrong, training, ethics, or personal values. -having to observe inappropriate and poor leadership practices to being asked to perform tasks which are not in line with procedures, norms, training, organizational or personal values. For 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 will experience significant cognitive dissonance. -

Goal Setting theory************* *know*

-says that specific goals increase performance and that difficult goals result in higher performance than do easy goals -working towards a goal is a major source of motivation -specific and challenging goals are superior motivating forces -produce higher output than general "do your best" -ex(sales rep commits to selling 8 items per day) Difficult goals- motivation is maximized by these and is stimulated by moderately challenging goals -conclusions of the goal setting theory applies to those who accept and are committed to goals -higher performance only if they are accepted -participants who actively set goals elicit superior performance, in other cases, individuals performed best when goals were assigned to them -self generated feedback has been shown to be a more powerful motivator than feedback coming from someone else -other things that influence goal-performance relationships: goal commitment, adequate self-efficacy, and national culture Commitment- most likely made when goals are made public, internal locus of control, or when goals are self set rather than assigned Self-Efficacy- an individual's belief that he or she is capable of performing a task, higher-the more confidence you have, in difficult situations, people with a low self-eff are likely to reduce their effort or give up altogether National Culture- ex( North americans- reasonably independent/ not high score on power distance, seek challenging goals/ low in uncertainty avoidance, performance is important to managers and subordinates/ high in assertiveness)

Social Network

-the patterns of informal connections among individuals -important because relationships can help or hinder team effectiveness, and can improve team goal attainment and increase member commitment to the team

Maslow's Hierarchy of needs theory******* *know*

-theory of motivation 1. Psychological needs- person's need for food, drink, shelter, and other physical stuff 2. Safety needs- person's need for security and protection from physical and emotional harm and assurance they will keep being met 3. Social needs- need for affection, belongingness, acceptance, friendship 4. Esteem needs- need for internal esteem, self respect, autonomy, achievement of external esteem factors like status, recognition 5. Self-actualization needs- need for growth, achieving one's potential, fulfillment -each level in the needs hierarchy must be substantially satisfied before the nest need becomes dominant -psychological and safety needs were considered lower-order needs (predominantly satisfied externally) -social, self esteem, and self actualization are considered higher-order needs (satisfied internally) -once a need is substantially satisfied, an individual is no longer motivated to satisfy that need

Types of Work Teams********************

-they can design products, provide services, negotiate deals, coordinate projects, offer advice, and make decisions 4 Most Common Types of Work Teams: 1. Problem-solving teams- from the same department or functional area involved in efforts to improve work activities or to solve specific problems, rarely given the authority to implement any of their suggested actions 2. Self-Managed Work team- a formal group of employees who operate without a manager and are responsible for a complete work process or segment, responsible for getting the work done and for managing themselves which usually includes planning and scheduling of work, assigning tasks to members, collective control over the pace of work, making operating decisions and taking actions on problems 3. Cross-Functional Team- a work team composed of individuals from various functional specialties (scientists, plant managers, and sales people to review and monitor product innovations) or (healthcare: a pharmacist, social worker, nutritionist, the chief ICU nurse and a therapist meet daily with every patient) 4. Virtual Team- uses technology to link physically dispersed members to achieve a common goal, members collaborate online with tools such as wide-area network, videoconferencing, fax, email, of websites, tend to be more task oriented

Organizational Communication Networks

-vertical and horizontal flows of organizational communication can be combined into a variety of patterns called COMMUNICATION NETWORKS Types of Communication Networks: Chain- communication flows accordingly to the formal chain or command, both downward and upward Wheel- represents communication flowing between a clearly identifiable and strong leader and others in the group or team All-Channel- communication flows freely among all members of a work team Grapevine- informal organizational communication network, important source of information, acts as both a filter and a feedback mechanism,pinpoints those bewildering issues that employees consider important, can't be eliminated, so managers should 'manage" is as an important information network, rumors can happen so managers should try to minimize them, companies that were highly effective communicators were 4 times a likely to report high levels of employee engagement as firms that communicate less effectively

Expectancy Theory******

-victor vroom -states that an individual tends to act in certain ways based on the expectation that the act will be followed by a given outcome an don the attractiveness of that outcome 1. Expectancy or effort-performance linkage: probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance 2. Instrumentally of performance-reward linkage: degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome 3. Valence of attractiveness of reward: importance an individual places on the potential outcome that can be achieved on the job, considers both goals and needs -"How hard do I need to work to achieve a certain level of performance and can I actually achieve that level? and How attractive is the reward to me?" -understanding an individual's goal and the linkage between effort and performance, between performance and rewards, and between rewards and individual goal satisfaction -emphasizes expected behaviors -concerned with perceptions (not reality)

Attribution Theory

-we make inferences about the behaviors of people that we don't make about objects, objects don't have beliefs, motives, or intentions, people do. -when we observe an individual's behavior, we try to develop explanations of why they behave in certain ways Attributions Theory- was developed to explain how we judge people differently depending on what meaning we attribute to a given behavior, internally cause behaviors result from outside factors, that is, the person is forced into the behavior by the situation Distinctiveness: refers to whether an individual displays different behaviors in different situations, is the employee who arrived late today the same person who employees complain of being a "goof off"? Consensus: if everyone is faced with a similar situation, responds in the same way (a tardy employee's behavior would meet this if all employees who took the same route to work were also late) Consistency: does the person engage in the behaviors regularly and consistently? -errors and biases distort our attributions, when we make judgements about the behavior of other people, we have a tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors Fundamental Attribution Error: explains why a sales manager may attribute the poor performance of her sales representative to laziness rather than to the innovative product line introduced by a competitor, own successes to internal factors, such as the ability or effort, while putting the blame for personal failure on external factors, such as luck/ tendency to explain someone's behavior based on internal factors, such as personality or disposition, and to underestimate the influence that external factors, such as situational influences, have on another person's behavior. Self Serving Bias: suggests that feedback provided to employees in performance reviews will be distorted by them depending on whether it's positive or negative/distorted by the need to maintain and enhance self-esteem, or the tendency to perceive oneself in an overly favorable manner.

External Conditions Imposed on the Group

-work groups are affected by the external conditions imposed on it such as the organization's strategy, authority relationships, formal rules and regulations, available resources, employee selection criteria, the performance management system and culture, and the general physical layout of the group's work space -organization might be pursuing a strategy of lowering costs or improving quality

Team Building Skills

-you fall back and team members catch you -helps team members bond or connect and learn to rely on one another -people don't automatically know how to be part of a team or to be an effective team member -managers must view their role as more of being a coach and developing team members in order to create more committed, collaborative, and inclusive teams

Creating Effective Work Teams***************** *know*

1) Clear Goals- members are committed to the team's goals, understand how they will work together 2) Relevant Skills- necessary technical and interpersonal 3) Mutual Trust- effective teams are characterized by high mutual trust among members 4) Unified Commitment-dedication to the team's goals and a willingness to expend extraordinary amounts of energy to achieve them 5) Good Communication- messages are clearly understood 6) Negotiating Skills- need to be able to confront and reconcile differences 7) Appropriate Leadership- effective leaders, motivate team to follow through difficult situations 8) Internal and External Support- proper training, incentives, and resources

Direction of Communication Flow

1) Downward Communication: -flows down from managers to employees -inform, direct, coordinate, an devaluate employees -assigning goals to employees, providing them with job descriptions, or evaluating performance Town Hall Meetings- CEOs use this to communicate with employees, informal public meetings where top executives relay information, discuss issues, or bring employees together to celebrate accomplishments 2) Upward Communication: -flows from employees to managers -keeps managers aware of how employees feel about their jobs, their coworkers, and the organization in general -examples include performance reports prepared by employees, suggestion boxes, employee attitude surveys, informal group sessions where employees have the opportunity to discuss problems with their manager or representative -happens more in a climate of trust and respect -highly structured environments will have it, but much less Lateral Communication: -takes place among employees at the same organizational level -frequently needed to save time and facilitate coordination -Cross functional teams rely heavily on this form -conflicts can arise if employees don't keep their managers informed about decisions made Diagonal Communication: -crosses both work areas and organizational levels -example is a credit analyst who communicates directly with a regional marketing manager about a customer's problem (different department and different organizational level) -efficiency and speed -increased email -also have potential to create problems if employees don't keep their managers informed

Managers have a wide variety of communication methods from which to choose and can use 12 questions to help them evaluate these methods:

1. Feedback- How quickly can the receiver respond to the message? (high potential- face to face, telephone, computer conference/ low potential- publications) 2. Complexity Capacity- Can the method effectively process complex messages? (high- face to face/ low- bulletin boards) 3. Breadth Potential- How many different messages can be transmitted using this method? (high- fact to face, bulletin boards, email/ low- postal mail, audio videotapes) 4. Confidentiality- Can communicators be reasonably sure their messages are received only by those intended? (high- fact to face, voice mail/ low-publications, bulletin boards, audio videotapes, teleconference) 5. Encoding Ease- Can sender easily and quickly use this channel? (high- fact to face, telephone/ low- publications) 6. Decoding Ease- Can receiver easily and quickly decode messages? (high- face to face, telephone, hotlines, voicemail/ low- memos, postal mail, fax, publications) 7. Time Space Constraint- Do senders and receivers need to communicate at the same time an din the same place? (high- face to face, group meetings, formal presentations/ low- memos, postal mail, fax, publications, voice mail) 8. Cost- How much does it cost to use this method? (high- group meeting, formal presentations, videoconferencing/ low- bulletin boards) 9. Interpersonal Warmth- How well does this method convey interpersonal warmth? (high- face to face/ low- memos, bulletin boards) 10. Formality- Does this method have the needed amount of formality? (high- postal mail, publications/ low- face to face, telephone, voicemail) 11. Scanability- Does this method allow the message to be easily browsed of scanned for relevant information? (high- memos, postal mail, fax, publication, bulletin boards/ low- formal presentations, face to face, telephone, group meetings, email, voicemail, teleconference) 12. Time of consumption- Does the sender or receiver exercise the most control over when the message is dealt with? -the method chosen should reflect the needs of the sender, attributes of the message and channel, and the receiver

5 stages of group development************* *know*

1. Forming stage: has 2 phases, first occurs as people join the group, second is defining the group's purpose, structure, and leadership, determine what types of behavior are acceptable, think of themselves as part of a group 2. Storming Stage: appropriately named because of the intragroup conflict, over who will control the group and what the group needs to be doing, relatively clear hierarchy of leadership 3. Norming Stage: is one in which close relationships develop and the group becomes cohesive, strong sense of group identify and camaraderie, group structure solidifies and the group has assimilated a common set of expectations regarding member behavior 4. Performing Stage: group structure is in place and accepted by group members, working on the group's task, however, for temporary groups-project teams, task forces, or similar groups that have a limited task to do- the final stage is adjorning 5. Adjourning: in this stage, the group prepares to disband, group focuses its attention on wrapping up activities instead of task performance -researches say that groups become more effective as it progresses through the first four stages **look up examples of these

Focus of Organizational Behavior focuses on 3 major areas

1. Individual Behavior- based predominately on contributions from psychologists, topics such as attitudes, personality, perception, learning, and motivation 2. Group Behavior- includes norms, roles, team building, leadership, and conflict 3. Organizational- aspects including structure, culture, and human resource policies and practices

Additional Personality Insights

1. Locus of control: internal- believe they can control their own fate, external- believe they are controlled by outside forces and are less likely to be satisfied with their jobs 2. Machiavellianism: named after Niccolo Machiavelli, on how to gain and manipulate power, maintains emotional distance, "if it works, use it", jobs that require bargaining skills 3. Self- Esteem: degree to which people dislike themselves, directly related to expectations for success, low SEs are more susceptible to external influence than high Ses. Low SEs are dependent on receiving positive evaluations from others, more likely to seek approval from others 4. Self-Monitoring: refers to the ability to adjust behavior to external, situational factors, individuals high in self monitoring show considerable adaptability in adjusting their behavior, high self monitoring managers tend to be more mobile in their careers 5. Risk Taking: how much risk people are willing to take

Shortcuts Used in Judging Others

Assumed Similarity: or the "like me" effect, the observer's perception of others is influenced more by the observer's own characteristics than by those of the person observed Stereotyping: judging someone on the basis of our perception of a group he or she is part of, we're using the short called this Halo Effect: when we form a general impression about person on the basis of a single characteristic, such as intelligence, sociability, or appearance, we're influenced by this

Examples of formal work groups

Command- groups determined by the organizational chart and composed of individuals who report directly to a given manager Task groups- composed of individuals brought together to complete a specific job task, their existence is often temporary because when the task is completed, the group disbands Cross-functional teams- bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others' jobs managed teams- essentially independent, in addition to their own tasks, take on traditional managerial responsibilities, such as hiring, planning, scheduling, and evaluating performance

exhibit 13-5 Group cohesiveness and productivity

alignment of group and organizational goals: low= decrease in productivity, no significant effect on productivity high= string increase in productivity, moderate increase in productivity Cohesiveness: low=moderate increase in productivity, no significant effect on productivity high= strong increase in productivity, decrease in productivity

Attitudes***********

are evaluative statements- favorable or unfavorable, concerning objects, people, or events, reflect how an individual feels about something "I like my job"

Methods of Interpersonal Communication:********** *know*

before communication can take place, a purpose expressed as a MESSAGE must exist. it passes between a source, (the sender) and a receiver. The message is converted to symbolic form (called ENCODING) and passed by way of some medium (CHANNEL) to the receiver, who retranslates the sends's message (called DECODING).

Attitude is made up of 3 components

cognitive, affect, and behavior

Effective Interpersonal communication: Barriers to Communication

Filtering- deliberate manipulation of information to make it appear more favorable to the receiver (when a person tells their manager what the manager wants to hear, or info is being communicated up through organizational levels is condensed by senders ), the more vertical levels in an organization and organizational culture, the more filtering happens. the more collaborative, it is less of a problem, email reduces filtering Emotions- influences how he or she interprets information, we often disregard our rational and objective thinking processes and substitute emotional judgements Information Overload- when information exceeds our processing capacity, today's employees complain about this, the demands to keeping up with email, texts, phone calls, meetings, can create onslaught of data, this tends to make employees pass over, forget, or selectively choose or ignore information, ineffective communication Defensiveness- feel you are being threatened, hinder effective communication and reduce their ability to achieve mutual understanding, become defensive-verbally attacking others, making sarcastic remarks, being overly judgmental, or questioning other's motives Language-words mean different things to people, age, education, and cultural background are 3 of the more obvious variables/ in the same organization, people in different departments can have different JARGON- specialized terminology or technical language National Culture- US: individualistic- information is more clearly spelled out and formal, memos, reports/ Japan: Collectivism- more interpersonal, would talk to a person face to face before making a formal document

Organizational Communiation************

Formal Communication: -takes place within the prescribed organizational work arrangements (manager asks an employee to complete a task, employee communicates a problem to the manager) Informal Communication: -employees talk to one another at lunch, break room -not defined by the organization's structural hierarchy 1. permits employees to satisfy their need for social interaction 2. can improve an organization's performance by creating alternative, and frequently faster and more efficient, channels of communication

Information Technology and Communication

How Technology Affects Managerial Communication: -significantly improved a manager's ability to monitor individual and team performance, has allowed employees to have more complete information to make faster decisions, and has provided employees ore opportunities to collaborate and share information -fully accessible at any time, any place 1) Networked System: -organization's computers are linked -members can communicate with each other and tap information whether they are down the hall or across the world -email, instant messaging, social media like blogs, wikis, and twitter, voicemail, teleconferencing, videoconferencing 2) Wireless Capabilities: -internet access available through WIFI or WIMAX hotspots -employees don't have to be at their desk to communicate

Designing Motivating Jobs*******

Job Design- refer to the way tasks are combined to form complete jobs -managers should design jobs deliberately and thoughtfully to reflect the demands of the changing environment, the organization's technology, and employees' skills, abilities, and preferences Job Enlargement- early effort at overcoming the drawbacks of job specialization involved horizontally expanding a job through increasing JOB SCOPE- the number of different tasks required in a job and the frequency with which these tasks are repeated, (dental hygienist could be enlarged by not just cleaning teeth, but also pulling patients files, and refiling them when finished, and sanitizing) this is job enlargement -knowledge enlargement activities lead to more job satisfaction, enhanced customer service, and fewer errors Job Enrichment- vertical expansion of a job by adding planning and evaluating responsibilities, increases JOB DEPTH, which is the degree of control employees have over their work, empowered to assume some of the tasks typically done by managers, entire activity with increased freedom, get feedback (dental hygienist cleans teeth, but also could schedule appointments (planning) and follow up with patients (evaluating) Job Characteristics Model- neither approach above provided effective framework for managers to design motivating jobs, but the JOB CHARACTERISTICS MODEL (JCM) does- identifies 5 core job dimensions, their interrelationships, and their impact on employee productivity, motivation, and satisfaction 1. Skill variety: degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents 2. Task Identity: degree to which a job requires completion of a whole and identifiable piece of work 3. Task Significance: degree to which a job has substantial impact on the lives or work of other people 4. Autonomy: degree to which job provides substantial freedom, independence, and discretion in scheduling work and determining the procedures to be used in carrying it out 5. Feedback: degree to which doing work activities required by a job results in an individual obtaining direct and clear information about the effectiveness of his or her performance -if first 3 dimensions exist in a job, we can predict that the person will view his or her job as important, the employee will know how effectively they are performing -JCM suggests that employees are likely to be motivated when they learn that they personally performed well on tasks that they care about -links between job dimensions and outcomes are moderated by the strength of the individual's growth need - people with a high growth need are more likely than low growth need people to experience the critical psychological states and respond positively when their jobs include the core dimensions JCM provides suggestions for this: 1. combine tasks: put fragmented tasks back together to form a new, larger work module 2. Create Natural work units: design tasks that form an identifiable and meaningful whole to increase employee "ownership" of the work, encourage employees to view their work as meaningful 3. Establish client (external of internal) relationships: direct relationships with workers and their clients to increase skill variety, autonomy, and feedback 4. Expand Jobs Vertically: gives employees responsibilities and controls that were formally reserved for managers, increase employee autonomy 5. Open Feedback Channels: lets employees know how well they are doing and whether performance is improving or not Redesigning Job Design Approaches- -JCM may not be totally appropriate for today's jobs that are more service and knowledge oriented -RELATIONAL PERSPECTIVE OF WORK DESIGN- focuses on how employees tasks are increasingly based on social relationships, employees rely more and more on those around them for information and advice, managers need ti look at important components of those employee relationships such as access to and level of social support in an organization, types of interactions outside an organization, amount of task interdependence and interpersonal feedback -PROACTIVE PERSPECTIVE OF WORK DESIGN- employees are taking the initiative to change how their work is performed, more involved in decisions and actions, amount of ambiguity and accountability, job complexity, level of stressors and social or relationship context -HIGH INVOLVEMENT WORK PRACTICES- designed to elicit greater input or involvement from workers, level of employee proactivity, more involved in decisions that affect their work, like employee empowerment

2. and 3. Job Involvement and Organizational Commitment**** identify

Job Involvement- is the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to his of her self worth, high levels of job involvement have been found to be related to fewer absences, lower resignation rates, and higher employee engagement with their work Organizational Commitment- is the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization, leads to lower levels of both absenteeism and turnover and, in fact, is a better indicator of turnover than job satisfaction/ Affective commitment is your emotional attachment to an organization. If you have a high level of affective commitment, you enjoy your relationship with the organization and are likely to stay./ Continuance commitment is the degree with which you believe that leaving the organization would be costly. If you have a high level of continuance commitment, you will stay with an organization because you feel that you must stay./ Normative commitment is the degree you feel obligated to the organization or believe that staying is the right thing to do./ higher in organizations that value loyalty and systematically communicate the fact to employees with rewards, incentives and other strategies. Perceived Organizational Support- employees' general belief that their organization values their contribution and cares about their well being, shows that the commitment of the organization to the employee can be beneficial

Communication Process (everything to the flashcard before) can be disrupted by...********************

NOISE- disturbances that interfere with that transmission, receipt, or feedback of a message ex( illegible print, phone static, not paying attention by the receiver, background sounds) -creates a distortion at any point in the communication process

Group Structure******************* *know*

Roles: -refers to behavior patterns expected of someone occupying a given position in a social unit - roles are generally oriented toward either getting work done of keeping group members happy -a problem arises when individuals play multiple roles and adjust their roles to the group to which they belong at the time Norms: -standards or expectations that are accepted and shared by a group's members -dictate things such as work outputs levels, absenteeism, promptness, and the amount of socializing on the job -work groups typically provide their members with explicit cues on how hard to work, level of output expected, when to look busy, when it's acceptable to goof off -if the norm is more formal dress, anyone who dresses casually may face subtle pressure to conform, loyalty norms will influence whether individuals work late, work on weekends, or move to locations they might now prefer to live -someone who normally wouldn't engage in such behavior might be more likely to do so were more likely to lie, cheat, and steal than individuals working alone Conformity: -group members often want to be seen as one of the group and avoid being visibly different -but conformity can go too far, especially when an individual's opinion differs significantly from that of others in the group -exerts intense pressure on the individual to align his or her opinion to conform to others' opinions, a phenomenon known as... GROUPTHINK -hold a positive group image they want to protect and when the group perceives a collective threat to this positive image Status Systems: -is a prestige grading, position or rank within a group -especially when individuals see a disparity between what they perceive their status to be and what others perceive it to be -education, age, skill, experience Group Size: -"Two pizza" -limits groups to 5 or 7 people depending on team member appetites -group size affects performance and satisfaction -research indicates that small groups are faster than larger ones at completing tasks -for groups engaged in problem solving, large groups consistently get better results than smaller ones -a dozen or more members- are good for getting diverse input, better for larger groups to find facts -better for smaller groups to do something productive with those facts Social Loafing- which is the tendency for an individual to expend less effort when working collectively than when working individually -managers use groups, they must find a way to identify individual efforts Group Cohesiveness: -the degree to which members are attracted to a group and share the group's goals -however, the relationship between cohesiveness and effectiveness is complex, degree to which the group's attitude aligns with its goals or with the goals of the organization Group Processes: -communication, decision making, conflict management -positive process factor is the synergy of 4 people on a marketing research team who are able to generate far more ideas as a group than the members could produce -positive process factor is the synergy of 4 people on a marketing research team who are able to generate far more ideas as a group than the members could produce individually -determine group performance and satisfaction Group Decision Making: -Advantages: -more complete information and knowledge -a diversity of experience and ideas -increased acceptance of a solution -groups generate more complete information and knowledge -Disadvantages: -groups almost always take more time to reach a solution than it would take an individual, dominant and vocal minority can heavily influence the final decision, members share responsibility -accuracy, creativity, and degree of acceptance are important, then a group decision may work best -is speed and efficiency are important, then an individual decision may be the best Conflict Management:************** -Conflict: is perceived incomparable differences resulting in some form of interference or opposition -Traditional View of Conflict: argues that conflict must be avoided- that indicates a problem within the group -Human Relations View of Conflict: argues that conflict is a natural and inevitable outcome in any group and need not be negative but has potential to be a positive force in contributing to a group's performance -Interactionist View of Conflict: proposes that not only can conflict be a positive force in a group but that some conflict is absolutely necessary for a group to perform effectively -Functional Conflicts: constructive and support the goals of the work group and its performance -Dysfunctional Conflicts: destructive and prevent a group from achieving its goals When is conflict functional and dysfunctional? Task conflict- relates to the content and goals of the work Relationship conflict- focuses on interpersonal relationships (almost always dysfunctional) Process conflict- refers to how the work gets done (for it to be productive, it needs to be kept to a minimal) -manager must try to judge that intelligently -conflict levels are too high, managers can select from five conflict management options; avoidance, forcing, compromise, and collaboration **find examples of these

Other Personality Types

Type A: more stressed, continually and aggressively struggling to achieve more and more in less and less time, deadlines Type B: isn't harried by the desire to achieve more and more, don't suffer from a sense of time urgency and are more relaxed Proactive Personality: people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs, more likely to be seen as leaders Resilience- an individual's ability to overcome challenges and turn them into opportunities

Group Performance and Satisfaction

Why are some groups more successful than others? -abilities of the group's members, the size of the group, the level of conflict, and the internal pressures on members to conform to the group's norms

Personality Types in Different Cultures

country's culture influences the dominant personality characteristics of its people locus of control: north americans believe they can dominate their environment but Middle eastern people believe life is essentially predetermined

Equity Theory******

fair- what is equitable equity- fairness and equitable treatment compared with others who behave in similar ways, employees compare themselves to others and that inequities influence how much effort employees exert Equity theory- developed by john stacey adams, says employees compare what they get from a job (outcomes) in relation to what they put in (inputs) and then compare their inputs -outcomes ratio with the ratios of other -if the ratio is inequitable, she views herself as under rewarded or over rewarded and could result in higher or lower productivity, improved or reduced quality of output -Referent- other person, systems, or selves individuals compare themselves against in order to assess equity (important variable in the theory) -"persons" category includes individuals with similar jobs in same organization but also friends, neighbors, associates -"system" includes organizational pay policies, procedures, and allocation -"self" includes inputs-outcomes ratios that are unique to the individual equity theory is focused on DISRUPTIVE JUSTICE, the perceived fairness of the amount and allocation of rewards among individuals -PROCEDURAL JUSTICE, perceived fairness of the process used to determine that distribution of rewards -disruptive justice has a greater influence on employee satisfaction that procedural justice, while procedural justice tend to affect an employee's organizational commitment, trust in their boss and intention to quit -by increasing the perception of procedural justice, employees are likely to view their bosses and the organization as positive even if they are dissatisfied with pay, promotions, etc.

Work team

groups whose members work intensely on a specific common goal using their positive synergy individual and mutual accountability and complementary skills

Employee Engagement

highly engaged employees are passionate about and deeply connected to their work, following factors as contributing to employee engagement: respect, type of work, work-life balance, providing good service to customers, base pay, people you work with, benefits, long term career potential, learning and development opportunities, flexible work, promotion opportunities, and variable pay/ bonuses

Attitudes and Consistency

individuals try to reconcile differing attitudes and align their attitudes and behavior so they appear rational and consistent, when they encounter an inconsistency, individuals will do something to make it consistent by altering the attitudes, altering the behavior, or rationalizing the inconsistency

1. Employee Productivity

is a performance measure of both efficiency and effectiveness, managers want to know what factors will influence the efficiency and effectiveness of employees

6. Workplace Misbehavior

is an intentional employee behavior that is potentially harmful to the organization or individuals within the organization, examples include deviance, aggression, antisocial behavior, and violence, playing loud music at work just to irritate coworkers

4. Organizational Citizenship Behavior (OCB)

is discretionary behavior that's not part of an employee's formal job requirements but promotes the effective functioning of the organization, examples of good OCBs include helping others on one's work team, volunteering for extended job activities, avoiding unnecessary conflicts, and making constructive statements about one's work group and the organization

2. Affective Component

is the emotional or feeling part of an attitude "I don't like Pat because he discriminates against minorities"

2. Absenteeism

is the failure to show up to work

3. Turnover

is the voluntary and involuntary permanent withdrawal from an organization, it can be a problem because of increased recruiting, selection, and training costs and work disruptions

Managers are concerned about the job-related attitudes:

job satisfaction, job involvement, and organizational commitment

Leadership Theories: Leadership traits theories

leadership (process of leading, not the person) 8 traits with an effective leader 1. Drive 2. Desire to lead 3. Honesty and Integrity 4. Self-confidence 5. Intelligence 6. Job0relevant knowledge 7. extraversion 8. Proneness to guilt -leaders behavior is key

Self awareness

need to know yourself before you can know others

1. Cognitive Component

of an attitude refers to the beliefs, opinions, knowledge, or information held by a person "discrimination is wrong"

Attitude Surveys********

present the employee with a set of statements of questions eliciting how they feel about their jobs, work groups, supervisors, of the organization, attitude score is achieved by summing up responses to individual questionnaire items

Motivation

process by which a person's efforts are energized, directed, and sustained toward attaining a goal 3 key elements: 1. energy- element is a measure of intensity, drive, and vigor, puts forth effort and works hard 2. Direction- high levels of effort don't necessarily lead to favorable job performance unless the effort is channeled in a direction that benefits the organization 3. Persistence- employees are persistent in putting forth effort to achieve their goals

Leadership*****

process of leading a group and influencing that group to achieve its goals -all manager should be leaders -groups often have informal leaders

1. Job Satisfaction

refers to a person's general attitude toward his or her job, people with a high level of job satisfaction has a positive attitude toward his or her job How Satisfies are employees? -it is more likely that the reports of higher satisfaction among higher-income levels reflect those factors rather than the pay itself Satisfaction and Productivity: happy workers were productive workers, correlation between satisfaction and productivity is fairly strong Satisfaction and Absenteeism: although research shows that satisfies employees have lower levels of absenteeism than dissatisfied employees, the correlation isn't strong Satisfaction and Turnover: research on the relationship between satisfaction and turnover is much stronger, satisfied employees have lower levels of turnover, while dissatisfied employees have higher levels of turnover Job Satisfaction and Customer Satisfaction: frontline employees who have regular contact with customers, the answer is yes, satisfied employees increase customer satisfaction and loyalty, more likely to be friendly, upbeat, and responsive Job Satisfaction and OCB: research suggests a modest overall relationship between job satisfaction and OCB, but the relationship is tempered by perceptions of fairness, it can have a positive benefit to organizations Job Satisfaction and Workplace Misbehavior: how they will respond

3. Behavioral Component

refers to an intention to behave in a certain way toward someone or something

Functions of Communication*******************

serves 4 functions: 1. acts to CONTROL employee behavior in several ways, informal communication also controls behavior, when a work group teases a member who is working too hard and ignoring social norms, they're informally controlling the member's behavior 2. Communication acts to MOTIVATE by clarifying to employees what is to be done, how well they're doing, and what can be done to improve performance if it's not up to par 3. Social interaction, communication provides a release for EMOTIONAL EXPRESSION of feelings and for fulfillment of social needs 4. INFORMATION- communication provides this, need this to get things done

Leader*****

someone who can influence others and who has managerial authority

Behavior- actions of people Organizational Behavior---->

the study of the actions of people at work

Workplace Design and Communication

workplace design should successfully support 4 types of employee work: 1. Focused- when an employee needs to concentrate on completing a task 2. Collaboration- employees need to work together to complete a task 3. Learning- employees are engaged in training or doing something new and could improve both focused work and collaboration 4. Socialization- employees informally gather to chat or exchange ideas -workplace design needs to accommodate these organizational and interpersonal communications-all directions and all types- in order to be most effective 1) Open Workplaces- many organizations are doing this, include few physical barriers and enclosures -Visibility and density -if it is important that employees communicate and collaborate, managers need to consider this but make sure there is an area that employees can talk privately 2) Availability of adjustable work arrangements, equipment, and furnishings -adjustable partitions -make sure you can move around furniture