test2

Groupthink Know the three groupthink symptoms Illusion of invulnerability Close-mindedness Illusion of unanimity and self-censorship

Groupthink occurs when the desire for cohesion short-circuits the problem solving process so ideas are not really examined Limited discussion to only a few alternatives No consideration of values in the choices or objectives to achieve No reexamination of initially favored actions for risks and drawbacks Failure to consider potential problems Little or no attempt to consult experts outside the group Demonstrate selection bias Little deliberation about decision No back-up plan

Groupthink Antecedents

High cohesion Structural faults (group isolation) External threat (deadline)

Groupthink Symptoms

Illusion of invulnerability Close-mindedness to other ideas and demonize those who oppose them Illusion of unanimity and self-censorship

5 styles of managing

Impoverished Management Country Club Management Authority Compliance Management Middle-of-the-Road Management Team Management

Average Supervisor Communication Style

Interaction patterns( communicating job responsiblities, also personal life) Openness to communication (willingness of both parties to talk and listen Upward distortion (com - boss usually only positive. Upward influence (brag to boss so she talks u up to other boss) Semantic information distance (understanding) Effective vs. ineffective supervisors (supervisors dont bitch they encourage u to do things etc) Feedback( pos feedback = better subordinates Systemic factors(location in hierarchy has influence on ss com- high levl develop open com w subordinates

Satisficing

Method of dealing with data overload Search for "a good enough" solution (not necessarily the best) Saves time Involves evaluation and adjustment to decision

Applying the three research perspective to organizational culture

Post- positivist perspective Interpretive perspective Critical perspective

Pivitol Norms (type of organizational norm)

Required norms. Rules

alternative decision making process

Satisficing Garbage Can Model Retrospective Rationality Faulty Decision-Making Groupthink

Situational Models of Managerial Leadership

Situations vary in Task structure(routine & certain vs unpredictable the situation is) Leader-member relationships(the degree of trust members have w mngr in the situation Position Power(authority associated with position) autocratic in some situations laissez faire in others assumes a stable contect

emotion toward work

The general affect or emotion that a person has about the workplace

prescriptive model of decision making

a model that tells us how we "ought" to make decisions or solve problems but that takes into account actual circumstances. Jhn Deweys reflective thinking model

chart on 5 methods of analyzing organizational culture

all 5 are values & beliefs.

three approaches to culture

an integrated perspective, a differentiated perspective, and a fragmented(segmented) perspective.

ethnography

anthropologist's written or filmed description of a particular culture Gaining access to join the organization Participate and observe organization Conducting interviews Write description of organizational culture

the critical perspective

areas of oppression nepotism- unequal opportunities

4 components of organizational culture

artifacts, values, assumptions, interactions of various members.

Contingency Models of Managerial Leading

assumes Situations change over time; thus, management styles must also change Path-goal model - directive, supportive, participative, achievement-oriented Hersey and Blanchard model (motivate employees up until they are good on their own)

Emotional Labor

being fake af (restaurant worker to rude customer)

"assumptions" of organizational culture

certain way things are done that arent questioned.

Charismatic Leadership

charismatic, influential, wants to achieve early success, Self-confidence, effective communication skills, belief in their own morality, a need to influence others Develop loyal followers, provides labor and source of recruitment Routinization of Leadership Delegate routine org matters to others Ceremonial rites or rituals to make addressing the problem a routine part of organization's work *mary kay-

Peer Communication

comm between individuals at the same level of authority just as important as sup-sub

emotion work

dealing w others emotions emotions in response to their work- genuine(emptahy for dying patient)

Democratic manager

decisions are made as a group , employees ARE asked their opinions

Garbage Can Model

disregards premises of rational decision-making & the systematic processes of the descriptive models describes decision making as occurring in an almost random or chaotic manner decisions can occur when streams of choices, attention, problems, solutions, & participants accidentally come together. can begin @ diff times in any order

an integrated perspective (approach to culture)

embrella culture- unifies the organization. focuses on concensus, and agreement. finding artifacts, values and assumptions that r common among organizational members.

emotion with work

emotions that emerge through relationships and interactions with other employees in the workplace- movemnt towards goals

emotion at work

emotions we have that arent work related. hindered ability to do work- death illness

a fragmented approach (segmented approach) (approach to culture)

examines complexity of the culture as expressed through ambiguty and inconsistency. recognizes certain aspects of a culture are interpreted in many different ways- it is difficult to understand singular cultural ideas.

a differntiated perspective (approach to culture)

focus on differences to see if they represent subcultures

Dialectical Theory and Managerial Leadership

hard to balance the following but must manage the two options simultaneously Task and relational focus Directing and facilitating Process and outcome Structure and flexibility Talking and listening Internal focus and external focus

team management

high concern for people, high concern for production committed individuals working together for common goals & positive relatiionships

Country Club Management

high concern for people, low concern for production thinks if employees are happy, goals will be met

defining organizational norms

indicator of an organizations culture- are artifacts that represent its values & assumptions. reveals which members behaviors are appropriate expressions of the organizations values.

faulty decision making

ineffective decisions led to significant problems, wheras alternative choices would have been more effective.groupthink is the most famous explanation of ineffective decision making

Supervisor-Subordinate Communication

interpersonal relationship between supervisor and subordinates, how they communicate and maintain their relationship. divided into 3 parts: average supervisor com style, differentiated, and influence of supervisor- subordinate communication

"values" of organizational culture

key principles or attitudes that organizational members hold. customer service

Transformational Leadership

leader that changes an organizations culture Process for converting others to leader's vision End old routines(moving to a new place) Neutral phase(time out, ppl are separated from old ways and adjust Practice new routines (resist regression to old ways)

Impoverished Management

low concern for people and production laisez faire but involves neglect not delegating

Authority-Compliance Management

low concern for people, high concern for production similar to autocratic leader

mentoring communication

mentor seen as a guide (tal or far) mentor assists and can gain benefits from mentoring. being a mentor increases feelings of motivation & positivity. to old ppl who r stagnant. helps ppl adjust faster help experienced ppl advance (not on improving org productivty & outcomes, only on assisting career

Metaphor Analysis

metaphors reveal values & beliefs Interviewees talk about work experience Identify common metaphorical language Grouping metaphors into unifying themes Draw conclusions about culture ex: disney

post positivist perspective

mngmt tool positive outcomes quality over atmospher

Descriptive Models of Decision Making Phase Model (Fisher 1970

observing groups in labs or natural settings then analyzing their communication processes to describe how groups make decisions

Analyzing Organizational Culture

organizational culture mainly studied using qualitative methods. there are 5- script analysis, ritual analysis, metaphor analysis, reflective comment analysis, and ethnography

Peer Social Support

peers help cope w stressors and reduce neg effects. 3 types of social support: Instrumental support - tangible or physical assistance Informal support - insight or advice Emotional support - sympathy and empathy in dealing with stress

Interaction of Supervisor and Peer Communication

people are aware of rltsphs between sub &sup- type of LMX rel affects interpersonal com w peers. (u see s1 u like being the "teachers pet" u will flock to them so that they will pass ideas to sup. (only if deserved) if ppl think the prsn doesnt deserve high lmx then they r a kiss ass- isolation in overseerer if the person seems they r good every1 will think boss is an ass for not gvng person recognition.

phase model (descriptive model)

phases groups go thru- have intro phase, then disagreement & evaluation, then coming together. a) orientation(introducing urself, voice attitudes, social relationships, but very ambiguos b) conflict (less ambiguous, voice opinions, form aliances, disagreement dominant communication) c) emergence (find areas of agreement & reduce discussions ambiguity increases, unified no subgroups d)reinforcement (group reaches consensus)

"artifacts" of organizational culture

physical structures, language, rituals and ceremonies, stories and legends (mission statement being posted, cubicles, sights & sounds)

the three types of organizational norms

pivotal, relevant, peripheal.

Organizational Leadership

ppl top of hierachy who lead that r different from managerial leaders bc organizational leaders have greater potential to influence culture. four common types: charismatic leadership, visionary leadership, transformational leadership, and institutional leadership.

Influence(Outcomes) of Supervisor-Subordinate Communication

productive and happy ppl stay at job.

emotion management

professionalism- neutral or slightly positive demeanor.too positive is unprofessional. not everyone has the same understanding of professionalism.

"interactions of various members" of organizational culture

questioning assumptions can change or challenge culture.

middle of the road management

reflects a moderate amount of concern for both people and production satisfying

Metaphor Analysis

reveal values & beliefs Interviewees talk about work experience Identify common metaphorical language Grouping metaphors into unifying themes Draw conclusions about culture ex: disney

Peripheral Norms

rules not written or important minor consequence for violating (taking someones seat at a business meeting)

Interpretive Perspective

shared meaning focuses on acquiring an in-depth understanding of peoples' experiences ORGANIZATIONAL CULTURE GREW OUT OF THIS but can be studied thru post pos and critical too

Managerial or Group Leadership

studying this has been investigated as leadership traits, management styles, situational leadership, contingency leadership, and external group leadership.

laisez faire management

subs can make decisons and do what they choose mngr gives no communication

Ritual Analysis

symbolic affairs that usually mark changes or turning points. Identify a ritual Classify the ritual Consider characteristics of the ritual Draw conclusions about values and practices of organization's culture

Defining Organizational Culture

the set of artifacts, values, and assumptions that emerge from the interations of various members.

alternative descriptive models

the spiral model(ppl move from orientation to conflict etc etc) multiple sequence model(3 tracts that overlap and occur at same time: task process activities related to managing its task, relational activities related to managing relationships in groups, & topical focus activities related to specific issues or arguments) vigilant interaction theory- what problems need to be addressed? what to achieve or accomplish what are the choices available to us? what are the positive & neg aspects of these choices

Autocratic manager

"do this, don't ask any questions"; employees have little to say; these managers are good in critical situations no communication from subs

institutional leadership

(different than other 3) not focused on creating or changing an orgs culture- focuses on MAINTAINING the culture may seem like managerial leadership different bc the leader is in the position to decide to sustain culture actively, encourages others to Actively maintains existing organizational culture Sustains the mission, distinctiveness, and organizational culture Embodies values and practices of organizational culture Defends organizational culture Refines organizational culture

Differentiated Supervisor Communication Style and LMX theory

(mgmt has fav workers) Partnership relationships (high LMX relationships) Higher trust Share more information More promotional opportunities Overseer relationships (low LMX relationships) Lower trust Share only enough information to allow subordinate to do job no promotional opportunities Middle-group relationships Relationships between the two extremes Short-lived Relationship development Personal characteristics Perceived similarities Length of time in relationship

models of management styles

Autocratic manager Democratic leadership Laisse-faire management

Vit to deweys model

BOTH focus on defining problem considering positive & negative aspects of choices vit has more flexibility for decision making, dewey's is step by step linear wheras vit not important ordr.

Relevant Norms (type of organizational norm)

Behavioral patterns that are less likely to be written down, yet violating them will not likely result in termination, but rather limit success in the organization. (EX: Submitting work at the last minute possible).

Managerial Leadership as Traits

Certain traits do not guarantee leadership success, but they can be helpful, depending on the goals of the group Cognitive abilities Ambition Responsibility, initiative, persistence, and self-confidence in making decisions Integrity Knowledge Ability to create a positive culture

visionary leadership

Create a vision and make distinction between leader and manager Communicate the vision effectively Develop trust through positioning Self-management or positive self-regard

Retrospective Rationality

Decision makers go backward after they perceive a decision to have been effective, and then creating a rational description of the decision-making process. Even though the decision was without organization, the decision-maker makes it look like a rational process. Impression management strategy

steps of the prescriptive model of decision making (john dewey)

Define and limit problem(narrow down the problem) Establish criteria for evaluating a solution(what the solution must do) consider alternative solutions(brainstorming) Consider advantages and disadvantages of solutions(compare solutions) Implement best solution

Emotion Management in Interpersonal Interactions (Pg. 201) Types of Emotions (Pg. 203)

Emotional Labor Emotion Work Emotion with Work Emotion at Work Emotion Towards Work

Dark Side of Managerial and Organizational Leadership

Ethical leaders must exhibit Moral sensitivity(how different courses of action will affect others) Moral judgment(choosing appropriate actions from above options) Motivation(choice needs to come from moral values & concern for others rather than gaining wealth or power) Moral action(implementing choice)

script(narrative) analysis

Find frequently repeated story Network(s) in which story is told Rites or rituals Heroes and villains Values and behaviors promoted by story