Buad 304 Final

Outcome Interdependence

"the degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions."

Organizational socialization

"the process by which individuals acquire the knowledge, skills, attitudes, and behaviors required to assume a work role."

Organizational culture

"the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.". Culture shapes behaviors by facilitating collective commitment.

Group

(1) two or more freely interacting individuals who (2) share norms and (3) goals and (4) have a common identity.

(team adaptive) Capacity

(adaptability) is the ability to make needed changes in response to demands put on the team. It is fostered by team members who are both willing and able to adapt to achieve the team's objectives.

12 mechanisms for creating culture change

1) formal statements 2) the design of physical space, work environments, and buildings 3) slogans, language, acronyms, and sayings 4) deliberate role modeling, training programs, teaching, and coaching by others 5) explicit rewards, status symbols, and promotion criteria 6) stories, legends, or myths about key people and events 7) organizational activities, processes, or outcomes 8) leader reactions to critical incidents and organizational crises 9) rites and rituals 10) the workflow and organizational structure 11) organizational systems and procedures 12) organizational goals and criteria throughout the employee cycle

3 levels of organizational culture

1. observable artifacts 2. espoused (and enacted) values 3. basic assumptions

4 creative performance behaviors

1: Problem formulation/definition: Problem formulation is the familiar Step 1 in our 3-Step Problem-Solving Approach. The practice of accurately defining the problem will enhance your creativity, and it requires System 1 thinking (System 1 thinking is intuitive and mainly unconscious). 2: Preparation/information gathering: The preparation stage reflects the notion that creativity starts from a base of knowledge. Experts suggest that creativity arises from the convergence of tacit and explicit knowledge 3: Idea generation: Generating ideas requires making new mental connections about the task or problem at hand. This behavior is emphasized in brainstorming and calls for System 1 thinking 4: Idea evaluation/validation: Selecting the most creative and promising idea from among multiple options relies on System 2 thinking (System 2 thinking is analytical and mainly conscious).

Formal vs Informal Groups

A formal group is assigned by an organization or its managers to accomplish specific goals. Such groups often have labels: work group, team, committee, or task force. An informal group exists when the members' overriding purpose in getting together is friendship or a common interest. Formal and informal groups often overlap, such as when a team of analysts plays tennis after work.

Effective Virtual Team Participation and Management

Adapt your communications, share the love, Develop productive relationships with key people on the team, be a good partner, be available, document the work, provide updates, select the right people, use your communication skills

takeaways of behavioral theory

Behavior is more important than traits when it comes to leaders' effectiveness.Our mantra for leaders is, "Every behavior matters." Leader behaviors can be systematically improved and developed. Organizations should continue to invest in leadership development programs. There is no one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand.

Charters and Strategies

Both researchers and practitioners urge groups and teams to plan before tackling their tasks, early in the group development process (the storming stage). These plans should include team charters and implement team performance strategies

Reina Model

Build back trust: Acknowledge what caused trust to be lost, allow constructive discussion of feelings/emotions, get and give support to others, reframe the experience from being a victim to looking at options/choices, take responsibility, forgive yourself and others, let go and move on.

ARES What Google Learned from its Quest to Build the Perfect Team.

Business schools put emphasis on team based learning b/c bulk of modern work is team based Group norms Norms are the traditions, behavioral standards and unwritten rules that govern how we function when we gather Successful teams share some norms The right norms, how teammates treat each other, raise groups collective intelligence and success levels 2 things all good teams had Everyone speaks in roughly the same proportion Skilled at knowing how others felt based on tone of voice (listen to each other and show sensitivity to others needs)

Stereotype Formation and Maintenance

Categorization. We categorize people into groups according to criteria (such as gender, age, race, and occupation). Inferences. Next, we infer that all people within a particular category possess the same traits or characteristics: women are nurturing, older people have more job-related accidents, African Americans are good athletes. Expectations. We form expectations of others and interpret their behavior according to our stereotypes. Maintenance. We maintain stereotypes by: Overestimating the frequency of stereotypic behaviors exhibited by others. Incorrectly explaining expected and unexpected behaviors. Differentiating minority individuals from ourselves

changing

Changing is where the rubber meets the road. Because change calls for learning and doing things differently, this stage entails providing employees with new information, new behavioral models, new processes or procedures, new equipment, new technology, or new ways of getting the job done.

The 3 Cs of Effective Teams

Charters and strategies Composition Capacity

3 components of a team player

Committed, Collaborative, Competent. The three Cs are the "cover charge" or the bare minimum to be considered a team player. Effective team players don't just feel the three Cs—they display them.

How to foster collaboration

Communicate expectations. Clarifying roles and responsibilities for each team member is essential. Identify and communicate both individual and team accountability. Set team goals. SMART goals for teams are a good place to start, but also review goals regularly as a team (weekly, monthly, or quarterly). Be sure individual roles and responsibilities align with team goals. Encourage creativity. Create a safe environment where employees can take risks without fear of humiliation or career damage. Nurture a "can do" attitude within the team, and foster it by asking why or why not instead of saying yes or no. Build work flow rhythm. Technology can be of great assistance. Project management software as well as other scheduling tools can help team members know exactly what they need to do and when. This can greatly assist in their coordination efforts and help assure that interdependent needs of team members are met. Leverage team member strengths. Set individuals up to win by identifying and utilizing their strengths. The key to realizing the benefits of the team is to appropriately utilize the strengths of its individual members.

3 forms of trust

Contractual trust. Trust of character. Do people do what they say they are going to do? Do managers and employees make clear what they expect of one another? Communication trust. Trust of disclosure. How well do people share information and tell the truth? Competence trust. Trust of capability. How effectively do people meet or perform their responsibilities and acknowledge other people's skills and abilities?

coordination of effort in an organization

Coordination of effort is achieved through formulation and enforcement of policies, rules, and regulation.

Conscious Coordination aspect of organizations

Coordination of effort: is achieved through formulation and enforcement of policies, rules, and regulations. Aligned goals: start with the development of a companywide strategic plan. These strategic goals are then cascaded down through the organization so employees are aligned in their pursuit of common goals. Division of labor: occurs when the common goals are pursued by individuals performing separate but related tasks. Hierarchy of authority: also called the chain of command, is a control mechanism dedicated to making sure the right people do the right things at the right time. Historically, managers have maintained the integrity of the hierarchy of authority by adhering to the unity of command principle.

Why Norms are reinforced

"Make our department look good in top management's eyes." Group/organization survival Ex. A staff specialist vigorously defends the vital role of her department at a divisional meeting and is later complimented by her boss. "Work hard and don't make waves." Clarification of behavioral expectations. Ex. A senior manager takes a young associate aside and cautions him to be a bit more patient with coworkers who see things differently. "Be a team player, not a star." Avoidance of embarrassment. Ex. A project team member is ridiculed by her peers for dominating the discussion during a progress report to top management. "Make customer service our top priority." Clarification of central values. Ex. Two sales representatives are given a surprise Friday afternoon party for winning best-in-the-industry customer service awards from an industry association.

Sustainability

"a company's ability to make a profit without sacrificing the resources of its people, the community, and the planet."

person-enviroment fit (P-E)

"the compatibility between an individual and a work environment that occurs when their characteristics are well matched."

out-group exchange

Creating more formality in expectations and rewards. Out-group exchanges, also known as low LMX relationships, tend to focus on the economic exchange between leaders and followers. They tend to be more formal and revolve around negotiating the relationship between performance and pay.

in-group exchange

Creating trust and mutual obligation. High in-group exchanges, also called high LMX, are characterized by a partnership of reciprocal influence, mutual trust, respect and liking, and a sense of common fate.

Cultural Intelligence (ARES)

Cross cultural human actions, gestures, and speech patterns subject to wide range of interpretations so makes misunderstandings likely and cooperation impossible in foreign business settings Cultural intelligence CQ when someone can understand unfamiliar gestures in a familiar way Vital for business this day in age Companies have their own culture, so need CQ when joining a new company CQ: an outsiders seemingly natural ability to interpret someone's unfamiliar and ambiguous gestures in a way that person's compatriots would 3 components of emotional intelligence: cognitive, physical, emotional.Cognitive -- The ability to plan for and anticipate - do your homework - and recognize in real time to what is and is not working Physical -- Capacity to adapt - display those behaviors, cultural greetings and mannerisms, that are the norm in the culture you're working with Emotional-- Comfort, confidence, and desire to adapt actually turn out to be huge obstacles for many people. This usually ends of being the case because when things do go awry people interpret it as something essential and unchangeable about this new culture...the tendency to lose steam or feel incapable in these circumstances is a crucial tool. Head: Rote learning about the other culture's beliefs, customs and taboos. Favored by corporate, but doesn't prepare a person for every situation Body: Can't just show you understand their culture, need actions and demeanor that demonstrates you have already entered their world. Mirror customs and gestures. Heart: Have to believe in your own efficacy b/c adapting to a new culture involves obstacles and setbacks. Need high intrinsic motivation People who are somewhat detached from their own culture are better at adapting to others Ambassador: doesn't know much, but his confidence helps him fit in. Mimic: good at replicating actions and behavior, more physical less cognitive. Chameleon: high CQ all three aspects, almost like a native Building CQ: Step 1: assess strengths and weaknesses. Step 2: Select training program focused on weaknesses. Step 3: Apply training plan. Step 4: organize personal resources to support approach. Step 5: enter the culture and do it. Step 6: reevaluate performance, 360º feedback

Navigating the Cultural Minefield (ARES)

Culture Map: 8 things that vary across cultures Communicating, evaluating, persuading, leading, deciding, trusting, disagreeing, scheduling, Stereotyping people from different cultures leads to erroneous assumptions and faulty expectations Hard to bridge cultural caps b/c management skills often ingrained and developed over lifetime so hard to change Rule 1: Don't underestimate the challenge Rule 2: Apply multiple perspectives Rule 3: Find the positive in other approaches Rule 4: Adjust, and readjust, your position

Demographic factors

Demographic factors like these are motivating organizations to change benefits and aspects of the work environment in order to attract, motivate, and retain diverse employees.

causes of resistance to change (Recipient characteristics)

Dispositional resistance to change,Surprise and fear of the unknown, fear of failure, Loss of status and/or job security, peer pressure, past success

5 dysfunctions of a team (youtube video)

Dysfunctional because: 1) Selfishness 2) No peer-to-peer accountability 3) Lack of commitment 4) Fear of conflict 5) Absence of trust Fix this by Building foundation of trust. Offer honest opinion without fear of judgement/punishment Openly discuss strengths and weaknesses good way to build trust Need to be pushed out of your comfort zone to make the best decisions for the team. Need healthy conflict, establish healthy conflict as a norm Need commitment. Only if team members feel that they were heard in the decision. Will commit even if they are against you, b/c their voice was heard Create peer-to-peer accountability. Each member of team can hold status meetings→ top priorities reported, person running meeting asks what went wrong if priority not met Allows for everyone to hold each other accountable. Allows for team to be focused on team results Focus on team results. Tie individual rewards to team results. Ex. one day off at the end of the month if the project is finished on time.

Managerial Challenges and Recommendations

Educate people about stereotypes and how they influence behavior and decision making Create opportunities for diverse employees to meet and work with others Encourage all employees to increase their awareness

Emotional intelligence and leadership

Emotional intelligence is an input to transformational leadership. In other words, emotional intelligence helps managers effectively enact the behaviors associated with transformational leadership, discussed later in this chapter. Emotional intelligence has a small, positive, and significant association with leadership effectiveness. This suggests that emotional intelligence will help you lead more effectively, but it is not the secret elixir of leadership effectiveness.

Kotter's Eight-Stage Organizational Change Process

Establish a sense of urgency,Create the guiding coalition (create a cross-functional, cross-level group of people with enough power to lead change.), Develop a vision and strategy, Communicate the change vision, Empower broad-based action, Generate short-term wins, Consolidate gains and produce more change, Anchor new approaches in the culture

4 functions of organizational culture

Establish organizational identity. Encourage collective commitment. Ensure social system stability. Act as sense-making device.

Managerial behaviors and decisions

Excessive interpersonal conflict between managers and their subordinates or the board of directors is a sign that change is needed

Tuckman's Five-Stage Model of Group Development

FORMING: During the ice-breaking forming stage, group members tend to be uncertain and anxious about such unknowns as their roles, the people in charge, and the group's goals. Mutual trust is low, and there is a good deal of holding back to see who takes charge and how. STORMING: stage is a time of testing. Individuals test the leader's policies and assumptions as they try to decide how they fit into the power structure. Subgroups may form and resist the current direction of a leader or another subgroup. NORMING: Groups that make it through Stage 2 generally do so because a respected member, other than the leader, challenges the group to resolve its power struggles so work can be accomplished. Questions about authority and power are best resolved through unemotional, matter-of-fact group discussion. A feeling of team spirit is sometimes experienced during this stage because members believe they have found their proper roles PERFORMING: focused on solving task problems, as contributors get their work done without hampering others. This stage is often characterized by a climate of open communication, strong cooperation, and lots of helping behavior. Conflicts and job boundary disputes are handled constructively and efficiently. Cohesiveness and personal commitment to group goals help the group achieve more than could any one individual acting alone. ADJOURNING: The group's work is done; it is time to move on to other things.

Face time

Face-to-face interactions can be as simple as lunch, water-cooler conversations, social events, or periodic meetings. Whatever the case, such interactions enable people to get familiar with each other and build credibility, trust, and understanding. This reduces misunderstandings and makes subsequent virtual interactions more efficient and effective, and it also increases job performance and reduces conflict and intentions to quit.

5 elements that drive organizational culture

Founder's values Industry and business environment National culture Organization's vision and strategies Behavior of leaders

Popular Preconceived Notions Debunked

Gender diversity on boards of directors does not affect firm performance--> wrong, Findings showed that firms were more profitable when women were members of the board of directors Organizations had a hard time finding qualified employees during the 2014-2015 slow-growth economy--> wrong, many unfilled job openings, The most difficult jobs to fill across all industries were managerial and supervisory Whites will constitute the majority among US racial groups through 2050--> wrong, will drop below 50%

Why Brainstorming Works Better Online (ARES)

Group brainstorming in person leads to productivity loss Brainwriting/electronic brainstorming replaces physical and oral sessions with online and written ones and makes brainstorming more effective More quality ideas, higher satisfaction of ideas, and higher amount of creative ideas per person 3 reasons for advantage in virtual brainstorming: Eliminates production blocking: when dominant participants take over conversation and hinder other members' ability to think creatively In person brainstorming cap is usually 6 people, but online it is unlimited Anonymity in virtual brainstorming reduces evaluation apprehension in which less confident individuals underperform in in person sessions. Anonymity eliminates politics and makes it so new few individuals are dominant Increases diversity of ideas b/c in person brainstorming being exposed to others ideas creates uniformity and group think and brings creative individuals down to the group average

punctuated equilibrium

Groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives. The group then establishes and maintains new norms of functioning, returning to equilibrium

Fiedler's Contingency Model

He labeled the model contingency theory because it is based on the premise that a leader's effectiveness is contingent on the extent to which the leader's style matches characteristics of the situation at hand. TAKEAWAYS: one dominant style Leadership effectiveness goes beyond traits and behaviors,. Organizations should attempt to hire or promote people whose leadership styles fit or match situational demands. Leaders need to modify their style to fit a situation.

Helpful feedback

Helpful Feedback is: (1) descriptive, not evaluative, and is "owned"; by the sender. (2) specific, not general. (3) expressed in terms relevant to the self-perceived needs of the receiver. (4) timely and in context. (5) desired by the receiver, not imposed on him or her. (6) usable; concerned with behavior over which the receiver has control.

Human resource problems or prospects

Human resource challenges stem from employee perceptions about the way they are treated at work and the match between individual and organization needs and desires.

education and communication approach

If there is a lack of information or inaccurate information and analysis, management should adopt an education and communication approach to overcoming resistance to change.

Organization chart

In addition to showing the chain of command, the organization chart indicates extensive division of labor.

barriers to implementing successful diversity programs

Inaccurate stereotypes and prejudice, ethnocentrism, poor career planning, negative diversity climate, A hostile working environment for diverse employees, Diverse employees' lack of political savvy, Difficulty balancing career and family issues, Fear of reverse discrimination, Lack of organizational priority for diversity, A poor performance appraisal and reward system, Resistance to change

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.

Common elements of change

Learn and unlearn. Motivate or fail People make or break it. Even winners resist. Reinforce to sustain.

Lewin's change model

Lewin developed a three-stage model of planned change that explained how to initiate, manage, and stabilize the change process. The three stages are unfreezing, changing, and refreezing

Team Charters contain...

Mission statement: team charter mission statements describe why a team exists—its overarching purpose Team vision: Vision statements are forward-looking and describe what the team looks like when functioning at its best Team Identity: It helps to create a team name and perhaps a logo or to help signify membership Boundaries: identify the values, such as timely and quality work, to which team members will commit Operating guidelines: Describe the team structure and processes, including how leadership and other roles will function, how decisions will be made, how work will be allocated, and how members will communicate with each other and with those outside the team. Performance norms and consequences: Team researchers have shown that effective teams often outline the performance expectations Charter endorsement: Every team member should sign an endorsement signifying commitment to the elements of the charter.

The Congruence Model A Roadmap for Understanding Organizational Performance (ARES)

Need to fully understand dynamics and performance of the enterprise before implementing large scale change Don't assume what worked before will work again Don't address symptoms, address causes, and do this by taking some time to fully understand organization first Congruence model of organizational behavior: is a useful tool that helps leaders understand the interplay of forces that shape the performance of each organization, and starts them down the path of working with their own people to design and implement solutions to their organization's unique problems. Starting point for large scale change The input it draws from both internal and external sources The strategy it employs to translate its vision into a set of decisions about where and how to compete, or, in the case of a government agency, the public policy results it wants to achieve Its output-the products and services it creates in order to fulfill its strategic objectives The critical transformation process through which people, working within the context of both formal and informal arrangements, convert input into output Basic organizational components: Input: An organization's input includes the elements that, at any point in time, constitute the set of "givens" with which it has to work. Environment: organization affected by its environment, influences organization by imposing demands, imposing constraints, and providing opportunities Resources: including the full range of accessible assets-employees, technology, capital, and information History: the way an organization functions today is greatly influenced by landmark events that occurred in its past. In order to reasonably predict an organization's capacity to act now or in the future, you must understand the crucial developments that shaped it over time-the strategic decisions, behavior of key leaders, responses to crises, Strategy: corporate + business strategy=business design Business design: customer selection, unique value proposition, value capture, strategic control, scope Output: the pattern of activities, behavior, and performance of the system The total system, units within the system, individuals Organizational transformation process: The work: the basic and inherent activity engaged in by the organization, its units, and its people in furthering the company's strategy The people: identify the salient characteristics of the people responsible for the range of tasks involved in the core work The formal organization: made up of the structures, systems, and processes each organization creates to group people and the work they do and to coordinate their activity in ways designed to achieve the strategic objectives. The informal organization: unwritten guidelines that exert a powerful influence on people's collective and individual behavior. The informal organization encompasses a pattern of processes, practices, and political relationships that embodies the values, beliefs, and accepted behavioral norms of the individuals who work for the company The concept of fit alignment of each of the components-the work, people, structure, and culture-with all of the others. The tighter the fit-or, put another way, the greater the congruence-the higher the performance. Individual-Formal Organization Individual-work Individual-Informal Organization Work-Formal Organization Work-Informal Organization Formal Organization- Informal Organization Analyzing organizations problems Identify the symptoms, specify the input, define the output, determine the problems, describe the organizational components, assess the congruence, Generate hypotheses about problem causes, Identify the action steps

Functions of Formal Groups

ORGANIZATIONAL: Accomplish complex, interdependent tasks that are beyond the capabilities of individuals. Generate new or creative ideas and solutions. Coordinate interdepartmental efforts. Provide a problem-solving mechanism for complex problems requiring varied information and assessments. Implement complex decisions. Socialize and train newcomers. INDIVIDUAL: Satisfy the individual's need for affiliation. Develop, enhance, and confirm the individual's self-esteem and sense of identity. Give individuals an opportunity to test and share their perceptions of social reality. Reduce the individual's anxieties and feelings of insecurity and powerlessness. Provide a problem-solving mechanism for personal and interpersonal problems.

Outcomes Associated with Organizational Culture

Organizational culture is related to organizational effectiveness Employees have more positive work attitudes when working in organizations with clan cultures. Clan and market cultures are more likely to deliver higher customer satisfaction and market share. Operational outcomes, quality, and innovation are more strongly related to clan, adhocracy, and market cultures than to hierarchical ones. An organization's financial performance (profit and revenue growth) is not strongly related to organizational culture. Companies with market cultures tend to have more positive organizational outcomes.

From Programmed Change to Self-Design: Learning How to Change Organizations.

Organizations constantly have to change b/c of competition Programmed change can fix specific problem, but fails to foster commitment and learning b/c makes people dependent on experts Self designed change: all relevant stakeholders included in change process and provided with knowledge and skills to design and implement change It's better b/c it treats change as a learning process and improving organization continuously Programmed change becoming less successful today b/c so much rapid change in the world makes it less controllable Self designed change requires more investment and is perceived as messy/risky, but the results are usually much better than programmed change

Drivers of Creative Performance Behaviors

Person factors: Creativity starts with motivation and domain-relevant knowledge. Other drivers of creativity include the Big Five personality dimensions, self-efficacy, national culture, willingness to tolerate ambiguity, and proactive personality. Situation factors: High-commitment work systems promote creative behavior. High-performance work systems demonstrate a form of social support for employees, leading them to put more effort into creative behaviors. Other important situation factors include interpersonal diversity, time pressure, positive relationships with supervisors and coworkers, mutual accountability among group members, and spatial configuration of work settings

Types of Team Interdependence

Pooled. Many pharmaceutical and other sales teams illustrate pooled interdependence. Each member sells a chosen drug to his or her customers, which requires little or no interaction or coordination with other representatives. At the end of the month all reps' sales are added together to arrive at a team sales total. Sequential. Manufacturing or assembly processes are typically sequential. PCs manufacturing teams, for example, require that motherboards and hard drives be installed before the box can be closed and fastened. Reciprocal. Hiring processes sometimes use reciprocal interdependence. Candidates are interviewed by members of HR and then separately interviewed by the hiring manager or members of that department, and the two communicate and decide to whom to make the offer. Comprehensive. Product development teams often utilize comprehensive interdependence. Online games, for instance, require significant back and forth between those who create the idea, write the code, test, and market the game. It isn't just a linear or sequential process.

High-commitment work systems

Rely on selective hiring, comprehensive training, comparatively high pay, pay contingent on performance, and good benefits

Characteristics of High-Performing Teams

Shared leadership—interdependence created by empowering, freeing up, and serving others. Strong sense of accountability—an environment in which all team members feel as responsible as the manager for the performance of the work unit. Alignment on purpose—a sense of common purpose about why the team exists and the function it serves. Open communication—a climate of open and honest communication. High trust—belief that member actions and intentions focus on what's best for the team and its members. Clear role and operational expectations—defined individual member responsibilities and team processes. Early conflict resolution—resolution of conflicts as they arise, rather than avoidance or delay. Collaboration—cooperative effort to achieve team goals

Shareholder, Customer, and Market Changes

Shareholders have pressed organizations to be more efficient, respond to legal lapses, and justify executive compensation packages.

What is Social Capital and Why Should I Care About It? (ARES)

Social capital: resources available in and through personal and business networks. Include information, ideas, leads, business opportunities, financial capital, power and influence, emotional support, goodwill, trust, cooperation. Need well built and well managed networks to attain these resources Won't be able to attain these resources if believe in the myth of individualism: pretending we are masters of our own fates and that relationships don't really matter Natural talent, intelligence, education, effort, luck aren't completely individual attributes b/c they are shaped by and through relationships with others and environment Can even help you prevent catching a cold research shows Business case for social capital: evidence shows it improves business performance. Those who build social capital have better jobs, pay, faster promotions, and more influential and effective compared to peers who don't build up social capital Organizations that build social capital enjoy access to venture capital and financing, improved organizational learning, increase word-of-mouth marketing, strategic alliances, resources to defend against hostile takeovers Social capital is a wall against democracy Social capital also increases quality of life: network of good relationships leads to happiness, satisfaction, meaningful life, improves health, lengthens life Building networks is major role in participation and involvement in the world Moral duty in building relationships that serve others Social capital makes your quality of life better and the world a better place by making it more connected

ARES The Discipline of Teams

Team and good performance inseparable, can't have one without the other Teams performance is individual and collective work products Teams committed to common purpose, set of performance goals, and hold each other accountable Have to have a common commitment to be successful Specific performance goals that are attainable Groups vs. teams Working Groups Strong, clearly focused leader Individual accountability Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others Discusses, decides, and delegates Teams Shared leadership roles Individual and mutual accountability Specific team purpose that team itself delivers Collective work-products Encourages open ended discussion and active problem solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together Goals help teams keep track of progress, while a broader purpose supplies meaning and emotional energy Teams hold themselves accountable rather than being held accountable by a boss 3 classifications of teams Teams that recommend things, teams that make/do things, teams that run things Makes most sense to make teams where the cost and value of the company's products and services are most directly determined Top management's focus on teams and performance challenges will keep "performance" and "team" from becoming cliches Teams at the top are the most difficult but also the most powerful

(Team) Composition

Team composition describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members. When we think of it this way, it is no surprise that team composition can and does affect team performance. Team member characteristics should fit the responsibilities of the team if the team is to be effective. Fit facilitates effectiveness and misfit impedes it—you need the right people on your team.

ARES Why Teams Don't Work

Teams are often seen as safe places where people can be highly creative and productive. However, research consistently shows that teams underperform their great potential Teams need to be set up carefully to ensure that they have a compelling direction. Small teams whose members stay together for long periods of time perform best Perversely, organizations with the best HR departments have less effective teams. That's because HR tends to focus on improving individual rather than team behavior. Leading a team requires enormous courage because authority is always involved, which arouses great anxiety in the team. Great team leaders often encounter resistance so intense it can put their jobs at risk. How to build a team: Teams must be real. People have to know who is on the team and who is not. It is the leaders job to make that clear Members need to know, and agree on, what they're supposed to be doing together. Unless a leader articulates a clear direction, there is a real risk that different members will pursue different agendas Teams need enabling structures. Teams that have poorly designed tasks, the wrong number or mix of members, or fuzzy and unenforced norms of conduct invariably get into trouble Teams need a supportive organization. The organizational context-including the reward system, the HR system, and the info system-must facilitate teamwork. Teams need expert coaching. Most executive coaches focus on individual performance, which does not significantly improve teamwork. Teams need coaching as a group in team processes-especially at the beginning, midpoint, and end of a team project.

cross-functional team

Teams that are composed of specialists from different areas are called cross-functional teams.

Technological advancements

Technology is a common and often cost-effective tool for improving productivity, competitiveness, and customer service through Digital engagement of customers. Use of big data and advanced analytics. Digital engagement of employees and external partners. Automation. Digital innovation.

unfreezing

The focus of the unfreezing stage is to create the motivation to change. The most common, but not necessarily the most effective, way of communicating a convincing reason to change is to demonstrate that current practices are less than ideal.

refreezing

The goal of refreezing is to support and reinforce the change. Managers support change by helping employees integrate the new behavior or attitude into their accustomed way of doing things.

participation and involvement approach

The participation and involvement approach is commonly used where the initiators do not have all the information they need to design the change and where others have considerable power to resist.

Group vs crowd/organization

The size of a group is ... limited by the possibilities of mutual interaction and mutual awareness. Mere aggregates of people do not fit this definition [of a group] because they do not interact and do not perceive themselves to be a group even if they are aware of each other as, for instance, a crowd on a street corner watching some event. A total department, a union, or a whole organization would not be a group in spite of thinking of themselves as "we," because they generally do not all interact and are not all aware of each other. However, work teams, committees, subparts of departments, cliques, and various other informal associations among organizational members would fit this definition of a group

Systems model of change

The systems approach to change is based on the notion that any change, no matter how large or how small, has ripple effects. Change leads to more change.

unity of command principle

The unity of command principle specifies that each employee should report to only one manager. Otherwise, the argument goes, inefficiency would prevail because of conflicting orders and lack of personal accountability. As you will learn in this chapter, this philosophy of managing and structuring organizations has been replaced by more dynamic approaches

3 categories of organizational design

Traditional: Organizations defined by a traditional approach tend to have functional, divisional, and/or matrix structures. Each of these structures relies on a vertical hierarchy and attempts to define clear departmental boundaries and reporting relationships. Horizontal: Organizations defined by a horizontal approach work hard to flatten hierarchy and organize people around specific segments of the work flow. A horizontal structure, sometimes called a team or process structure, relies on a horizontal work flow and attempts to dissolve departmental boundaries and reporting relationships as much as possible. Open: Organizations defined by an open approach tend to have hollow, modular, or virtual structures. Each of these structures relies on leveraging technology and structural flexibility to maximize potential value through outsourcing and external collaboration.

path-goal theory takeaways

Use more than one style of leadership Help employees achieve their goals Modify leadership style to fit employee and environmental characteristics The five important employee characteristics in the path-goal model are locus of control, task ability, need for achievement, experience, and need for clarity.

Getting Virtual Teams Right (ARES)

Virtual teams good b/c employees have more flexible schedule and connect around the world while real estate costs are lower Many virtual teams fail at meeting proper goals though On the other hand, virtual teams can increase employee productivity by 43% Commonalities btwn good virtual team players: good communication skills, high emotional intelligence, an ability to work independently, and the resilience to recover from the snafus that inevitably arise Best virtual teams are fewer than 10 members Team roles: core→ execs responsible for strategy, operational→ leads group via making day-to-day decisions, outer→ temporary members brought in at particular stage for expertise Foster trust by discussing backgrounds Encourage open dialogue→ caring criticism Clarify goals and guidelines→ establish common purpose/vision, and rules to reduce uncertainty, don't let them multitask on calls Initial video call/face-to-face meeting to get to know one another Onboarding, milestones, and the right technology to make communication smooth

takeaways of trait theory

We cannot ignore the implications of leadership traits. The positive and "dark triad" traits suggest the qualities you should cultivate and avoid if you want to assume a leadership role in the future Organizations may want to include personality and trait assessments in their selection and promotion processes. A global mind-set is an increasingly valued task-oriented trait.

Perception

a cognitive process that enables us to interpret and understand our surroundings. Recognition of objects is one of this process's major functions. Perception is influenced by three key components: the characteristics of the perceiver, of the target—the person or group being observed—and of the situation

vision

a compelling future state for an organization and an important input in the systems model of change.

Laissez-faire leadership

a general failure to take responsibility for leading. Examples include avoiding conflict, failing to provide coaching on difficult assignments, failing to assist employees in setting performance goals, avoiding performance feedback, ignoring bullying, and being so hands-off that employees have little idea what they should be doing

Vision

a long-term goal that describes what an organization wants to become (organization's culture must be consistent with vision)

leadership prototype

a mental representation of the traits and behaviors people believe leaders possess. (ex. physically imposing men)

leadership

a process whereby an individual influences a group of individuals to achieve a common goal

Role

a set of expected behaviors for a particular position

Group Role

a set of expected behaviors for members of the group as a whole.

Team

a small number of people who are committed to a common purpose, performance goals, and approach for which they hold themselves collectively accountable.

dispositional resistance to change

a stable personality trait, are "less likely to voluntarily initiate changes and more likely to form negative attitudes toward the changes [they] encounter

Diversity climate

a subcomponent of an organization's overall climate and is defined as the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values

Organization

a system of consciously coordinated activities or forces of two or more persons

Hollow structure

also known as a network structure, is designed around a central core of key functions and outsources other functions to outside companies or individuals who can do them cheaper or faster. Best for: Companies facing heavy price competition with pressure to cut costs; companies with options outside the organization that can perform required processes. Pros: Lower cost of entry and overhead; access to best sources of specialization and technology; market discipline that leads to supplier competition and innovation; potential for further cost reduction and quality improvement. Cons: Loss or decrease of in-house skills, of internal capacity to innovate, and of control over supply; costs of transitioning to hollow state; need for higher monitoring to align incentives; danger of being supplanted by suppliers.

Stereotype

an individual's set of beliefs about the characteristics or attributes of a group. Especially regarding to gender, race, and age

Affirmative action

an intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past.

Three-Phase Model of Organizational Socialization

anticipatory socialization, encounter, change and acquisition

Cross-functional teams

are created with members from different disciplines within an organization, such as finance, operations, and R&D. Cross-functional teams can be used for any purpose, they can be work or project teams, and they may have a short or indefinite duration. New-product development is an area in which many organizations utilize cross-functional teams.

Organic organizations

are flexible networks of multitalented individuals who perform a variety of tasks. Organic organizations are more likely to use decentralized decision making and horizontal or open designs.

Mechanist organizations

are rigid bureaucracies with strict rules, narrowly defined tasks, top-down communication, and centralized decision making. A mechanistic organization generally would have one of the traditional organizational designs described in the preceding section and a hierarchical culture. traditional organization designs: functional, divisional, and/or matrix.

Demographics

are the statistical measurements of populations and their qualities (such as age, race, gender, or income) over time

deep-level characteristics

are those that take time to emerge in interactions, such as attitudes, opinions, and values." These characteristics are definitely under our control.

initiating structure

as leader behavior that organizes and defines what group members should be doing to maximize output

trait approach

attempts to identify personality characteristics or interpersonal attributes that differentiate leaders from followers.

Acces and legitimacy perspective on diversity

based in recognition that the organization's markets and constituencies are culturally diverse. It therefore behooves the organization to match the diversity in parts of its own workforce as a way of gaining access to and legitimacy with those markets and constituent groups

Leader-member exchange (LMX) theory

based on the assumption that leaders develop unique one-to-one relationships (exchanges) with each of the people reporting to them.

Kelley's Model of Attribution

behavior can be attributed either to internal factors within a person (such as ability) or to external factors within the environment (such as a difficult task). Consensus compares an individual's behavior with that of his or her peers. There is high consensus when someone acts like the rest of the group and low consensus when he or she acts differently. Distinctiveness compares a person's behavior on one task with his or her behavior on other tasks. High distinctiveness means the individual has performed the task in a significantly different manner than he or she has performed other tasks. Consistency judges whether the individual's performance on a given task is consistent over time. Low consistency is undesirable for obvious reasons and implies that a person is unable to perform a certain task at some standard level. High consistency implies that a person performs a certain task the same way, with little or no variation over time.

intellectual stimulation

behavior encourages employees to question the status quo and to seek innovative and creative solutions to organizational problems.

psychopathy

characterized by a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others

Matrix structure

combines a vertical structure with an equally strong horizontal overlay. Functional and divisional chains of command form a grid with two command structures, one shown vertically by function and the other shown horizontally by product line, brand, customer group, or geographic region. best for: Organizations, increasingly including international ones, looking to avoid problems associated with silos by using a formal level of horizontal integration. Pros: Lines of formal authority along two dimensions, such as functional/product or product/region, that allow organizations to work more cohesively. Cons: Inadequate processes to ensure success. Potential for conflict when employees report to two bosses if those managers fail to coordinate.

Internal forces for change

come from inside the organization. These forces may be subtle, such as low job satisfaction, or they can manifest in outward signs, such as low productivity, conflict, or strikes. Internal forces for change come from both human resource problems and managerial behavior and decisions.

Building Trust

communication, support, respect, fairness, predictability, competence

narcissism

consists of "a self-centered perspective, feelings of superiority, and a drive for personal power and glory.

control coping strategy

consists of behaviors and cognitions that directly anticipate or solve problems. A control strategy has a take-charge tone.

individualized consideration

consists of behaviors that provide support, encouragement, empowerment, and coaching to employees. To enact these behaviors, leaders must pay special attention to the needs of their followers and search for ways to help them develop and grow

Social, political, and regulatory

created by social and political events.

Crowdsourcing

defined as "the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people" typically via the Internet,

Team performance strategies

deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities

Open System

depends on constant interaction with the environment for survival.

leader-member relations

describe the extent to which the leader has the support, loyalty, and trust of the work group.

Spans of Control

describes the number of people reporting directly to a given manager. Spans of control can range from narrow to wide. managers should consider four factors when establishing spans of control: organizational size, managers' skill level, organizational culture, and managerial responsibilities

Team Charters

detail members' mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its commitments

Staff Employees

do background research and provide technical advice and recommendations to their line managers

Divisional structure

employees are segregated into organization groups based on industries, products or services, customers or clients, or geographic regions. Best for: Large companies with separate divisions built on different technologies, geographies, or different bases of customers. Pros: Clear roles and responsibilities. Greater product focus, accountability, and flexibility for workers in each division than in a functional structure. Cons: Coordination and communication lapses across divisional silos; most companies use dotted line or other informal means to combat this potential limitation.

encounter phase

employees come to learn what the organization is really like. It is a time for reconciling unmet expectations and making sense of a new work environment. Many companies use a combination of orientation and training programs to socialize employees during the encounter phase. (like onboarding)

psychological empowerment

employees' belief that they have control over their work, is believed to drive intrinsic motivation

Task Roles

enable the work group to define, clarify, and pursue a common purpose. Initiator Suggests new goals or ideas Information seeker/giver: Clarifies key issues Opinion seeker/giver: Clarifies pertinent values Elaborator: Promotes greater understanding through examples or exploration of implications Coordinator:Pulls together ideas and suggestions Orienter: Keeps group headed toward its stated goal(s) Evaluator:Tests group's accomplishments with various criteria such as logic and practicality Energizer: Prods group to move along or to accomplish more Procedural technician: Performs routine duties (handing out materials or rearranging seats) Recorder:Performs a "group memory" function by documenting discussion and outcomes

Managing diversity

enables people to perform to their maximum potential. Diversity management focuses on changing an organization's culture and infrastructure such that people work to the highest productivity possible The educational component. Education "has two thrusts: one is to prepare nontraditional managers for increasingly responsible posts, and the other is to help traditional managers overcome their prejudice in thinking about and interacting with people who are of a different sex or ethnicity." The enforcement component. Enforcement "puts teeth in diversity goals and encourages behavior change." The exposure component. Exposing people to others with different backgrounds and characteristics "adds a more personal approach to diversity by helping managers get to know and respect others who are different."

Improvement innovations

enhance or upgrade an existing product, service, or process. These types of innovations are often incremental and are less likely to generate significant amounts of new revenue at one point in time.

mission statements

express the reason an organization exists.

stressors

factors that produce stress

symptom management coping strategy

focus on reducing the symptoms of stress and include relaxation, meditation, medication, and exercise (vacation)

transactional leadership

focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.

servant-leadership

focuses on increased service to others rather than to oneself. Because the focus of servant-leadership is on serving others, servant-leaders are less likely to engage in self-serving behaviors that hurt others. Embedding servant-leadership into an organization's culture requires actions as well as words.

Maintenance Roles

foster supportive and constructive interpersonal relationships 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 others 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 a passive audience

Creative Performance Behaviors

four key behaviors that drive the production of creative outcomes

Line Managers

generally have the authority to make decisions for their units.

Realistic job preview (RJP)

gives recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job.

Self-managed teams

groups of workers who have administrative oversight over their work domains. Administrative oversight consists of activities such as planning, scheduling, monitoring, and staffing. These are normally performed by managers, but in self-managed teams employees act as their own supervisors. Self-managed teams have a defined purpose and their duration can vary, along with the level of member commitment. Cross-functional, work, and project teams can all be self-managed.

Functional structure

groups people according to the business functions they perform, for example, manufacturing, marketing, and finance Best for; Small companies, some large government organizations and divisions of large companies. Pros: Clear roles and responsibilities. Cons: Coordination and communication lapses across functional silos; most companies use dotted line or other informal means to combat this potential limitation.

Clan culture

has an internal focus and values flexibility rather than stability and control. It resembles a family-type organization that achieves effectiveness by encouraging collaboration, trust, and support among employees (team rewards are the best)

Hierarchy culture

has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility. This orientation leads to the development of reliable internal processes, the extensive use of measurement, and the implementation of a variety of control mechanisms.

Market culture

have a strong external focus and value stability and control. Competition is their strategic thrust. They have a strong desire to deliver results and accomplish goals, and because they are focused on the external environment, customers and profits take precedence over employee development and satisfaction.

Adhocracy culture

have an external focus and value flexibility. Creation of new products and services is their strategy, which they accomplish by being adaptable, creative, and fast to respond to changes in the marketplace. Adhocracy cultures do not rely on the centralized power and authority relationships that are part of market and hierarchical cultures

Glass ceiling

identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions. also affects minority races and LGBTQ+ community

Framework options to effectively manage diversity

include/exclude, deny, assimilate, suppress, isolate, tolerate, build relationships, foster mutual adaptation,

inspirational motivation

includes the use of charisma, relies on an attractive vision of the future, emotional arguments, and demonstrated optimism and enthusiasm. A vision is "a realistic, credible, attractive future for your organization."

7 factors needed for innovation

innovation strategy; committed leadership; innovative culture and climate; required structure and processes; necessary human capital; human resource policies, practices, and procedures; and appropriate resources

idealized influence

instill pride, respect, and trust within employees. Managers do this by sacrificing for the good of the group, being a role model, and displaying high ethical standards

radically innovative change

introduces a practice new to the industry. At the high end of the continuum of complexity, cost, and uncertainty is radical innovation.

Innovative change

introduces a practice that is new to the organization. lt's midway on the continuum of complexity, cost, and uncertainty. If competitors in your industry utilize social media for recruiting but your company hasn't in the past, doing so qualifies as innovative change. Innovative changes bring more uncertainty and cause more concern than adaptive changes.

Innovation system

is "a coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded.

Strategy map

is a "visual representation of a company's critical objectives and the crucial relationships among them that drive organizational performance." Maps show relationships among a company's strategic goals. This helps employees understand how their work contributes to their employer's overall success.

Product innovation

is a change in the appearance or functionalilty/performance of a product or a service or the creation of a new one. Ex. iphones

Process innovation

is a change in the way a product or a service is conceived, manufactured, or distributed. Ex. 3D printers

charisma

is a form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm

Closed System

is a self-sufficient entity. It is "closed" to the surrounding environment

Norm

is an attitude, opinion, feeling, or action—shared by two or more people—that guides behavior.

Resistance to change

is any thought, emotion, or behavior that does not align with actual or potential changes to existing routines. People can resist both actual and imagined events, and both individuals and groups can resist. If you think about change in terms of influence, you can assume people will either comply, commit, or resist. Resistance is a dynamic interaction among the three causes of resistance: recipient characteristics, change agent characteristics, and the change agent-recipient relationship

consideration

is leader behavior that creates mutual respect or trust and prioritizes group members' needs and desires

boundaryless organization

is one in which "management has largely succeeded in breaking down barriers between internal levels, job functions, and departments, as well as reducing external barriers between the association [organization] and those with whom it does business." This type of structure is fluid and flexible and relies on telecommuting between geographically dispersed people. It is most appropriate for businesses in fast-changing industries or environments.

Virtual structure:

is one whose members are geographically apart, usually working with e-mail and other forms of information technology, but that generally appears to customers as a single, unified organization with a real physical location. Best for: Companies that need to explore a new market opportunity by partnering with other organizations or rapidly deploy a new potential business model. Pros: Ability to respond nimbly to market opportunity; ability to provide product extension or one-stop-shop service; low exit costs if initial opportunity vanishes. Cons: High level of communication necessary to avoid redundancy; low trust and coordination among widely distributed employees; failure to promote strong employee loyalty or organizational identification.

Innovation

is the creation of something new that makes money; it finds a pathway to the consumer.

readiness for change

is the strength of our beliefs and attitudes about the extent to which changes are needed, and our capacity to successfully implement them.

Social Loafing

is the tendency for individual effort to decline as group size increases.

Machiavellianism

is the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles.

4 truths about culture change

leaders are the architects and developers of organizational culture. Changing culture starts with targeting one of the three levels of organizational culture—observable artifacts, espoused values, or basic underlying assumptions. The current culture probably closely aligns with the organization's vision and strategic plan.

Take-Aways from Fiedler's Model

leadership effectiveness goes beyond traits and behaviors Organizations should attempt to hire or promote people whose leadership styles fit or match situational demands. leaders need to modify their style to fit a situation.

least preferred coworker (LPC) scale

measure the extent to which an individual takes a task- or relationship-based approach toward leadership.

task structure

measures the amount of structure contained within tasks performed by the work group.

anticipatory socialization

occurs before an individual actually joins an organization. During this phase people Page 573acquire information about different careers, occupations, professions, and organizations that can come from many sources. An organization's current employees are a powerful source of information. So are the Internet, social media, internships, and job fairs.

Failure

occurs when an activity fails to deliver its expected results or outcomes. Unfortunately, failure or mistakes are generally feared and penalized, which creates an environment of risk aversion

Discrimination

occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job. For example, organizations cannot legally discriminate on the basis of race, color, religion, national origin, sex, age, physical and mental disabilities, and pregnancy

Decentralized decision making

occurs when important decisions are made by middle- and lower-level managers

centralized decision making

occurs when key decisions are made by top management.

Basic underlying assumptions

organizational values so taken for granted over time that they become assumptions guiding organizational behavior. Underlying assumptions are employees' deep-seated beliefs about their company and are the core of organizational culture.

contingency approach to organization design

organizations tend to be more effective when they are structured to fit the demands of the situation, and when the structure is aligned with internal activities and actions of the organization

external forces for change

originate outside the organization. They can either present new opportunities for the organization to realize and grow, or they can cause its ultimate demise. 4 forces: Demographic characteristics. Technological advancements. Market changes. Social, political, and regulatory.

secondary appraisals

our perceptions of how able we are to cope with a given demand.

Primary appraisals

our perceptions of whether a stressor is irrelevant, positive, or negative.

Strategic plan

outlines the organization's long-term goals and the actions necessary to achieve them. (organization's culture must be consistent with strategic plan)

Learning organization

proactively creates, acquires, and transfers knowledge and changes its behavior on the basis of new knowledge and insights. Learn through: information acquisition, information distribution, information interpretation, knowledge integration, and organizational memory

On ramping

programs encourage people to reenter the workforce after a temporary career break. (maternity leave)

Onboarding

programs help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities.

contingency theories

propose that the effectiveness of a particular style of leader behavior depends on the situation

implicit leadership theory

proposes that people have beliefs about how leaders should behave and what they should do for their followers.

Competing Values Framework (CVF)

provides a practical way for managers to understand, measure, and change organizational culture. It identifies four fundamental types of organizational culture—clan, adhocracy, hierarchy, and market. Two dimensions are internal-external and stable-flexible

Situational control

refers to the amount of control and influence the leader has in her or his immediate work environment. There are three dimensions of situational control: leader-member relations, task structure, and position power.

fundamental attribution bias

reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors. This bias causes perceivers to ignore important environmental factors (again refer to the Organizing Framework), which often significantly affect behavior.

Psychological safety

reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences

Person-organization (P-O) fit

reflects the extent to which your personality and values match the climate and culture in an organization. P-O fit matters because good fit is associated with more positive work attitudes and task performance, lower intentions to quit, and less stress

adaptive change

reintroduces a familiar practice either in a different unit or in the same unit at a different point in time. Adaptive changes are the least complex, costly, and uncertain. Ex. Allowing the market research group to operate on flextime, after allowing the sales group to do so, Adaptive changes are not particularly threatening to employees because they are familiar.

Implicit Cognition

represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness. The existence of implicit cognition leads people to make biased decisions without realizing they are doing so

ethical leadership

represents normatively appropriate behavior that focuses on being a moral role model. This includes communicating ethical values to others, rewarding ethical behavior, and treating followers with care and concern.

self-serving bias

represents our tendency to take more personal responsibility for success than for failure. The self-serving bias suggests employees will attribute their success to internal factors (high ability or hard work) and their failures to uncontrollable external factors (tough job, bad luck, uncooperative coworkers or boss).

empowering leadership

represents the leader's ability to create perceptions of psychological empowerment in others.

Diversity

represents the multitude of individual differences and similarities that exist among people, making it an input in the Organizing Framework for Understanding and Applying OB

change and acquisition phase

requires employees to master important tasks and roles and adjust to their work group's values and norms. Mastery will occur only when employees have a clear understanding about their roles and are effectively integrated within the work unit.

Organizational Design

sets "the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures. 3 main categories are traditional, horizontal, open

change agent

someone who is a catalyst in helping organizations deal with old problems in new ways. Five key change agent characteristics that can cause resistance to change are: (1) decisions that disrupt cultural traditions or group relationships, (2) personality conflicts, (3) lack of tact or poor timing, (4) leadership style, and (5) failing to legitimize change.

eustress

stress that is associated with positive emotions and outcomes

New-direction innovations

take a totally new or different approach to a product, service, process, or industry. These innovations focus on creating new markets and customers and rely on developing breakthroughs and inventing things that didn't already exist.

Horizontal structure

teams or work groups, either temporary or permanent, are created to improve collaboration and work on common projects. Best for: Companies needing greater efficiency or flexibility to rapidly respond to customer needs. Pros: Rapid communication and reduction in cycle time for work done; greater flexibility; faster organizational learning; improved responsiveness to customers. Cons: Potential conflicts between processes and nonprocess functions; neglect of nonprocess parts of the organization; reduced opportunities for functional specialization.

group cohesiveness

the "we feeling" that binds members of a group together, is the principal by-product of Stage 3 of Tuckman

Collaboration

the act of sharing information and coordinating efforts to achieve a collective outcome.

Global mindset

the belief in one's ability to influence dissimilar others in a global context.

Modular structure

the company assembles product parts, components, or modules provided by external contractors. The modular organization also is responsible for ensuring that the parts meet quality requirements, that they arrive in a timely fashion, and that the organization is capable of efficiently combining the parts into the final whole. Best for: Organizations that can specify the nature of product modules and design interfaces to multiple vendors and join them. Pros: Potential for cost savings, greater responsiveness, and competence beyond the organization's boundaries; ability to switch vendors for best fit and product improvement. Cons: A high proportion of products unsuitable to chunking into modules; poorly specified interfaces; slow or poor-quality collaborators.

Task Interdependence

the degree to which team members depend on each other for information, materials, and other resources to complete their job tasks

Espoused values

the explicitly stated qualities and norms preferred by an organization. They are generally established by the founder of a new or small company and by the top management team in a larger organization.

Job stress

the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker

creative outcome effectiveness

the joint novelty and usefulness (quality) of a product or service" as judged by others

position power

the leader's formal power to reward, punish, or otherwise obtain compliance from employees.

Artifacts

the physical manifestation of an organization's culture. They include: Acronyms. Manner of dress. Awards. Myths and stories told about the organization. Published lists of values. Observable rituals and ceremonies. Special parking spaces. Pictures and images handing on walls.

Rites and rituals

the planned and unplanned activities and ceremonies used to celebrate important events or achievements.

Creativity

the process of producing "new and useful ideas concerning products, services, processes, and procedures

Enacted values

the qualities and norms that are exhibited or converted into employee behavior. These are values employees ascribe to an organization based on their observations of what occurs on a daily basis.

Trust

the willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you

escape coping strategy

those in which you avoid or ignore stressors. These strategies can be beneficial if you have no control over the stressors or their causes.

transformational leaders

transform their followers to pursue organizational goals over self-interests. rely on inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation.

behavioral styles approach

which attempts to identify the unique behaviors displayed by effective leaders.

House's Path-Goal Theory

which holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction. Leaders are expected to do this by (1) reducing roadblocks that interfere with goal accomplishment, (2) providing the guidance and support employees need, and (3) linking meaningful rewards to goal accomplishment.

presenteeism

which occurs when employees show up but are sick or in no condition to work productively

Virtual Teams

work together over time and distance via electronic media to combine effort and achieve common goals.35 Traditional team meetings are location-specific. You and other team members are either physically present or absent. Members of virtual teams, in contrast, report in from different locations, different organizations, and often different time zones and countries.

Underemployed

working at jobs that require less education than they have such as waiting tables, tending bar, painting, and other work that someone with less education could perform