BUAD 304 Final Study Guide
Five key change agent characteristics that can cause resistance to change
(1) decisions that disrupt cultural traditions or group relationships (2) personality conflicts (3) lack of tact or poor timing (4) leadership style (5) failing to legitimize change.
why brainstorming works better outline by Chamorro-premuzic
- Brainwriting or electronic brainstorming generates more high quality ideas and have a higher average of creative ideas - eliminates production blocking, the process where dominant participants talk too much - clear positive relationship between group size and performance, whereas in traditional, in-person brainstorming sessions, things tend to get messy with more than six participants - Enables feelings of anonymity; also leads to more objective judgments - By preventing participants from being exposed to each other's ideas during the idea-generation phase, virtual brainstorming encourages participants to offer a wider variety of ideas
Cultural Intelligence by Early (ARES)
- CQ (Cultural IQ) = seemingly natural ability to interpret someone's unfamiliar and ambiguous gestures the way that person's compatriots would -EQ (Emotional IQ) = grasps what makes us human and the differences - CQ: recognizes all the ways personalities interacting are different from home culture yet similar then infers what the reaction will be (prevents stereotypes) - Realm between CQ and EQ is culture - 3 Components of CQ: 1. Cognitive: notice clues about culture's shared understandings 2. Physical: adopt people's habits and mannerisms to understand and foreigners become more open 3. Emotional: confidence and motivation to understand people of different cultures - CQ Profiles: 1. Provinicial: effective with similar people, not diverse 2. Analyst: methodically deciphers foreign culture's rules and expectations with learning strategies 3. Natural: rely on intuition; may falter when facing ambiguous multicultural situations because never need to improvise learning strategies/cope with disorientation 4. Ambassador: very confident but must have humility 5. Mimic: high control over behavior and insight into the significance of picked-up cultural cues 6. Chameleon: high levels of all 3 CQ components and very uncommon- Most common: hybrid of analyst and ambassador - Steps to enhance CQ: 1. Assess CQ strengths and weaknesses 2. select training focusing on weaknesses 3. apply number 2 4. organize resources to support approach chosen 5. enter cultural setting 6. reevaluate new skills and effectiveness (360 feedback)
Knowledge@Wharton podcast: How Diversity Powers Team Performance by Scott Page (ARES)
- Cognitive diversity (how we think) v.s. identity diversity (who we are); seeing problems differently leads to more possibility - Caveat: has to be someone who is good, not just different - Knowledge economy: more reliance on teams, wider net on hiring, why did we make a mistake, next time, going to have person X and Y - As long as not 50% worse, keep-- still adds value to company as long as cognitively diverse
Ethical leadership: Examining the relationships with fullrange leadership model, employee outcomes, and organizational culture by Ofori
- Connected to effectiveness and success- a more complex environment leads to more ethical challenges which increases the impact of unethical behavior and probability of ethical slipups- Authentic transformational (moral/ethical) v.s. pseudo transformational (self-centered/power hungry) - Ethical leaders: actions that benefit others and avoid harming others; provide ethics by practice and consciously manage and accountability (moral person + MANAGER)- Ethically silent/neutral (self-centered; short-term gain): weak/strong Moral Person (MP) and weak Moral Manager (MM) - Unethical: Weak MP and MM - Hypocritical: Weak MP and Strong MM- Ethical: Strong MP and MM- Authentic leadership: self-awareness, relational transparency, internalized moral perspective, and balanced processing - Positive leaders: all MP of ethical leadership i.e. trustworthy/honest/credible/reliable- Difference with ETHICAL leadership is MORAL MANAGER; positive correlation with effectiveness, extra efforts by employees, and satisfaction and even better with a transformational culture; negatively associated with laissez-faire and transactional leadership, but positive relationship with contingent reward of transactional aka MM explicit reward/punishment for accountability- Role modeling is a way to inspire employees to behave ethically; construction sector is corrupt
Navigating the Cultural Minefield by Meyer
- Culture map: 8 scales representing management behaviors where cultural gaps are most common 1. Communicating: high context (sophisticated/nuanced, implied messages, and open interpretation) and low context (precise, simple, explicit, clear) 2. Evaluating: frank v.s. diplomatic negative feedback 3. Persuading: specific v.s. holistic thinking and deductive/principles-first v.s. inductive/applications-first logic 4. Leading: degree of respect and deference (hierarchical to egalitarian) 5. Deciding: degree to which consensus-minded 6. Trusting: cognitive v.s. affective 7. Disagreeing: tolerance for open disagreement and helpful v.s. harmful 8. Scheduling: strict adherence v.s. flexible structure - Respect 4 Rules: 1. Don't underestimate challenge 2. Apply multiple perspectives 3. Find the positive in other approaches 4. Adjust and readjust your position
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. - can be helpful to describe how conflict will be managed, both processes and consequences.
From Programmed Change to Self-Design: LearningHow to Change Organizations by Cummings
- Environmental turbulence today requires flexible and agile performers with rapid response times and adaptive capabilities - Most pernicious deterrent is programmed change (DEPENDENT ON EXPERTS FOR ORG. IMPROVEMENT): limited opportunity for adjustments, not much commitment to change because employees and stakeholders not actively involved in the change, conflict between designers (experts) and implementers (employees and managers) of change, does little to IMPROVE org's ABILITY TO MANAGE FUTURE CHANGE - Self-Designed Change: on-going process of continuous improvement and innovation, empowered stakeholders, organizational change is a learning process and participants learn thru actions how to improve org. and learning process, high-involvement designs (self-managed teams, skill-based pay, flat hierarchy), behavioral change needed, requires strong leadership, requires upfront investment for employees to have necessary foundation of knowledge and expertise of how orgs function and how innovation improves performance, and how self design can be applied-- 3 related activities: 1. Acquire knowledge (about org. and change) 2. Valuing (clarify org. values guiding the change process) 3. Diagnosing (assess org against values and close value gaps)- 3 levels of action learning: 1. Single-loop learning: innovations implemented according to values 2. Double-loop: changing values that no longer support org's strategy and competitive situation 3. Deuterolearning: learning how to learn: design is more effective learning processes that don't inhibit level 1 & 2 action learning; enhances capacity to learn
The Congruence Model: A Roadmap for Understanding Organizational Performance by Mercer Delta Consulting
- Model particularly useful in helping leaders to understand and analyze their organizations' performance; default of leaders is to compare past experiences and personal assumptions to solve problems- Basic Systems Model: Input --> Transformation Process --> Output --> Feedback --> Input... - in order to fully understand an organization's performance, you must first understand the organization as a system that consists of some basic elements (inputs): environment (affects org by imposing demands, constraints, and also opportunities), resources, and history - Strategy (part of the transformation process, includes both "corporate strategy" aka choosing what industry to compete in and "business strategy" aka how to use resources in response to the environment within the context of the organization's history.) and 5 elements: customer selection, unique value proposition, value capture, strategic capture, and scope - Output (pattern of activities, behavior, and performance of system at following levels): total system (output in terms of good produced), units within the system (departments and divisions), individual behavior and activity within the organization - What composes the organization in the transformational process: - Work: basic and inherent work done by the org and its parts- People: characteristics of individuals in the org - Formal Organization: formal structures, processes, and systems that enable individuals to perform tasks - Informal Organization: emerging arrangements i.e. structures, processes, relationships, etc - Concept of Fit: org performance rests on the alignment of work/people/structure/culture with each other; the tighter the fit or GREATER CONGRUENCE, the greater the performance - Congruence Model is a framework for identifying root cause of performance gaps within an org; steps to use: 1. Identify symptoms 2. Specify the input (strategy and environment) 3. Define the output (how much required to meet objective v.s. actual) 4. Determine the problems (and costs) 5. Describe the org. components (look at the 4 org. components and the strategic issues first before organizational causes for problems) 6. Assess congruence 7. Generate hypotheses about problem causes (correlation between 4 and 6) 8. Identify the action steps (and evaluate the impact of them)- Benefits to the model: graphic depiction as a social (vertical axis = informal and people) and technical (horizontal axis = work and formal) system, contingency model means it is adaptable to any structure or social circumstance, helps predict impact of change in an org. system
What Google Learned from its Quest to Build the Perfect Team by Duhigg (ARES)
- Most important factor driving team's success is psychological safety - 2 common behaviors in creative/effective teams: equality in conversational team taking & high average social sensitivity/empathy
team structures (RGRPC) ?
- Roles - Goals - Relationships - Processes - Communication
What is social capital and why should I care about it? by Baker
- Social Capital: resources available in and through personal and business networks; social because no single person owns it; depends on "who" you know (v.s. human capital of "what" you know) = size, quality, and diversity; "capital" because productive - Social capital is VITAL and belief that it is optional rooted in myths of INDIVIDUALISM (belief that everyone succeeds or fails on the basis of individual efforts and abilities) - Consciously managing relationships is ethical duty and key to success - Myth of individualism: "denial response" stems from the need to preserve a positive self-image, "cultural myths" give meaning and purpose to life (American dream), aka "success is an individual enterprise," social system is NOT a combo of independent actions - unlearn individual achievement by considering role of networks in "individual" attributes people claim: natural talent (other people nurture it), intelligence (malleable with socioeconomic conditions/schooling), education (learn through observing others, social capital --> human capital), effort (never giving up tied to environment/social context with motivation/goals/rewards), and luck (can be CULTIVATED by building a "spiderweb structure" of relationships that catch lots of different bits and pieces of info and greater chance of being at the right place at the right time) - link between social capital and quality/purpose/meaning of life (happiness with meaningful work and quality of relationships, good relationships --> positive health effects, longer life with diverse connections); wealth, health, and happiness- can't PURSUE benefits; benefits must ENSUE from investments in meaningful activities - "using" social capital: putting networks into action and service for others (paradox because helped in return, usually in excess)
Why Teams Don't Work by Coutu (ARES) (Hackman)
- Teams consistently underperform despite extra resources because problems with coordination and motivation hinder collaboration - 5 basic conditions that leaders must fulfill to create and maintain an effective team: 1. Teams must be real 2. Teams need a compelling direction 3. Teams need enabling structures 4. Teams need a supportive organization 5. Teams need expert coaching - Newness is a liability - Fallacies about teams: - harmonious teams are better and more productive (actually, grumpy teams can be better because we feel satisfied AFTER we get something done together) - bigger teams are better (smaller groups are better because there are less links to be managed) - teams get stale once they get too comfortable with each other (it's actually because teams don't get enough time to settle in) - Teams need expert coaching as a group in team processes at the beginning, midpoint, and end of a project to improve team effectiveness.
Conditions that facilitate cultural change:
- The occurrence of a dramatic crisis - Leadership changing hands - A young, flexible, and small org - A weak org culture
Punctuated Equilibrium
- another form of group development - Groups establish periods of stable/normal functioning until an event causes a dramatic change in norms, roles, and/or objectives (disrupted). The group then establishes and maintains new norms of functioning, returning to equilibrium -Pattern of evolution in which long stable periods are interrupted by brief periods of more rapid change
four fundamental types of organizational culture
- clan - adhocracy - hierarchy - market
unfreezing (1/3 Lewin's change model)
- create motivation to change - most common but not necessarily the most effective way of communicating a reason to change - say current practices are less than ideal.
Four key external forces for change
- demographic characteristics - technological advancements - market changes, and social - political pressures
Performance norms and consequences
- effective teams often outline the performance expectations - include: how team and member performance will be assessed; how members are expected to interact with each other; how dysfunctional behaviors will be managed; how team members will be disciplined for not adhering to team norms; the process for terminating a member from the team; expectations for team meetings; expectations for member contributions to team projects; consequences for work that is late or of poor quality; how great for team projects will be allocated to individual team members.
team charter
- explains the issues the team was initiated to address - describes goal or vision - lists initial team members + roles - Like organization mission statements, team charter mission statements describe why a team exists— overarching purpose.
four potential stressors
- factors which produce stress 1. individual level 2. group level 3. organizational level 4. extra-organization
refreezing (3/3 Lewin's change model)
- goal is to support and reinforce the change - managers support change by helping employees integrate new behavior into accustomed ways of doing things - use positive reinforcement, but continuous! helps establish clear links between desired new behaviors etc. - doesn't create the motivation
clan culture
- internal focus - values flexibility rather than stability - encourages collaboration among employees means: cohesion, participation, communication, empowerment ends: morale, people, development, commitment
hierarchy culture
- internal focus = more formalized and structured work environment - values stability and control over flexibility. - This orientation = - development of reliable internal processes - extensive use of measurement - implement a variety of control mechanisms. means: capable processes, consistency, process. control, measurement ends: efficiency, timeliness, smooth functioning
changing (2/3 Lewin's change model)
- introduce new information, models, and procedures - as change calls for learning and doing things differently, this stage needs to provide employees with new information, behavior models, equipment, and processes.
initiating structure
- leader behavior that organizes and defines what group members should be doing (roles) to maximize output - by setting goals, giving directions, setting deadlines, and assigning tasks
Fiedler's Model Takeaways.
- leaders have one dominant or natural leadership style that is resistant to change. - A leader's style is described as either task-motivated or relationship-motivated 1. leadership effectiveness goes beyond traits and behaviors (fit between elders style and situational demand is influential) 2. organizations should attempt to hire or promote people whose leadership style fit or match situational demands 3. leaders need to notify their style to fit a situation -key variable is situational control, composed of leader-member relations, task structure, and the leader's position power.
three causes of resistance
- recipient characteristics - change agent characteristics - change agent-recipient relationship
Best Uses of Virtual Teams
- reduced real estate costs (limited/no office space) - ability to leverage diverse knowledge, skills, and experience across geography and time (you don't have to have an SAP expert in every office) -ability to share knowledge of diverse markets -reduced commuting and travel expenses.
bureaucratic
- strict rules and routine - often to the point of hindering effectiveness - over regulated
market culture
- strong external focus - value stability and control. - Competition is strategic thrust. They have a strong desire to deliver results and accomplish goals, - focused on the external environment = customers and profits take precedence over employee development and satisfaction. - major goal is to improve productivity, profits, and customer satisfaction. means: customer. focus, productivity, enhancing competitiveness ends: market share, profitability, goal achievement
three broad categories of organizational structure
- traditional - horizontal - open.
Team vision
- vision has more detail than a mission statement + describes how its actions and deliverables (products and services) affect specific outcomes and stakeholders, (team members, customers, professors, coworkers, and suppliers) - forward-looking - describe what the team looks like when functioning at its best.
Balanced Scorecard (BSC)
-A measurement framework that helps managers translate strategic goals into operational objectives - translates an organizations vision and strategy into a comprehensive set of performance measures that provides a framework for a strategic measurement and management system.
Level 2 of Org. Culture: Espoused Values
-Espoused values: are 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. Most companies have a short list. For example, Ikea's espoused values are humility, willpower, simplicity, togetherness, and enthusiasm. Google and Zappos each have 10 espoused values. - Enacted values: are 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. As at CVS, managers should reduce gaps between espoused and enacted values because they can significantly influence employee attitudes and org performance.
group criteria/ group characteristics
1. 2+ freely acting individuals 2. Collective norms 3. Collective goals 4. Common identity
5 dysfunctions of a team
1. Absence of trust 2. Fear of conflict 3. Lack of commitment 4. Avoidance of accountability 5. Inattention to results
Effective Virtual Team Participation and Management (9)
1. Adapt your communications. Learn how the various remote workers function, including their preferences for e-mail, texts, and phone calls. It often is advisable to have regularly scheduled calls (via Skype). Be strategic and talk to the right people at the right times about the right topics. Don't just blanket everybody via e-mail—focus your message. Accommodate the different time zones in a fair and consistent manner. 2. Share the love. Use your company's intranet or other technology to keep distributed workers in the loop. Acknowledging birthdays and recognizing accomplishments are especially important for those who are not regularly in the office. Newsletters also can help and serve as a touch point and vehicle for communicating best practices and success stories. 3. Develop productive relationships with key people on the team. This may require extra attention, communication, and travel, but do what it takes. Key people are the ones you can lean on and the ones who will make or break the team assignment. 4. Be a good partner. Often members of virtual teams are not direct employees of your employer but are independent contractors. Nevertheless, your success and that of your team depend on them. Treat them like true partners and not hired help. You need them and presumably they need you. 5. Be available. Managers and remote workers all need to know when people can be reached, where, and how. Let people know and make yourself available. 6. Document the work. Because of different time zones, some projects can receive attention around the clock, as they are handed off from one zone to the next. Doing this effectively requires that both senders and receivers clearly specify what they have completed and what they need in each transfer. 7. Provide updates. Even if you are not the boss, or your boss doesn't ask for them, be sure to provide regular updates on your progress to the necessary team members.42 8. Select the right people. Effective virtual workers generally prefer and do well in interdependent work relationships. They also tend to be self starters and willing to Page 315take initiative. Such independent thought contrasts starkly with people who prefer to wait for instructions before taking action. 9. Use your communication skills. Because so much communication is written, virtual team members must have excellent communication skills and write well in easy-to-understand and to-the-point language.
The 3 Cs of Effective Teams
1. Charters and strategies (eam charters) 2. Composition (see below) 3. Capacity
Being a Team Player Instead of a Free Rider
1. Contributes to the team's work 2. Constructively interacts with team members 3. Keeps team on track 4. Expects high-quality work 5. Possesses relevant knowledge, skills, and abilities (KSAs) for team's responsibilities
external forces for change
1. Demographic characteristics - age - education -skill level - gender - immigration 2. technological advancements - manufacturing. automation - information technology 3. shareholder, customer, and market changes - changing. customer preferences domestic and international competition - mergers and acquisitions 4. social and political pressures - war - values - leadership - regulatory/legislative
Steps to creating change throughout organizational development (OD)
1. Diagnosis: what is the problems and causes? 2. intervention: what can be done to solve this problem 3. evaluation: is the intervention working? 4. feedback: what does the evaluation suggest about the diagnosis and the effectiveness of the intervention
The Four Functions of Organizational Culture
1. Establish org identity. 2. Encourage collective commitment. 3. Ensure social system stability. 4. Act as sense-making device.
Tuckman's 5 Stage Model
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
a group becomes a team when...
1. Leadership becomes a shared activity 2. Accountability shifts from strictly individual to both individual and collective 3. The group develops its own purpose or mission 4. Problem solving becomes a way of life, not a part-time activity 5. Effectiveness is measured by the group's collective outcomes and products
3 ways to stop social loafing
1. Limit group size. 2. Ensure equity of effort to reduce the possibility that a member can say, "Everyone else is goofing off, so why shouldn't I?" 3. Hold people accountable. Don't allow members to feel they are lost in the crowd and can think, "Who cares?"
The Three Levels of Organizational Culture
1. Observable artifacts. 2. Espoused values. 3. Basic underlying assumptions.
Types of teams - why different
1. Purpose of the team. 2. Duration of the team's existence. 3. Level of member commitment.
Five elements drive organizational culture:
1. The founder's values. 2. The industry and business environment. 3. The national culture. 4. The organization's vision and strategies. 5. The behavior of leaders.
Types of Teams - diff by:
1. Work team: common/defined purpose. (spot team want to win + sell tickets) 2. Project team: tackle particular problem/task. duration can vary. make idea + watch outcome. 3. Cross-functional teams: members from different disciplines within an organization, can be used for any purpose, they can be work or project teams, and they may have a short or indefinite duration 4. self-managed teams: groups of workers who have administrative oversight over their work domains
Reina Seven-Step Model for Rebuilding Trust
1. acknowledge what caused trust to be compromised 2. discuss feeling/emotions 3. give/take support in process 4. reframe experience and shift from victim to option oriented 5. take responsibility - what could have been changed 6. forgive yourself and others 7. let go and move on from distrust to trust restored
Three General Types of Change
1. adaptive change 2. innovative change 3. radically innovative change
Model of Organizational Socialization
1. anticipatory socialization: recruit learns about org prior to joining (anticipate realities, needs, sensitivity) 2. encounter: values, skills, attitudes start to shift as new recruit discovers what org truly like (intergroup role conflicts, role definition and clarity, familiar with tasks) 3. change and acquisition: recruit masters skills and adjusts to work groups values and norms (competing role demands are resolves, critical tasks mastered, group norms and values are internalized)
four basic skills for leadership
1. cognitive abilities: identify problem + cause 2. interpersonal skills: influence/persuade 3. business skills: maximize use of assets 4. strategic skills: draft mission, vision, strategies and plan
3 Cs of a team player
1. committed 2. collaborative 3. competent
Building Trust
1. communication, keep informed 2. support, approachable 3. respect, delegation 4. fairness, give credit 5. predictability, be consistent 6. competence, business sense
three forms of trust
1. contractual trust: check character (do people do wha hey say they will?) 2. communication trust: disclosure (how well do people share info/ tell truth 3. competence trust: capability (how effectively do people meet responsibilities + acknowledge others)
drivers and flow of organizational culture
1. drivers of culture 2. organizational culture 3. organizational structure and internal processes 4. group and social processes 5. work attitudes and behaviors 6. outcomes - overall performance
Managerial Strategies for Communicating about Change
1. education and communication: when lack of information / inaccurate 2. participation and involvement: when not enough. info, design change, others have power to resist 3. facilitation and support: when people resist because fo adjustment problems 4. negotiation and agreement: when a group will los out in a change, other have ability to resist 5. manipulation and co-optation: when other tactics wont work / too expensive 6. explicit / implicit coercion: when speed is essential and initiators of change have considerable. power
four perspectives of underlying the balanced scorecard (BSC)
1. financial perspective: how do we look to shareholders? revenue growth and productivity growth. 2. customer perspective: how do customers see us? customer retention, satisfaction, loyalty, response time 3. internal business process perspective: what must we excel at? reach expectations of financial and customer 4. learning and growth perspective: can we continue to and create value? give employees the capability, resources, environment to reach all goals
internal forces for change
1. human resource problems/ prospects - unmet meets - job dissatisfaction - absenteeism and turnover - productivity - participation/suggestions 2. managerial behavior / decisions - conflict - leadership - reward systems - structural reorganization
three dimensions of situational control
1. leader-member relations 2. task structure 3. position power 8 combos varying from high to low. high control: leader decisions will produce predictable results b/c the leader has ability to influence work outcomes low control: leader may not influence outcomes b/c leader has very little influence
women leadership - difference with men
1. men display more task leadership - women more relational 2. women are more democratic style, men directive 3. female = cohesion, cooperative, communication 4. women are more effective executives. men still think they're more effective
a model of creativity
1. person + situation factors 2. creative performance behaviors 3. creative outcome effectiveness
Five Contingency Factors when making decisions about organizational design
1. strategy and goals 2. market uncertainty 3. decision-making process 4. technology 5. size
common forms of teamwork
1. work, project 2. cross-functional 3. self-managed 4. virtual
Getting virtual teams right by Ferrazzi (ARES)
4 Must-Haves: 1. The Right Team - composition: people with good communication/high emotional intelligence/ability to work independently/resilience to recover/awareness & sensitivity - size: less than 10 people, feel less responsible when exceeds 4 or 5 - roles: subteams, 3 tiers: core (strategy), operational (day to day), and outer (temporary/specialized) 2. The Right Leadership - 4 key behaviors: fostering trust, encouraging open dialogue, clarifying goals and guidelines (common purpose/vision) 3. The Right Touchpoints: come together at certain times in person, i.e. kickoff, onboarding (bringing new people), milestones 4. The Right Technology: platforms that integrate all types of communication and key components: conference calling, direct calling/text messaging, and discussion forums/virtual team rooms
comprehensive interdependence
A form of task interdependence in which team members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work. - 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.
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
Performing (Tuckman 4/5)
Activity during this vital stage is 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.
Changing Organizational Culture
Cultures are naturally resistant to change. mechanisms for changing org culture addresses all three levels: stories, legends, or myths about key people and events
Characteristics of High Performing Teams (8)
Current research and practice have identified the following eight attributes of high-performance teams: 1. Shared leadership—interdependence created by empowering, freeing up, and serving others. 2. Strong sense of accountability—an environment in which all team members feel as responsible as the manager for the performance of the work unit. 3. Aligned purpose—a sense of common purpose about why the team exists and the function it serves. 4. Open communication—a climate of open and honest communication. 5. High trust—belief that member actions and intentions focus on what's best for the team and its members. 6. Clear role + operational expectations—defined individual member responsibilities and team processes. 7. Early conflict resolution—resolution of conflicts as they arise, rather than avoidance or delay. 8. Collaboration—cooperative effort to achieve team goals
Decentralization
Degree to which decision-making authority is given to lower levels in an organization's hierarchy.
Forming (Tuckman 1/5)
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.
diversity climate
Employees' aggregate perceptions about an organization's policies, practices, and procedures pertaining to diversity - is 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
Charter endorsement
Every team member should sign an endorsement signifying commitment to the elements of the charter
Kelley's Model of Attribution
Following Heider's work, Harold Kelley attempted to pinpoint some specific antecedents of internal and external attributions. Kelley hypothesized that people make causal attributions by observing three dimensions of behavior: consensus, distinctiveness, and consistency. - These dimensions vary independently, forming various combinations and leading to differing attributions.
Norming (Tuckman 3/5)
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.
racio-ethnic composition
One study discovered that customer satisfaction and employee productivity were higher when the racio-ethnic composition of customers matched that of store employees.
collaboration - see priced table (8.6)
Organizations that foster the greatest collaboration and assemble the most effective teams typically use hybrid reward systems that recognize both individual and team performance. provides guidance on how to reward performance in teams, based on the desired outcome (speed or accuracy) and the degree of interdependence (low, moderate, high).
self-managed teams contd.
Self-managed does not mean workers are simply turned loose to do their own thing. Indeed, an organization embracing self-managed teams should be prepared to undergo revolutionary changes in its management philosophy, structure, staffing and training practices, and reward systems. Managers sometimes resist self-managed teams, due to the perceived threat to their authority and job security.
path-goal model characteristics (House's)
The five important employee characteristics in the path-goal model are - locus of control - task ability - need for achievement - experience - need for clarity
Adjourning (Tuckman 5/5)
The group's work is done; it is time to move on to other things. The return to independence can be eased by rituals such as parties and award ceremonies celebrating the end and new beginnings. During the adjourning stage, leaders need to emphasize valuable lessons learned.
Managerial Challenges and Recommendations
The key challenge is to reduce the extent to which stereotypes influence decision making and interpersonal processes 3 ways to stop: 1. Managers should educate people about stereotypes and how they can influence our behavior and decision making. 2. Managers should create opportunities for diverse employees to meet and work together in cooperative groups of equal status. 3. Managers should encourage all employees to increase their awareness of stereotypes. Awareness helps redterm-61uce the application of stereotypes when making decisions and interacting with others.
Spam of control
The number of people reporting directly to a given manager
Stereotype Formation and Maintenance
We build stereotypes through a four-step process: 1. Categorization. We categorize people into groups according to criteria (such as gender, age, race, and occupation). 2. 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.Page 132 3. Expectations. We form expectations of others and interpret their behavior according to our stypes. 4. Maintenance. We maintain stereotypes by: a) Overestimating the frequency of stereotypic behaviors exhibited by others. b) Incorrectly explaining expected and unexpected behaviors. c) Differentiating minority individuals from ourselves.
product innovation
a change in the appearance or functionality/ reformat of a product or a service or the creation of a new one.
process innovation
a change in the way a product or service is conceived, manufactured, or disseminated
Perception
a cognitive process that enables us to interpret and understand our surroundings. - Interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job. Unfortunately, many of these decisions are made on the basis of implicit cognition. - Recognition of objects is one of this process's major functions. - But because org behavior's (OB's) principal focus is on people, our discussion will emphasize person perception rather than object perception. - Perception is important to OB because behavior is based on our perception of reality, not on reality itself.
innovation system
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.
modular structure
a firm assembles product chunks, or modules, provided by outside contractors - ensure products reach quality requirements -when it is feasible for multiple vendors to join up and function-the company assembles product parts, components, or modules provided by external contractors (outsourcing) PROS-potential for cost savings-faster responsiveness-competence beyond one's boundary-ability to switch vendors for best fit and product improvement CONS-not all products amenable to chunking into modules-poorly specified interfaces can hinder modules and hamper assembly-laggards can hold up innovations that occurs concurrently across a chain of collaborators - EX: Boeing
laissez-faire leadership
a general failure to take responsibility for leading - avoiding conflict, fail to provide coaching, ignoring bullying, hands-off, promotes incivility
vision
a long term goal that describes what an organization wants to become.
leadership prototype
a mental representation of the traits and behaviors that people believe are possessed by leaders - physically imposing men, they possess leadership ability and thus are granted greater status
closed system
a self-sufficient entity. closed to he surrounding environment.
team (group diff)
a small number of people who are committed to a common purpose, performance goals, and approach for which they hold themselves collectively accountable - differ 1. shared leadership 2. collective accountability 3. collective purpose 4. a focus on problem solving and collective effectiveness.
organization
a system of consciously coordinated activities or forces of two or more people
Coordination of effort
achieved through formulation and enforcement of policies, rules, and regulations
coping strategies
actions that people can take to master, tolerate, reduce, or minimize the effects of stressors
matrix structure
an org combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal - equally strong vert and horiz overlay -firms looking to escape silos through horiz integration-increasingly used by international organizations PROS-lines of formal authority along two dimensions such as: functional/product or product/region, can allow organization to work more cohesively CONS-management can sometimes fail to provide adequate processes to ensure it success-because some employees report to two bosses simultaneously, there is the potential for conflict if the managers fail to coordinate
organic organization
are flexible networks of multitalented individuals who perform a variety of tasks = more likely to us decentralized decision making and horizontal or one designs
Level 3 of Organizational Culture: Basic Underlying Assumptions
are org values so taken for granted over time that they become assumptions guiding OB. Underlying assumptions are employees' deep-seated beliefs about their company and are the core of org culture.
primary appraisals
are our perceptions of whether a stressor is irrelevant, positive, or negative
Mechanistic organization
are rigid bureaucracies - strict rules - narrowly defined tasks - top-down communication - centralized decision making A mechanistic organization generally would have a traditional org design: functional, divisional, and/or matrix.
Level 1 of Org. Culture: Observable Artifacts
are the physical manifestation of an organization's culture. They include: - 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.
surface-level characteristics
are those that are quickly apparent to interactants, such as race, gender, and age
deep-level characteristics
are those that take time to emerge in interactions, such as attitudes, opinions, and values.
formal group
assigned by an organization or its managers to accomplish specific goals. Such groups often have labels: work group, team, committee, or task force
behavioral styles approach
attempts to identify the unique behaviors displayed by effective leaders
attribution theory
attribution theory is based on a simple premise: Right or wrong, people infer causes for their own and others' behavior. - Current models of attribution build on the pioneering work of the late Fritz Heider. Heider, the founder of attribution theory, proposed that 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).
implicit leadership theory
based on the idea that people have beliefs about how leaders should behave and what they should do for their followers - perceptions matter
contingency theory
based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand
leader-member exchange (LMX) theory
based the assumption that leaders develop unique and one-to-one relationships (exchanges) with each of the people reporting to them. -Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.
intellectual stimulation
behavior that encourages employees to question the status quo and to seek innovative and creative solutions to organization problems
Task-oriented behavior
behaviors that prioritize the accomplishment of a task in an efficient and reliable way
cultural intelligence is (Early and Mosakowski)
capability to adapt effectively to new cultural contexts and picks up where emotional intelligence leaves off. key components: 1. Cognitive - ability to plan for and anticipate - do your homework - and recognize in real time to what is and is not working 2. Physical - Capacity to adapt - display those behaviors, cultural greetings and mannerisms, that are the norm in the culture you're working with 3. Emotional- Comfort, confidence, and desire to adapt actually turn out to be huge obstacles for many people. (This usually ends of being the case bc 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.)
Hierarchy of authority
chain of command, specifying relative authority of each manager - control mechanism dedicated to making sure the right people do the right things at the right time.
psychopathy
characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others - toxic person at work
Kotter's Eight Steps for Leading Organizational Change
claimed organizational change failed because of ineffective implementation 1. create sense of urgency: unfreeze org with compelling reasons 2. create the guiding coalition: create team w/ appropriate knowledge + power (create cross-functional, cross-level group of people w enough power to lead the change). 3. develop a vision + strategy: inspire + plan to guide 4. communicate the change vision: com. strategy + over-communicate 5. empower broad-based action: eliminate obstacles + encourage risk taking + creative problem solving 6. generate short term wins: plan for and create STWs/ improvements, reward others 7. consolidate gains and produce more change: energize change process, bring others into change. 8. anchor new approaches in the culture: highlight connections between new behaviors and processes and organizational success. embed in promotions, leadership development, and succession.
internal forces for change
come from inside the organization - may be subtle like low job satisfaction, can manifest outward signs, conflicts, or strikes.
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.
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.
narcissism
consists of "a self-centered personality, feeling of superiority, and a drive for personal power and glory" - fantasize about control
individualized consideration
consists of behaviors that provide support, encouragement, empowerment, and coaching to employees
control strategy
consists of using behaviors and cognitions to directly anticipate or solve problems
Group cohesiveness
defined as the "we feeling" that binds members of a group together, is the principal by-product of Tuckmans Stage 3
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
team charters
describe how the team will operate, such as through processes for sharing information and decision making (teamwork)
leader-member relations (1/3 situational control)
describe the extent to which the leader has the support, loyalty, and trust of the work group - most important component
team composition
describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members. - 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.
organization chart
diagram shows structure of an org, classifications of work and jobs, and the relationships among those classifications 1. show chain of command 2. indicates extensive division of labor.
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 similar products or services, customers or clients, or geographic regions -large firms with separate divisions built on different technologies, geographies, or different bases of customers -manager is responsible for the performance of each of these functions-employees are segregated into org groups based on similar products or services, customers or clients, or geographic regions PROS-clear roles and responsibilities-workers in each division an have more product focus, accountability, and flexibility than in a functional structure CONS-coordination and communication across divisional silos can be an issue
encounter phase
employees come to learn what the organization is really like
psychological empowerment
employees' belief in the degree to which they affect: - work environment - competence - meaningfulness of job - perceived autonomy in their work - progress - drives intrinsic motivation
task roles
enable the work group to define, clarify, and pursue a common purpose - keep the group on track - task roles keep the group on track while maintenance roles keep the group together
Leaders increase psychological empowerment
engaging in behaviors that enhance perceptions of - meaningfulness - self-determination - competence - progress
relationship-oriented behaviors
enhance employees' skills and to create positive work relationships among coworkers and between the leader and his or her employees.
informal group
exists when the members' overriding purpose in getting together is friendship or a common interest - (overlap: team of analysts plays tennis after work)
role / roles
expected behaviors for a particular position, and a group role is a set of expected behaviors for members of the group as a whole.
mission statement
express the reason an organization exists
symptom management strategies
focus on reducing the symptoms of stress - relaxation, meditation, medication, exercise
servant leadership
focuses on. increase service to others rather thane self
Transactional Leadership
focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance - includes fundamental managerial activities of setting goals, monitor progress, reward/punish
social network
form or pattern of relationships between/among people (vary in size, quality, and diversity) - One of the blind spots when building networks is The Self-Similarity Principle: We are inclined to pick ties that have similar intellectual backgrounds, training, and experience (cliques: network A in the class PPT). - Looser, more diverse ties are more effective.
maintenance roles
foster supportive and constructive interpersonal relationships - keep group together - "Jonathan, you have been quiet lately. What do you think?"
line manager
generally have the authority to make decisions for their units
Realistic Job Preview (RJP)
gives a candidate a realistic picture of both positive and negative features of the job and the organization before he or she is hired
functional structure
groups according to the business functions they perform, for example, manufacturing, marketing, and finance -small firms, large governmental firms and divisions of large firms. -groups people according to the business functions they perform, for example, manufacturing, marketing, and finance PROS- clear roles and responsibilities - High specialization - Efficiency - Economies of scale CONS - Creates silos - Reduces collaborate - Takes longer to communicate coordination and communication across functional silos can be an issue -most companies use dotted line or other informal messages to combat this potential limitation
ries and rituals
he planned and unplanned activities and ceremonies used o celebrate important evens of achievement
Path-Goal Theory (House's)
holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction steps: 1. reduce roadblocks interfere w goals 2. provide guidance + support 3. link rewards to goal accomplishment
strategic plan
identifies long-term goals and the actions necessary to achieve them
boundaries
identify values, like timely and quality work, to which team members will commit. - also describe the legitimate activities of the team, which are details about what the team will and will not do and what members will and will not do in the name of the team. - It also is important to agree to and describe the key stakeholders affected by the team's activities. This clarifies who the team does and does not serve
team adaptive capacity
important to meet changing demands and to effectively transition members in and out - (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. - Described in this way, team adaptive capacity is a matter of team composition—the characteristics of individual team members. And it is an input in the Organizing Framework that influences team-level outcomes
recipient characteristics
includes perceptions and a variety of individual differences that help explain actions and inactions. six of the most common characteristics are: 1. dispositional resistance to change 2. surprise and fear of the unknown 3. fear of failure 4. loss of status and/or job security 5. peer pressure 6. past success
Inspirational Motivation
includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm
crowdsourcing
inviting broad communities of people - customers, employees, independent scientists and researchers, and even the public at large - into the new product innovation process - "the practice of obtaining needed services, ideas, or content by soliciting contribution from a large group of people - typically through the internet
radically innovative change
involves introducing a practice that is new to the industry - very threatening - high end of cost and complexity - the intro of the sharing economy has ben a radical change for many industries, such as transportation (bur, lyft) and housing (airbnb) as each additional industry adopts the shared or peer-to-peer model = radical innovative change
sustainability
is "a company's ability to make a profit without sacrificing the resources of its people, the community, and the planet."
person-environment fit (P-E)
is "the compatibility between an individual and a work environment that occurs when their characteristics are well matched."
Stereyotype
is an individual's set of beliefs about the characteristics or attributes of a group.
affirmative action
is an intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past. - Can refer to both voluntary and mandatory programs. - Does not legitimize quotas. Quotas are illegal and can be imposed only by judges who conclude that a company has engaged in discriminatory practices. - Does not require companies to hire unqualified people. - Has created tremendous opportunities for women and minorities. - Does not foster the type of thinking needed to manage diversity effectively.
resistance to change
is any thought, emotion, or behavior that does not align with actual potential changes to existing routines. - not only by irrational people - Resistance is a dynamic interaction among 3 causes
access-and-legitimacy perspective on diversity
is based in recognition that the organization's markets and constituencies are culturally diverse.
organizational culture
is defined as "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." 1. Shared concept. Org cult consists of beliefs and values shared among a group of people. 2. Learned over time. Cult is passed to new employees through the processes of socialization and mentoring, discussed later in this chapter. 3. Influences behavior at work. Its influence on behavior is the reason "culture eats strategy for breakfast." 4. Affects outcomes at multiple levels. Cult affects outcomes at the individual, group/team, and org levels. - facilitates collective commitment.
consideration
is leader behavior that creates mutual respect or trust and prioritizes group members' needs and desires - prompts social interaction and identification with the team and leader
task interdependence
is the degree to which team members depend on each other for information, materials, and other resources to complete their job tasks. - Task interdependence provides opportunities for interaction, sharing, and coordination. - The form of interdependence should match what the team requires to achieve its goals. - A common mission or purpose helps a team and its members see how their own efforts and outcomes contribute to the larger department or organization. And rewarding teamwork is likely to further enhance actual teamwork and team performance.
Machiavellianism
is the use of manipulation, a cynical view of human nature, and a moral code the puts results over principles - believe everyone lies, so much cheat to get what they want
participation and involvement approach to overcoming resistance to change
is used when the initiators do not have all the information they need to make the change.
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.
task structure (2/3 situational control)
measures the amount of structure contained within tasks performed by the work group
team charter
members' mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its commitments
Lewin's Change Model
model of planned change that explained how to initiate, manage, and stabilize the change process. 1. Unfreezing 2. Changing 3. Refreezing
anticipatory socialization phase
occurs before an individual actually joins an organization
failure
occurs when an activity fails to deliver its expected results or outcomes, these are generally feared
presenteeism
occurs when employees show up but are sick in no conditions to work productively
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
hollow structure
often called the network structure, is designed around a central core of key functions and outsource other functions to outside companies or individuals who can do them cheaper or faster. - shoe company may design shoe, but have manufactured elsewhere PROS - Gain scale without mass - Flexible and adaptive - Quickly access new markets - Agile CONS - Loss of control - Difficult to form and manage - Requires trust between and among organizations
virtual structure
org members are geographically apart - usually working with e-mail, collaborative computing, and other computer connections - generally appears to customers as a single, unified organization with a real physical location. designed around a central core of key functions and outsources other functions to other companies or individuals who can do them cheaper or faster. PROS - Respond to market opportunities - Provide product extensions or one-stop shop - Low exit costs (outsourcing production) CONS - Requires high level of communication/cooperation costs - Low employee loyalty and/or commitment - heavy price competition and pressure to cut costs-network structure.
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
secondary appraisal
our perceptions of how all w are ro cope with a given demand
ways to enhance creativity and innovation.
playful yet functional office space, brain writing and knowledge brokering are different
learning organization
proactively creates, acquires, and rangers knowledge and changes its behavior on basis of new knowledge and insights.
leadership
process whereby an individual influences a group of individuals to achieve a common goal - gender, age, task-oriented traits, interpersonal attributes influence leadership behaviors
Onboarding
programs that help employees to integrate and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities
contingency leadership theories
propose that the effectiveness of a particular stye of leader behavior depends on the situation
competing values framework
provides a practical way for managers to understand, measure, and change organizational culture. It identifies four fundamental types of org culture— 1. clan 2. adhocracy 3. hierarchy 4. market
span of control (span of management)
refers to the number of people reporting directly to a given manager
fundamental attribution bias
reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors. - causes perceivers to ignore important environmental factors
psychological safety
reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences.
adaptive change
reintroduction of a familiar practice in either a different unit or in the same unit at a different time (least threatening b/c familiar) - least complex, costly and uncertain.
creative performance behaviors
represent four key behaviors that drive the production of creative outcomes - formulation/definition - preparation/information gathering - idea generation - idea evaluation/ validation
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 - includes communicating ethical values to others, rewarding ethical behavior, and treating followers with care/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 - empowerment
represents the leader's ability to create perceptions of psychological empowerment in others
diversity
represents the multitude of individual differences and similarities hat exist among people
change and acquisition phase
requires employees to master important tasks and roles and to adjust to their work group's values and norms
organizational design
sets the "structure of accountability and responsibility used to develop and implement strategies, and he human resource practices and information and business processes that activate those 1. traditional (functional, divisional, matrix) 2. horizontal (horizontal) 3. open (hollow, modular, virtual)
norm / norms
shared attitude, opinion, feeling, or action— that guides behavior." - Norms help create order and govern behaviors of groups and their members. - save groups from having to figure out how to do the same things each time they meet. - more encompassing than roles which tend to be at the individual level in the Organizing Framework and pertain to a specific job or situation. Norms, in contrast, are shared and apply to the group, team, or organization.
task-oriented
skilled at getting the goals of the group accomplished efficiently and well
a leader
someone who influences other people - Everyone is a leader who exerts influence over others in pursuit of organizationally relevant matters.
change agent
someone who is a catalyst in helping organizations to deal with old problems in new ways - can be external consultants or internal employees, and their characteristics can include actions/or inactions
unity of command principle
specifies that each employee should report to only one manager
Mission Statement
statement of the org's purpose - what it wants to accomplish in the larger environment - Be careful not to describe this in terms of a goal, such as get a good grade. Missions focus on and articulate a higher purpose. -For example, the American Humane Society's is: "Celebrating animals, confronting cruelty."
Demographics
statistical measurement of populations and their qualities (such as age race gender or income) over time - change in this not an external force for change
eustress
stress that is associated with positive emotions and outcomes
horizontal structure
teams or workgroups, either temporary or permanent, are created to improve collaboration and work on common projects - improve internal coordination - create better value-teams or workgroups, PROS -Business focused - Highly flexible - Reduces control and conditional costs - improved responsiveness to customers CONS - Difficult to implement - Requires new skills and methods - Needs sophisticated
collaboration
the act of sharing information and coordinating efforts to achieve a collective outcome. 1. Communicate expectations. Clarifying roles and responsibilities for each team member is essential. Identify and communicate both individual and team accountability. 2. 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. 3. 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. 4. 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. 5. 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
casual attribution
the activity of inferring causes for observed behavior - Formally defined, causal attributions are suspected or inferred causes of behavior. - Managers need to understand how people formulate these attributions because they profoundly affect OB
According to Early and Mosakowski, cultural intelligence
the capability to adapt effectively to new cultural contexts and picks up where emotional intelligence leaves off. 1. Cognitive 2. physical 3. emotional
Team identity
the collective sense of identification and loyalty team members feel towards the team - helps create team name and logo or to signify membership. - team rosters including each member's name, email address, phone number, and schedule can make communicating and planning teamwork much more efficient. (more useful if team-related strengths + responsibilities included)
innovation
the creation of something nw that makes money; it finds a pathway to the consumer
Outcome interdependence
the degree to which team members share equally in the feedback and rewards that result from the team achieving its goals - "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
Team Interdependence
the extent to which members are dependent on each other to accomplish their work - (materials, information, other resource)
person-organization fit (P-O)
the extent 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.
job stress
the harmful physical and emotional responses that occur when the requirements of the job match the capabilities, resources, or needs of the worker
cognitive appraisal
the interpretation of an event that helps determine its stress impact - "its not what happens to you but how you respond to it"
innovative change
the introduction of a practice that is new to the organization - midway on the continuum of complexity, cost, and brings more uncertainty than adaptive change
creative outcome effectiveness
the joint novelty and usefulness (quality) of a product or service as judged by others - creative behaviors are influenced by a host of person factors and situation factors
position power (3/3 situational control)
the leader's formal power to reward, punish, or otherwise obtain compliance from employees
organizational socialization
the process by which individuals acquire the knowledge, skills, attitudes, and behaviors required to assume a work role.
Creativity
the process of producing "new and useful ideas concerning product, services, processes, and procedures. - using imagination + skill to make new or unique product processes or thoughts
Social capital
the resources available in and through social networks - Information, ideas, learning - Power, influence, effectiveness - Support, goodwill, trust, cooperation - Networks are not what you get out, but what you put in
readiness for change
the strength of our beliefs and attitudes about the extent to which changes are needed, and our capacity to successfully implement them. - readiness can be an individual or organizational level output
social loafing
the tendency for individual effort to decline as group size increases.
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 strategies
those in which you avoid or ignore stressors - beneficial if you have no control over the situation
Storming (Tuckman 2/5)
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. In fact, some management experts say the reason many new CEOs don't survive is that they never get beyond the storming stage
Idealized Influence
to instill pride, respect, and trust within employees - sacrifice the good of the group
Transformational Leadership
transform their followers to pursue organizational goals over set interests 1. inspirational motivation 2. idealized influence 3. individualized consideration 4. intellectual stimulation
strategy map
visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that everyone in the company can understand how their jobs are linked to the overall objectives of the organization
boundaryless organization
when "management has largely succeeded in breaking down barriers between internal levels, job functions, and departments, as well as reducing external barriers between the association (org) and those with whom it does business
adhocracy culture
when a company has an external focus and values flexibility. -Creation of new products and services is their strategy, which they accomplish by being - adaptable - creative - fast to respond to changes in marketplace means: adaptability, creativity, agility ends: innovation, growth, cutting-edge output
reciprocal interdependence
work completed by different jobs or groups working together in a back-and-forth manner - 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.
pooled interdependence
work completed by having each job or department independently contribute to the whole - 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 interdependence
work completed in succession, with one group's or job's outputs becoming the inputs for the next group or job - 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.
virtual teams
work together over time and distance via electronic media to combine effort and achieve common goals - Members of virtual teams, report in from different locations, different organizations, and often different time zones and countries. avoid redundancy-wide distribution of employees can undermine trust and coordination-likely fails to promote strong employee loyalty or org identification