Individuals Teams and Organizations Final

Issues with communication

Lack of communication competence -when people aren't good at encoding, transmitting, or decoding messages Noise -Anything which disrupts the communication process Information Richness -amount of depth of information which can be transferred through communication. Face-to-face is very rich because meaning can be transferred through more than just words (tone, expressions, etc) Less rich channels can more difficult to interpret. Network structure -See notecard

Stages of Team Development

Forming- try to understand the boundaries in the team and get a feel for what is expected of them. Storming- remain committed to ideas, triggers conflict that affects some relationships and harms the team's progress. Norming- realize that they need to work together to accomplish team goals. Performing-members are comfortable working within their roles, and the team makes progress toward goals. Adjourning - members experience anxiety and other emotions as they disengage and ultimately separate from the team.

Effects of Power and Influence on Performance and Commitment

P&I have a moderate positive effect on performance, when used effectively they can foster internalization and compliance -this facilitates task performance. May also see increase in citizenship behavior if used well. Effective use of P&I linked to moderate positive effect on commitment, specifically affective commitment.

Creative behavior

Team activities focused on generating novel ideas and useful solutions.

Outcomes and Interdependence Relationship

Team members tend to prefer when situations with high task interdependence also have high outcome interdependence. Low task interdependence with low outcome interdependence.

Transition Processes (Type of teamwork process)

Teamwork activities that focus on preparation for future work. E.g. mission analysis, strategy formulation, goal specification Important to implement before and after periods of taskwork

Importance of Team Processes

Teamwork processes have a moderate positive relationship with team performance. Teamwork processes have a strong positive relationship with team commitment. Teams that engage in effective teamwork processes tend to continue to exist together into the future. People tend to be satisfied in teams in which there are effective interpersonal interactions.

espoused values (outer layers of onion)

The beliefs, philosophies, and norms that a company explicitly states. These may be in the form of published documents or verbal statements from managers to employees

bounded rationality

people use simplified models of problems to address the problem of limited information

openness to experience

people who are curious, imaginative, creative, complex, refined, and sophisticated

conscientiousness

people who are dependable, organized, reliable, ambitious, hardworking, and persevering

agreeableness

people who are kind, cooperative, sympathetic, helpful, courteous, and warm

neuroticism

people who are nervous, moody, emotional, insecure, jealous, and unstable

extraversion

people who are talkative, sociable, passionate, assertive, bold, and dominant

action team

perform complex task that vary in duration and take place in highly visible or challenging circumstances. the life span varies as well as the member involvement (example: surgical team, sports team)

learning oriented Method of learning

person enjoys working on new tasks even if they fail, building competence deemed more important than demonstrating competence. Failure viewed as means of increasing skills and knowledge

leadership

process whereby an individual influence others to achieve a common goal

project team

produce a one time output (product, service, plan, design, etc.) the life span varies as well as the member involvement (example: research group, planning team)

work team

produce goods or services and that generally require a full time commitment. These teams are permanent and have a long life span (example: sales team, maintenance team)

traits

recurring regularities or trends in people's responses to their environment

confirmation bias

seeing out information that reaffirms past choices and preconceived views (only looks for info that confirms their beliefs)

role

set of behaviors a person is expected to display in a given context

multidivisional structures

similar to bureaucratic structures; grouped into divisions around products, geographical regions, or clients; each division has own functional groups

simple organizational designs

simple (small businesses). wide SOC, centralized authority, little formalization Most common form of organization, encompasses most small firms and businesses

heuristics

simple and efficient rules of thumb that allow one to make decisions more easily

neutralizers (part of substitutes for leadership model)

situational characteristics that reduce the importance of the leader and do not improve employee performance in any way Kind of like the opposites of substitutes E.g. spatial distance: this makes a leader less effective, but has no effect on employee performance

substitutes

situational characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance e.g. an employees intrinsic satisfaction with their work

accomplishment striving

strong desire to accomplish task related goals as a means of expressing personality

status striving

strong desire to obtain power and influence within a social structure as means of expressing personality

virtual teams

teams in which members are geographically dispersed and interdependent activity occurs electronically

virtual organization

temporary network of companies coming together to exploit fast-changing opportunities

performance-avoid oriented method of learning

tend to work mainly on task at which they're already good at preventing them from failing in front of others, want to avoid being seen as dumb

self-serving bias

tendency to attribute our own successes to internal factors and our failures to external factors

fundamental attribution error (elevator)

tendency to judge others' behaviors as largely a consequence of personality/dispoition, not situation

self-awareness

the appraisal and expression of emotions wishing oneself

other awareness

the appraisal and recognition of emotion in others

power

the capacity to influence the behavior of others, so that they act as you want them to

individual collectivism

the degree to which a culture has a loosely knit social framework (individualism) or a tight social framework (collectivism)

power distance

the degree to which a culture prefers equal power distribution (low power distance) or an unequal power distribution (high power distance)

short-term vs. long-term orientation

the degree to which a culture stresses values that are past and present oriented (short-term orientation) or future-oriented (long-term orientation)

uncertainty avoidance

the degree to which a culture tolerates ambiguous situations (low uncertainty avoidance) or feels threatened by them (high uncertainty avoidance)

person organization fit

the degree to which a person's values and personality match the culture of the organization

use of emotions

the degree to which people can harness emotions and empty them to improve their chances of being successful in whatever they do

outcome interdependence

the degree to which team members share in the team rewards and outcomes These include pay, bonuses, formal recognition, and feedback. High levels of this exist when team members influence each others outcomes. This is low when individuals performance leads to individual outcomes.

leader effectiveness

the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation with followers

masculinity femininity

the degree tow which a culture values stereotypically male traits (masculinity) or stereotypically female traits (femininity)

big five

the five major dimensions of personality, including conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion

expertise

the knowledge and skills that distinguish experts from novices

underlying assumptions (onion core)

unconscious, taken for granted beliefs, perceptions, thoughts, and feelings taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation (core values).

intellectual stimulation

when the leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

idealized influence

when the leader behaves in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader

inspirational motivation

when the leader behaves in ways that foster an enthusiasm for and commitment to a shared vision of the future followers are proud to stand behind leader

individualized consideration

when the leader behaves in ways that help followers achieve their potential through coaching, development, and mentoring

locus of control

whether people attribute the cause of events to themselves or to the external environment

perceptual abilities

being able to perceive, understand, and recall patterns of information

emotional regulation

being able to recover quickly from emotional experience

matrix structure

combines functional and product departmentalization, breaks unity of command principle

horizontal or boundary less organizations

companies with work organized around core customer service processes (example: mayo hospital)

non programmed decisions

decisions made by employees when a problem is new, complex, or not recognized

programmed decisions

decisions that are somewhat automatic because the decision maker's knowledge allows him or her to recognize the situation and the course of action to be taken

formalization

degree to which rules and procedures are used to standardize behaviors and decisions in an organization

work specialization

degree to which task in an organization are divided into separate jobs Highly specialized = a lot of different, specific jobs

performance-prove oriented Method of learning

demonstrating their competence so that others will not think poorly of them, will think they're smart

culture strength

exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity).

coordination loss

extra effort expended in order to accomplish and integrate work in a team context

management team

integrate activities of subunits across business functions. the life span is long and there is moderate member involvement (example: top management team)

teamwork processes

interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself Can be thought of as the behaviors conducive to creating a setting where effective teamwork can be carried out.

Ideal Size for Most Teams

4-5 members results in greatest satisfaction from employees, a greater number may be necessary for management and project teams.

Reciprocal Interdependence (type of task interdependence)

Again, members of the team have specialized roles, however, here members may coordinate their efforts with a subset of other team members to complete their work. E.g. All the people who need to work together to build and sell a house Diagram looks like a centipede

Note on Company Size

As companies get bigger, they have to adopt more mechanistic tendencies in order to function properly

Three Factors accounting for a team's ability to make decisions

Decision Informity -Reflects whether members possess adequate information about their own task responsibilities Staff Validity -Degree to which team members make good recommendations to the team leader. Hierarchical sensitivity -the degree to which the leader effectively weighs members' recommendations.

leader-member exchange theory

Describes how leader/member relationships develop over time on a dyadic basis. Leader/Member relations developed in two phases, role-taking phase and role-making phase. role taking: -leader describes employees role expectation, employee attempts to fulfill those expectations with their job behaviors. Leader gauges employee talent/motivation here. role making: -point where employee's own expectations are mixed with those of the leader. Here leader offers more resources and opportunities, employee contributes more activities/effort. These two processes result in categorization of "high quality exchange dyad" (leader's ingroup) and "low quality exchange dyad" (outgroup) obviously, in-group receives greater information, influence, support, and attention than out-group employees.

Sequential Interdependence (type of task interdependence)

Different tasks are done in a prescribed order, and the group is structured such that members specialize in these tasks. Interaction only occurs between predecessors and successors. Individuals only depend on their predecessor though. E.g. an assembly line

Advantages of a strong culture

Differentiates organization from others Allows employees to identify themselves within organization Facilitates desired behaviors among employees Creates stability within organization

relationship between task conflict and creativity

Downwards facing parabola, as creativity goes up so does conflict, peaks though and decreases

Comprehensive Interdependence (type of task interdependence)

Each member has a great deal of discretion in terms of what they do and with whom they work. This requires the highest level of interaction and coordination among members as they work.

power contingency factors

Four factors that have an effect on an individual's ability to use their power to influence others: substitutability -degree to which others have alternatives in procuring resources discretion -degree to which managers have the right to make decisions on their own, influence reduced with increased red tape centrality -represents how important someone's job is and how many people depend on that person to accomplish their tasks visibility -how aware others are of a leader's power and position

Pooled interdependence (type of task interdependence)

Group members complete their work assignments independently, and then this work is "piled up" to represent the groups output. E.g. a fishing boat

Competing (Conflict Resolution Strategy)

High Assertiveness, Low cooperation Win-Lose This occurs when one party attempts to meet their own goals without concern for the other party's results. One individual uses legitimate or coercive (high levels of organizational power) power to settle the conflict. May also use hard influence tactics such as pressure or coalitions.

Traits linked to leader emergence and effectiveness

High Conscientiousness (emergence) Low agreeableness (emergence) High openness to experience (both) High extraversion (both)

Collaboration

High assertiveness, high cooperation win win occurs when both parties work together to maximize outcomes. Generally regarded as the most effective strategy for resolving conflicts, especially task-oriented conflicts hardest to achieve as both parties have to let their guard down, share all their info, and regard each other as equals

Action Processes (Type of teamwork process)

Important to implement as task-work is being accomplished. These are things you do to monitor your team's progress towards its goal/help team reach goal e.g. Monitoring progress, systems monitoring, helping behavior, coordination

4 Moderately effective influence tactics

Ingratiation -Ass kissing Personal appeals -Asking someone to do you a favor because they're your homie, works best if they're actually your homie Exchange -quid pro quo Apprising -Emphasizing how completing a request will benefit that individual personally

Boundary Spanning (another type of taskwork process)(3 types)

Involves three types of activities with individuals and groups who are not considered part of the team. Ambassador activities -Communications intended to protect part of the team, persuade others to support the team, or obtain important resources for the team. Typically involves communicating with the higher ups. Task Coordinating activies -Involve communications intended to coordinate task-related issues with people or groups in other functional areas. E.g. meeting with someone from a different department. Scout activities -refer to things team members do to obtain information about technology, competitors, or the broader marketplace.

active management by exception (type of transactional leadership)

Leader arranges to monitor mistakes and errors actively and takes corrective action when required. "leader directs attention towards failure to meet standards" Middle in terms of effectiveness, second to contingent reward (transactional leadership) on spectrum

Passive management by exception (type of transactional leadership)

Leader waits around for mistakes and errors and then takes action to fix the problem. Least effective method of transactional leadership, closest to laissez-faire on spectrum

Learning Impact on Performance and Commitment

Learning has a moderate positive effect on performance, smarter employees tend to have higher levels of task performance Learning has a weak positive effect on commitment, smart employees tend to have slightly higher levels of affective commitment

Avoiding (Conflict Resolution Strategy)

Low assertiveness, Low cooperation lose, lose Occurs when one party wants to remain neutral in order to postpone conflict, gather info, or let things cool down. Never really resolves the conflict, may result in negative feelings towards leader

Accommodating

Low assertiveness, high cooperation lose-win occurs when one party gives in to the other and acts in a completely unselfish way. Leaders will use this if the issue isn't very important to them, but is to the other party. May be a better long term strategy if you have less power than adversary at this time.

Disadvantages of a strong culture

Makes merging with another organization more difficult Attracts and retains similar kinds of employees, thereby limiting diversity of thought Can be "too much of a good thing" if it creates extreme behaviors among employees Makes adapting to new environments more difficult

Compromise

Moderate assertiveness, moderate cooperation Occurs when conflict is resolved via give and take concessions. Most common form of conflict resolution.

Contingencies of Reinforcement Takeaway

Positive reinforcement and extinction should be the most common forms of reinforcement used by managers to create learning among their employees.

Expert Power

Power derived from one's expertise, skill, or knowledge on which others depend. E.g. lone programmer who's the only one who knows how to operate antique software.

2 Least effective influence tactics

Pressure -The use of coercive power through threats and demands. Coalitions -enlisting other people to help influence the target.

4 Most effective influence tactics

Rational Persuasion -use of logical arguments to show target that request is worthwhile. Only consistently effective tactic for upward influence. Consultation -occurs when target of influence is allowed to participate in deciding how to carry out/implement a request. Inspirational appeals -tactic designed to appeal to the target's values and ideals, therefore creating an emotional/attitudinal reaction. Gotta know what's important to the target. Collaboration -Even further than coordination, target and leader work together to complete request. Leader may provide resources/remove obstacles.

Potency (team state)

Refers to the degree to which members [collectively] believe that the team can be effective across a variety of situations and tasks. In high potency teams, members are confident that their team can perform well, and as a consequence, they focus more of their energy on achieving team goals. When it's low, team members will question the team's goals and one another. Team members' confidence in their own capabilities, their trust in other members' capabilities, and feedback about past performance play a role in developing high potency. Strong positive impact on team performance.

Three methods of learning

Reinforcement Observation Experience

Disjunctive Tasks

Require only one member of the group to be completed successfully. Member who possesses highest level of ability relevant to the task will have the most influence on the effectiveness of the team.

Network Structure

The pattern of communication which occurs regularly among members of a team. The fewer members which information flows through, the higher the degree of centralization. All channel communication tends to be more effective for approaching complex tasks(low centrailzation) When tasks are simpler, a more centralized structure such as the wheel result in faster solutions with fewer mistakes. Team members generally prefer less centralization, aka people like being in the loop

Interpersonal Processes (Type of teamwork process)

These processes are important before, during, and between periods of task work. These relate to how team members manage their relationships. e.g. motivating and confidence building, affect management,

Note on influence tactics

They tend to work best in combination "softer" tactics tend to be more successful. 4 most influential tactics use personal power more than organizational power.

Effects of transformational leadership on Performance and Commitment

Transformational leadership has a moderate positive effect on performance. This tends to instill greater task performance in employees. Also more likely to engage in citizenship behaviors. Transformational leadership has a strong positive effect on commitment. Employees with transformational leaders tend to exhibit higher levels of effective and normative commitment.

Hybrid outcome interdependence

When individuals' outcomes depend on both team performance, as well as their individual performance. The biggest challenge with this is the uncertainty regarding which behaviors to reward and how to distribute compensation. One solution is to implement a compensation system which matches the level of task interdependence.

Goal Interdependence

When team members have a shared vision of the team's goal and align their individual goals with that vision as a result. One way to foster this is through a compelling mission, vision, and values statement.

compromise

a conflict resolution style by which conflict is resolved through give and take concessions

competing

a conflict resolution style by which one party attempts to get his or her own goals met without concern for the other party's results

accommodating

a conflict resolution style by which one party gives in to the other and acts in a completely unselfish way

avoiding

a conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down

collaboration

a conflict resolution style whereby both parties work together to maximize outcomes "win-win"

subcultures

a culture created within a small subset of the organization's employees

reasoning ability

a diverse set of abilities associated with sensing and solving problems using insight, rules, and logic

organizational chart

a drawing that represents every job in the organization and the formal reporting relationships between those jobs

training

a systematic effort by organizations to facilitate the learning of job-related knowledge and behavior

chain of command (COC)

answered the question of "who reports to whom?" and signifies formal authority relationships

brainstorming (type of creative behavior, also a team process)

a face-to-face group meeting in which team members offer as many ideas as possible Not always the best though because it's easy to engage in social loafing, some members will be too shy to contribute ideas, and production blocking happens when members have to wait their turn to speak

legitimate power (organizational power)

a form of organizational power based on authority or position

coercive power

a form of organizational power based on the ability to hand out punishment operates upward as well as downward

referent power

a form of organizational power based on the attractiveness and charisma of the leader

reward power

a form of organizational power based on the control of resources or benefits operates upward as well as downward

delegative style

a leadership style where the leader gives the employee the responsibility for making decisions within some set of specified boundary conditions highest degree of follower control

autocratic style

a leadership style where the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit

facilitative style

a leadership style where the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's

consultive style

a leadership style where the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision him or herself

time driven model of leadership

a model that suggest that level factors, including the importance of the decision, the expertise of the leader, and the competence of the followers, combine to make some decision making styles more effective than others in a given situation

substitutes for leadership model

a model that suggests that characteristics of the situation can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance

consideration

a pattern of behavior where the leader create ob relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings

initiating structure

a pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment Leaders with high initiating structure prioritize planning, scheduling, and trying out new ideas.

transactional leadership

a pattern of behavior where the leader rewards or disciplines the follower based on performance

transformational leadership

a pattern of behavior where the where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives

goal orientation

a predisposition or attitude that drives whether a person has a learning or performance orientation toward tasks

negotiation

a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences

ethnocentrism

a propensity to view one's own cultural values as "right" and those of other cultures as "wrong"

learning

a relatively permanent change in an employee's knowledge or skill that results from experience

emotional intelligence

a set of abilities related to the understanding and use of emotions that affect social functioning

diversity culture

a specific culture type focused on fostering or taking advantage of a diverse group of employees

Safety Culture

a specific culture type focused on the safety of employees. A positive safety culture has been shown to reduce accidents and increase safety-based citizenship behaviors.

communion striving

a strong desire to obtain acceptance in personal relationships as a means of express personality

ASA framework

a theory (attraction-selection-attrition) that states that employees will be drawn to organizations with cultures that math their personality, organizations will select employees that match, and employees will leave or be forced out when they are not a good fit Attraction: Some potential job applicants won't apply due to a perceived lack of fit. Selection: Organizations will select candidates based on whether their personalities fit the culture, further weeding out potential "misfits." Attrition: Those people who still don't fit will either be unhappy or ineffective when working

punctuated equilibrium

a theory of team development in which teams quickly establish a routine, and then at the midpoint of a project, the team reassess the approach

social identity theory

a theory that people identify themselves based on the various groups which they belong and judge others based on the groups they associate with

satisficing

accept first alternative that meets minimum criteria

team process

activities and interactions that occur within teams that contribute to their ultimate end goals

task work processes (3 types)

activities of team members that relate directly to the accomplishment of team task Occurs anytime team members interact with the tools or technology used to complete their work. Three main types: Creative Behavior Decision Making Boundary Spanning

Additive Tasks

allow members to each contribute individually and those individual contributions then add together for the greater output of the group. Additive tasks are also categorized as divisible and having a maximizing focus. They require adding together the individual contributions of group members to maximize the outcome of the group.

nominal group technique

an approach to generating ideas and solutions that involves both individual work and work in team meetings It's like brainstorming except you go off on your own to come up with ideas.

Fragmented Culture

an organizational culture type in which employees are distant and disconnected from one another. Low solidarity, low sociability

Communal Culture

an organizational culture type in which employees are friendly to one another and think and behave the same way. Highest levels of sociability and solidarity

Networked culture

an organizational culture type in which employees are friendly to one another but everyone thinks differently and does their own thing. High sociability, low solidarity

Mercenary Culture

an organizational culture type in which employees think alike but are not friendly to one another. High solidarity, low sociability

simple structures

an organizational form that features one person as the central decision making figure

general cognitive ability

an overall level of mental ability that drives more specific cognitive capabilities

negative reinforcement

an unwanted outcome is removed following a desired behavior

availability bias

basing judgments on information that is readily available (pays attention to making a name more available)

cognitive ability

capabilities related to the acquisition and application of knowledge in problem solving

creativity

capacity to generate novel and useful ideas and solutions

positive affectivity

dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation

negative affectivity

dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance

deep level diversity

diversity regarding characteristics that are less directly observable

surface level diversity

diversity regarding observable characteristics

mechanistic organizations

efficient, rigid, predictable, and standardized organizations that thrive in stable environments Heavy reliance on formalization and a rigid chain of command. High degree of work specialization, little employee autonomy. Vertical communication expected when making decisions.

cohesion (team state)

emotional attachment that tends to foster high levels of motivation and commitment to the team Groupthink happens in highly cohesive teams when members may try to maintain harmony by striving toward consensus on issues without ever offering, seeking, or seriously considering alternative viewpoints and perspectives Groupthink can be reduced by assigning a devil's advocate to the group

intuition

emotional judgement based on quick, unconscious, gut feelings ("you just know")

team states

feeling and thoughts that coalesce in the minds of team members as a consequence of their experience working together

organic organizations

flexible, adaptive, outward-focused organizations that thrive in dynamic environments low degree of work specialization, employees encouraged to take a broad view of tasks they perform. Greater degree of employee autonomy, lateral communication is encouraged.

communities of practice

groups of employees who learn from one another through collaboration over an extended period of time

bureaucracy organizational designs

highly specialized (large companies or governments). highly formalized, centralized authority, narrow SOC, decisions made by COC

organizational structure

how jobs and tasks are formally divided, grouped, and coordinated

tacit knowledge

knowledge that employees can only learn through experience (example: you got good at something but couldn't really explain it to someone else)

explicit knowledge

knowledge that is easily communicated and available to everyone (example: kind of information you are likely to think about when you picture someone sitting down at a desk to learn)

evidence based management

making decisions based on evidence instead of intuition, experience, authority, whim, or false assumptions

parallel team

members from various jobs provide recommendations and resolve issues. the life span varies and the member involvement is low (example: committee, advisory counsel)

team composition

mix of people who make up a team in terms of their characteristics

Mental Models (team state)

refer to the level of common understanding among team members with regard to important aspects of the team and its task. Specifically, teams have good mental models when they understand the capabilities of their fellow teammates, as well as the processes the team needs to use to be effective. When members know each others skills they know who best to ask for help + they can recognize who may need help When members share an understanding of the necessary processes they can carry them out efficiently and smoothly.

Transactive Memory

refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team. Not every team member needs to have the same knowledge, instead team members should be aware of when their own specialized knowledge is relevant to the team, and how it can be combined with others' specialized knowledge.

Task Interdependence

refers to the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team.

centralization

refers to where decisions are formally made in the organization If all decisions are made at the top, org is highly centralized (authority/power held by select few)

ability

relatively stable capabilities employees possess that allow them to perform a particular range of related activities

Contingent reward (type of transactional leadership)

represents a more active and effective brand of transactional leadership, here leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance. most effective form of transactional leadership, second to transformational on spectrum

span of control (SOC)

represents how many employees each manager in the organization has responsibility for narrow SOC allows managers to be more hands on with employees, too narrow though and employees are annoyed by micromanaging moderate SOC is recommend, relationship between width of control and employee performance is an upside down parabola Wide SOC gives you a wider org chart, narrow SOC gives you taller org chart decisions are made more quickly with a wide span of control as there's less red tape

Conjunctive tasks

requiring all group members to contribute to complete the product. In this type of task the group's performance is determined by the most inferior or weakest group member. Bottleneck constrains performance. e.g. a pit crew

customer service culture

specific culture type focused on customer service quality

creativity culture

specific culture type focused on fostering a creative atmosphere

escalation of commitment

staying with a decision even when there is evidence that it's wrong

rational decision making model

step by step approach to making decisions that is designed to maximize outcomes by examining all available alternatives

socialization (three stages)

the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture Three stages: Anticipatory stage -happens prior to employee spending even one second at the job. Starts the moment a potential employee first hears an organization's name. This pertains to the ideas potential employees develop of what it's like to work for a given company. I.e. how employees are treated, etc. Happens primarily during recruitment. Encounter stage: -begins the day an employee starts work. New employees compare the information they acquired as outsiders with what the organization is really like. Problems occur when expectations and reality don't match. This is called REALITY SHOCK. Goal for orgs should be to minimize this as much as possible. Understanding and Adaptation: -Here, newcomers learn the content areas of socialization and internalize the norms and expected behaviors of the organization. Importance here is change on part of employee. 3 ways to facilitate socialization: -Realistic Job Previews -Orientation Programs -Mentoring

mentoring

the process by which a junior level employee develops a deep and long lasting relationship with a more senior level employee within the organization

restructuring

the process of changing an organization's structure

organizational design

the process of creating, selecting, or changing the structure of an organization

realistic job previews

the process of ensuring that a potential employee understand both the positive and negative aspects of the potential job

decision making

the process of generating and choosing from a set of alternatives to solve a problem

motivational loss

the reduction in motivation an individual experiences in a team setting

extinction

the removal of a positive outcome following an unwanted behavior

cultural values

the shared beliefs about desirable end states or modes of conduct in a given culture

organizational culture

the shared knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees

personality

the structures, propensities and traits inside a person that explain his or her characteristic patterns of thought, emotion, and behavior

selective perception

the tendency for people to see their environment only as it affects them and as it is consistent with their expectations

influence

the use of behaviors to cause behavior or attitudinal changes in others

social learning theory (learning through observation) + Behavioral modeling

theory that argues that people in organizations learn by observing others Behavioral modeling is when employees observe the actions of others, learn from what they observe, and then repeat the observed behavior.

teams

two or more people who work interdependently over some time person to accomplish common goals related to some task-oriented purpose

quantitative ability

various capabilities associated with doing math operations and choosing and applying formulas to solve problems

verbal ability

various capabilities associated with understanding and expressing oral and written communication

spatial ability

various capabilities associated with understanding one's environment and imagining changes to that environment

observable artifacts (onion tunic)

visible organization structures and processes (example: symbols, language, physical structures) may also include stories, rituals (regular), and ceremonies (irregular)

positive reinforcement

when a positive outcome follows a desired behavior

countercultures

when a subculture's values do not match those of the organization

compliance

when a target refuses to perform a request and puts forth an effort to avoid having to do it

resistance (1 of 3 responses to influence attempts)

when a target refuses to perform a request and puts forth an effort to avoid having to do it

punishment

when an unwanted outcome follows an unwanted behavior

behavioral modeling (learning via observation)

when employees observe the actions of others, learn from what they observe, and then repeat the observed behavior

engagement

when targets of influence agree with and become committed to an influencer's request

laissez faire leadership

when the leader avoids leadership duties altogether