MAN 336 exam 1

Consolidated Products Summary

Ben Samuels: well liked, built fitness center, social activities, aoided layoffs, blieved if you treat people right they will do a good job without supervision. did not set objectives or standards. never asked supervisors to improve productivity. lowest turnover but worst cost records/production levels Phil Jones(replacement): cut fitness and social, supervisotrs instructed to establish high performance standards, computer monitoring system intruduced, demanding objectives for each department, reduced maintenence, laid off workers, production costs were reduced but very high turnover and talk of unionizing

Increasing Outcome Valences

-distribute rewards that employees value -individualize rewards -minimize the presence of counter-valent outcomes

Benefits of Employee Involvement

-improves identification of problems/opportunities. -can improve number and quality of solutions generated -can improve ecaluation of alternatives -strenghten employee commitment to the decision -positive effects on employee motivation -increases skill variety

Increasing E-to-P Expectancies

-match employee ability to job requirements -select ppl with required skills/knowledge -provide training and clarify job requirements -provide sufficient time and resources - simpler/fewer tasks until employee can master -provide examples of similar employees who successfuly performed task -provide coaching to employees who lack confidence

problems with problem identification

-mental models -decisive leadership -stakeholder framing -perceptual defense -solution-focused problems

keys to remember about strengths

-top 5 talents will be consistent over time -a

positive reinforcement

intriduction of a consequence increases or maintains the frequency of future posibility of a specific behavior

attribution theory rules

people rely on three attribution rules -consistency -distinctiveness -consensus to decide whether someones behavior and performance are caused by personal characteristics or environmental influences

strengths defintion

intersection of talent, skills, and knowledge

solution-focused problems

"the problem is that we need more control over our suppliers" its rephrased statement of a solution to a problem that has not been properly diagnosed

Increasing P-to-O Expectancies

- Measure performance accurately -clearly explain the outcomes that will result from successful performance - More rewards for good performance - Explain how rewards are linked to performance

providing work environment that supports creativity:

- learning orientation = motivation from the jobs itself - open communication and sufficient resources - job security -nontraditional workspaces -support from leaders/coworkers

ways to reduce tension of inequity

- reduce inputs so the outcome/input ration is similar - increase our outcomes - increase the comparisions other's inputs

Biased Decision Heuristics

-Anchoring and adjustment heuristic -Availability heuristic -Representativeness heuristic

identifying problems/opportunities more effectively

-be aware of problem identification biases - resist temptation to look decisive - have an aversion to complacency -discuss situation with others

Departmental teams

-Employees have similar or complementary skills located in the same unit of a functional structure -Usually minimal task interdependence because each person works with employees in other departments

Managing work-related stressors

-Remove the stressor (assignning employees to jobs that match their skills/preferences) -withdraw from the stressor(permanently or temporarily) -Change the stress perceptions (help employees improve their self-concept so jbo challenges are not perceived as threatening -Control stress consequences -receive social support

Contingencies of employee involvement

1. Decision structure - programmed decisions less likely to need employee involvment 2. Source of decision - subordinates should be involved in some level when leader lacks sufficient knowledge. 3. Decision commitment - participation improves employee commitment to decision. if they are unlikely to accept a decision without involvement, participation is necessary 4. Risk of conflict - employee goals/norms can conflict with orgs goals, so low level is advisable. also, depends on whether employees will agree with eachother about the preferred solution.

rational choice decision making process ** on exam**

1. Identify problem or opportunity 2. Choose the best decision process 3. Discover or develop possible choices 4. Select the choice with the highest value 5. Implement the selected choice 6. Evaluate the selected choice programmed - standard, have been resolved in past non-programmed - requires steps in the process

Teams

1. all teams exist to fulfill some purpose 2. team members are held together by interdependence and need for collaboration to achieve common goals 3. team members influence eachother 4. team exists when its members perceive themselves to be a team (feel connected)

minimizing social loafing

1. form smaller teams 2. specialize tasks 3. measure individual performance 4. increase job enrichment 5. select motivated, team-oriented employees

team building activities

1. goal setting - clarify teams performance goals, increase motivation to accomplish these goals 2. problem solving - focus on decision making, identifying problems 3. role clarification - clarifies and reconstructs member's perceptions of their role and role of others 4. interpersonal relations - learn about eachother, trust eachother

rational choice decision-making process

1. identify the problem or recognize an opportunity 2. chose the best decision process 3. discover/develop possible choices 4. select the choice with the highest value 5. implement the selected choice 6. evaluate the selected choice

Influences on Team Cohesion

1. member similarity 2. team size (smaller have more cohesion) 3. member interaction (regularly) 4. somewhat difficult entry 5. team success 6. external competition and challenges

contingencies of reinforcement

1. positive reinforcement 2. negative reinforcement 3. punishment 3. extinction

Creative Process Model

1. preparation - developing clear understanding of what you are trying to achieve through novel solution 2. incubation - period of reflective thought. put problem aside 3. illumination - experience of suddenly becoming aware of a unique idea 4. verification - flesh out illuminated ideas and subject them to detailed logical evaluation/experimentation

creative building acrivities

1. redefining the problem - revisit projects that have been set aside. see in new light 2. associative play - playing games with twists, challenges employees to create 3. Cross-pollination - people from dif areas of org exchange ideas or new people brought to an existing team 4. design thinking - human centered solution focused ideas applied with analytical and intuition thinking

consolidated products 3 Cs

3 C's complex: consequences:are intended or unintended, but there is one for every decision made in an organization culture: matters, takes forever to build and a moment to break it

OB Anchor - Multiple levels of analysis

3 levels: -individual -team -organization

Perceptual Process

A sequence of steps leading from the environment to perception of a stimulus, recognition of the stimulus, and action with regard to the stimulus.

why people stereotype

Categorical thinking - energy saving process that simplifies the understanding of the world Drive to comprehend and predict others' behavior - rely on stereotypes to understand/anticipate how others will behave Supports self-enhancement and social identity - categorization - homogenization - differentiation

Five-factor model and work performance

Conscientiousness stands out as the best overall personality predictor of proficient task performance for most jobs. set higher personal goals and are more persistent extraversion is the second best overall personality predictor of proficient task performance agreeableness is associated with organizational citizenship and not associated with counterproductive work behaviors oppenness is a weak predictor of task performance, but is best predictor or adaptive and proactive performance low neuroticism = highest predictor of adaptive performance

informal groups

Groups that are independently formed to meet the social needs of their members no interdependence or organizationally mandated purpose.

team size

Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks.

Perspectives of Organizational Effectiveness - Open Systems Perspective

Organizations are complex systems that "live" within (and depend upon) the external environment organizations are effective when they maintain a good fit with their external environment adapt to environment, influence environment, move to a more favorable environment internal systems should coordinate with eachother

SMARTER goals

Specific - how, where, when, with whom Measurable- quantity and quality Achievable Relevant - within their job and control Time-framed - due date Exciting Reviewed- getting feedback

effective feedback

Specific, relevant, timely, credible

Model of team effectiveness

Team size and roles are important Team characteristics influence processes Good team leaders understand and manage stages of team development Team members and leaders must direct processes in a positive manner

Sterotyping

The process of assigning traits to people on the basis of their membership in a social category. assign charachteristics to identifiable group them automatically transfer those features to anyone we believe is a member of that group

Organizational Behavior

The study of what people think, feel, and do in and around organizations

pooled interdependence

When team members may work independently and simply combine their efforts to create the team's output.

intellectual capital

a company's stock of knowledge, including human capital, structural capital, and relationship capital

punishment

a consequence decreases the frequency or future probability of a specific behavior occuring

job characteristics model

a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties

stereotype threat

an individual's concern about confirming a negative stereotype about his or her group members of a stereotyped group concerned that they might exhibit a negative feature of the stereotype

anchoring and adjustment heuristic

a natural tendency for people to be influenced by an initial anchor point such that they do not sufficiently move away from that point as new information is provided

availability heuristic

a natural tendency to assign higher probabilities to objects or events that are easier to recall from memory, even though ease of recall is affected by non-probability factors

representativeness heuristic

a natural tendency to evaluate probabilities of events or objects by the degree to which they resemble (are representative of) other events or objects rather than on objective probability information

360 degree feedback

a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers, and the employees themselves can be expensive and time consuming

implicit favorite

a preferred alternative that the decision maker uses repeatedly as a comparison with other choices humans like to compare two choices rather than many alternatives

confirmation bias

a selective attention problem the process of screening out information that is contrary to our values and assumptions and to more readily accept confirming information

Team Roles

a set of behaviors that people are expected to perform because they hold certain positions in a team and organization

Organizational Behavior Modification (OB Mod)

a theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior ABC Model: Antecedents -> Behavior -> Consequences

social cognitive theory

a theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior

stress

adapative response to a situation that is perceived as challenging or threatening to the persons well-being physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions

consequences of diversity

advantages: - high informational diversity are more creative - more representative of most communities challenges: - take longer to perform effectively together - increase risk of dysfunctional conflict the challenges can offset.

Team Diversity

advantages: -make better decisions than homogenous teams -see problem/opporutnity from different angles -different mental models -broader pool of technical abilities - better representation of teams constituents challenges: -take longer to become a high-performing team - susceptible to faultlines, or splitting into sub groups -might have more conflict

Five Factor Model of Personality - Neuroticism

anxious, insecure, self-conscious, depressed, temper-mental

stressors

any environmental conditions that place a physical or emotional demand on the person. the causes of stress. -organizational contraints (lack of equipment, budget, support, or resources) -interpersonal conflict (disagree with each othe regarding how to achieve orgs goals/objectives) -work overload (under pressure to complete more work with more effort than they can provide with their time) -low task control (lack control over how much and when they perform their tasks)

learning orientation

beliefs and norms that support the acquisition, sharing, and use of knowledge as well as work conditions that nurture these learning processes

is telecommuting good for employees and organizations?

benefits: - better work-life bal - attractive benefit for applicant - low employee turnover - higher employee productivity - reduced ghg emissions - reduced corporate real estate costs/office costs risks: -more social isolation -lower team cohesion -weaker organizational culture -more stressful due to hope space and roles

perceptual defense

blocking out bad news as a coping mechanism

Five Factor Model of Personality

five broad dimensions, each with cluster of specific traits. CANOE

perceptual grouping

categorical thinking, grouping people based on obervable similarity, proximity, filling in missing information about people or places

satisficing

choosing a "good enough" alternative rather than the alternative with the highest value (maximization)

schedules of reinforcement

continuous reinforcement - most effective for leaning new tasks variable ration schedule - best for motivating people

Five C's of Effective Team Member Behavior

cooperating - work with others coordinating - manage teams work so its performed efficiently and harmoniously communicating- transmit information freely, efficiently, and respectfully comforting- help eachother maintain positive healthy state, show empathy, comfort conflict handling- resolving disagreements

task force teams

cross-functional teams whose members are usually drawn from several disciplines to solve a specific problem, realize an opportunity, or design a product or service

Unintentional (systemic) discrimination

decision makers rely on stereotypes to establish notions of the "ideal" person in specific roles. a person who doesn't fit the idea has to work harder to get the same evaluation as someone who is compativel with the occupational stereotype affects employment opportunities and salaries

MARS: situational factors

depend on the situation, which may be beyond employees control

Components of Motivation (3)

direction of behavior (towards a particular goal) level of intensity (level of effort) level of persistence (certain amount of time)

Technological Change/Information technology

disruptive force in organizations technology gives employees a stronger voice throughd irect communication with executives and broader distrubution of their opinion to coworkers and eyond.

Types of Teams

distinguished by •team permanence - how long that team exists •skill diversity - among members •authority dispersion - degree to which decision-making responsibility is distrubuted through the team (high dispersion_ or vested in one or few members (low dispersion)

distress vs eustress

distress - the degree of physiological, psychological, and behavioral deviation from healthy functioning eustress- necessary part of life bc it activates and motivates people to achieve goals

1. drive to acquire 2. drive to bond 3. drive to comprehend *4. drive to defend*

drive to project ourselves. flight-or-flight.

*1. drive to acquire* 2. drive to bond 3. drive to comprehend 4. drive to defend

drive to seek out, take, control, retain objects motivates competition

drives, needs, and behaviors

drives/emotions -> needs -> decisions and behavior

Globalization

economic, social, and cultural connectivity with people in other parts of the world has brought more complexity and new ways of working to workplace. requires additional knowledge and skills, like emotional intelligence

Perspectives of Organizational Effectiveness - High Performance Work Practices

effective organizations incorporate several workplace practices that LEVERAGE the potential of human capital human capital is an important source of competitive advantage by transforming inputs to outputs better, being more sensitive to external environment, and by having better relations with key stakeholders 1. develop employee skills and knowlege -> superier human capital 2. companies with superior human capital adapt better to chang 3. HPWP strengthen employee motivation and positive attitudes towards employer

Four-Drive Theory

emotions are the source of human motivation. these emotions are generated through four drives 1. drive to acquire 2. drive to bond 3. drive to comprehend 4. drive to defend

programmed decisions

follow standard operating procedures; they have been resolved in the past, so the optimal solution has already been identified and documented

Personality

enduring pattern of thoughts, emotions, behaviors that characterize a person, along with psychological processes behind those characteristics personality traits - broad concepts that allow us to lable and understand differences

differences in needs

everyone has the same drives. but intensity of needs varies from person to person

equality principle

everyone in the group should recieve the same outcomes

OB Anchors - Systematic Research Anchor

evidence-based management - testing hypotheses against data. creating evidence-based orgs: -be skeptical of hyped management practices - embrace collaborative ecpertise, not charismatic stars or management gurus - use stories as examples and ideas, not conclusive evidence - take neutral stance to popular trends/ideologies

Four Domains of Team Strength

executing - make things happen deadlines, stay on task, problem solving influencing - know to take charge, speak up consensus, discussion, finalizing the pitch relationship building - ability to build strong relationships and hold team together connectivity, team bonding strategic thinking - help teams consider what they could be think outside the box, big picture, background research

level of absorption in work

experience of focusing intensely on the task with limited awareness beyond that work

MARS Model of Individual Behavior

factors are critical influences on an individuals voluntary behavior and performance. Direct predictors of employee performance, service, ethical behavior, voluntary behavior in the worspace Motivation Ability Role perceptions Situational factors

Anchors of organizational behavior knowledge

field of ob relies on a set of basic beliefes or knowledge structures aka "anchors" represent the principles of which OB knowledge is developed and refined -systematic research anchor -multidisciplinary anchor -contingency anchor -miltuple levels of analysis anchor

MARS: Motivation

forces within a person that affect direction, intensity, and persistence of voluntary behavior direction - path which people steer their effort intensity -amount of effort allocated to the goal persistence - length of time individual continues to exert effort toward an objective

Team development

forming - testing/orientatin learning about eachother. people are polite storming - interpersonal conflict as members become proactive norming - team develops sense of cohesion, roles established performing - learned to efficiently coordinate and resolve conflicts adjourning- team is about to disband, shift afttention away from task orientation to a relationship focus

needs

goal-directed forces that people experience needs are the emotions we eventually become aware of

Organizations

groups of people who work interdependently towards some purpose. collective entities. and members have a collective sense of purpose.

drives

hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals motivational forces or prime movers or employee behavior drives produce emotions that energize actions *innate and universal* hardwired in our brains and exist in all humans. independent of one another

Levels of Task Interdependence

higher the task interdependence, the greater need to organize people into teams rather than have them work along.

job analyzability

how much the job can be performed using known procedures and rules. high analyzability is jobs that have a ready made cookbook to guide people in those jobs. low analyzability requires employees to use creativity and judgement

types of intellectual capital

human capital: knowlege, skills, abilities employees carry in their heads structural capital: knowledge captured and retained in orgs systems and structures relationship capital: orgs relationship with customers, suppliers, and other who add mutual value for org. (brand image, goodwill, people

Five Factor Model of Personality- Openness to experience

imaginative, creative, unconventional, curious, nonconforming, autonomous, aesthetically perceptive opposite = less open to new ideas, resistant to change, conventional and fixed in their ways

employee engagement

individual's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals associated with self-efficacy predicts employee and work unit performance

Individual behavior: Task performance

individuals voluntary Goal-directed behaviors that contribute to organizational objectives three types of task performance (TP): 1. proficient TP - efficiently and accurately 2. Adaptive TP - modify thoughts/behaviors to allign with new environment - how well employees respond to change 3. proactive TP - taking initiative and anticipate.introduce new work batters that benefit org

characteristics of creative people

intelligence, persistence, knowledge/experience, independent imagination

Job design practices that motivate

job rotation, job enlargement, - add tasks to an existing job job enrichment - employees are given more responsibility for scheduling, coordinating, planning their work

implication of four-drive theory

jobs and workplaces should provide a balanced opportunity to fulfill the four drives. 1. best workplaces help employees fulfill all four drives 2. fulfillment of four drives should be kept in balance.

mental models

knowledge structures that we develop to describe, explain, and predict the world around us important for sense making, but make it difficult to see the world in different ways

mental models

knowledge structures that we develop to describe, explain, and predict the world around us often if an idea doesn't fit the existing mental model of how things work, it is dismissed as unworkable or undesireable

general adaptation syndrome

model of the stress experience consisting of alarm reaction, resistance, and exhaustion

Types of Individual behavior

most can be organized into five categories 1. task peformance 2. organizational citizenship 3. counterproductive work behaviors 4. joining and staying with org 5. maintaining work atendance

increasing job enrichment

natural grouping - naturally groups tasks together to complete an entire product establishing client relationships - put employees in direct contact with their clients

Learned Needs Theory

need for achievement - accomplish more challenging goals need for affiliation - seek approval, conforming, avoid conflict need for power - exercise control over others, highly involved in team decisions

1. drive to acquire *2. drive to bond* 3. drive to comprehend 4. drive to defend

need for belonging/affiliation association with social groups, cooperation

OB Anchors - Multidisciplinary Anchor

ob shoudl welcome theories and knowledge from other disciplines

rational choice assumptions: 1. goals are clear, compatible, agreed upon 2. decision makers can calculate all alternatives and their outcomes 3. decision makers evaluate all alternative simultaneously 4. decision makers use absolute standards to evaluate alternatives 5. decision makers use factual information to choose alternatives 6. decision makers choose the alternative with the highest payoff

observations from OB: 1. goals are ambiguous, in conflict, and lack full support 2. decision makers have limited information-professing abilities 3. decision makers evaluate alternatives sequentially 4. decision makers evaluate alternatives against an implicit favorite 5. decision makers process perceptually distorted information 6. decision makers chose the alternative that is good enough (satisficing_

recency effect

occurs when most recent information dominates our perceptions most common when people make a devision involving complex information

Work-life balance

occurs when people are able to minimize conflicts between their work and nonwork demands. spend too much time thinking about their job most common form of remote work is telecommuting - information technology enables employees to work from home. 23% of employees perform some or all of work at home employees who work effectively from home typicall ahve higher self-motivation, self-organization, need for autonomy, and information technology skills

OB Anchor - Contingency

offect of one variable on another variable DEPENDS on the situation cant count on the same results each time

Perspectives of Organizational Effectiveness - Organizational Learning Perspective

organizational effectiveness depends on organizations capacity to share, use, and store valuable knowledge Four organizational Learning processes: 1. acquiring knowldege 2. sharing knowledge 3. using knowlege 4. storing knowledge

Five Factor Model of Personality - Conscientousness

organized, dependable, goal focused, thorough, disciplined, methodical, industrious opposite = careless, disorganized, less thorough

categorical thinking

organizing people and objects into preconceived categories that are stored in our long-term memory

Individual behavior: Joining & Staying with the Org

orgs are people workign together towards common goal - employee turnover removes valuable knowledge, skills, and relationships with coworkers and external stakeholders which takes time

Individual Behavior: Maintaining work attendance

orgs need everyone to show up for work at scheduled times. even low absenteeism can lead to increased workloads or overtime. employees often point to situational factors presenteeism- showing upfor work when unwell, injured

primacy effect

our tendency to rely on the first information we recieve to quickly form an opinion of them. the notion that first impressiosn are lasting impressions.

Five Factor Model of Personality - Extraversion

outgoing, talkative, energetic, socialable, assertive opposite = introversion, quiet, cautious, less interactive with others

Intentional Discrimination or prejudice

peopel hold unfounded negative attitudes towards people belonging to a particular stereotyped group

Maslow's Need Hierarchy

people are motivated to fulfill a higher need once a lower one becomes gratified strongest source of motivation is the lowest unsatisfied need self actualization = a growth need because it continues to devleop even when temporarily satiated

Distributive Justice

perceived fairness in the outcomes we recieve compared to our contributions and outcomes and contributions of others

Inequity and Employee Motivation

perceived inequity - inequity tension (negative eo remotions) - motivation to reduce tensions

P-O expectancy

perceived probability that a specific behavior or performance level will lead to a particular outcome.

E-P expectancy

perception that effort will result in a particular level of performance more related to extrinsic motivation and ignores emotions as motivation probability of one is that they can accomplish the task, probability of 0 they expect that even highest level of effort will not result in desired performance level

False-consensus effect

perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own ex: employees who are thinking of quitting their jbos overestimate the percentage of coworkers who are also thinking about quitting. also because we interact more with people who have similar views and behaviors

Halo effect

perceptual error whereby our general impression of a person, usually based on one prominent charactheristic, colors our perceptions of other charachteristics of that person

self-fulfilling prophecy

perceptual process in which our expectations about another person cause that person to act more consistently with those expectations our perceptions can influence reality. one of the most powerful leadership effects on follower behavior and performance contingencies: stronger in some situations than others. stronger when employees first hired, stronger among people with a history of low achievement

positive organizational behavior

perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them

Team trust: 1. Calculus based 2. knowledge based 3. identification based

positive expectations one person has towards another in situations involving risk 1. logical calculation that other team members will act appropriately because they face sanctions if their actions violate reasonable expectations. lowest point of trust, easily broken 2. predictability of another team member's behavior. only refers to positive expectations, and confidence in other persons abilities. higher levelo fo trust 3. strongest and most robust. based on mutual understanding and an emotional bond among team members

1. drive to acquire 2. drive to bond *3. drive to comprehend* 4. drive to defend

ppl are curious and need to make sense of environment. motivated to discover

equity principle

ppl should be paid in proportion to their contribution. *most common distributive justice rule in organizational settings

Expectancy Theory

predicting the goal-directed behavior where employees are most likely to direct their effort. work effort is aimed toward behaviors that people believe will produce the most favorable outcomes. •Effort-to-percormance •Performance-to-outcome •outcome valences

decisive leadership

quickly determining the situation is a problem but Identifying a problem or opportunity before logically assessing the situation

divergent thinking

reframing a problem in a unique way and generating different approaches to the issue

negative reinforcement

removal or avoidance of a consequence increases or maintains the frequency or future probability of a specific behavior. ex: removal of punishment, when you stop criticising those whose performance has improved

nonprogrammed decisions

require all steps in the decision model because the problems are new, complex, or ill-defined

challenges of teams - process losses

resources (including time and energy) expended toward team development and maintenance rather than the task amplified when people are added or replaced brooks's law - adding more people to a late project only makes it later

Cast study - super subs

root causes: -policy inequity -bonuses not spread -hierarchy -bad management -belongingness/physiological needs symptoms - food waste -lost revenue -higher turnover -low morale -managerial presence -lack of communication -bonuses solutions: -policy equity -discounts -hierarchy structure -define and TRAIN (e to p) -setting SMARTER goals -measure and specific -incentives/pay bonuses -job rotation/specification

social engagement is usually described in terms of..

self efficacy

Core Job characteristics

skill variety- use of different skills/talents to complete variety of work activities task identity- degree to which a job requires completion of a whole or piece of work task significance- degree to which job affects the organization and/or larger society autonomy - freedom, independence, make decisions feedback - degree to which employees can tell how well they are doing from direct sensory information from the job itself

problems with job specialization

some jobs become tedious. specialized jobs with very short cycle times often produce higher levels of employee turnover/absenteeism some jobs are too specialized and become tedious and repetitive low attentiveness/motivaion can undermine work quality

Perspectives of Organizational Effectiveness - Stakeholder Perspective

specific information and guidance by focusing on orgs relationship with Stakeholders (dynamic relationship) orgs are more effective when they understand, manage, and satisfy stakeholder needs and expectations stakeholders: individuals, groups, other entities that affect, or are affected by, the organizations objectives and actions

stakeholder framing

stakeholders provide information in ways that make decision maker see the situation as a problem,

Diversity- surface level vs deep level

surface level - obervable demographic and overt differences deep-level diversity- differences in personalities, beliefs, values, attidutes. different perceptions and attitudes

self-directed teams

teams that determine their own objectives and the methods by which to achieve them

self-serving bias

tendency to attribute favorable outcomes to internal factors and our failures to external factors

fundamental attribution error

tendency to see the person rather than the situation as the main cause of that persons behavior

self-efficacy

the belief that you have the ability, role clarity, and resources to get the job done measures employee engagement

team cohesion

the degree of attraction people feel toward the team and their motivation to remain members

MARS: Role Perceptions

the degree to which a person understands the job duties assigned to or expected of him/her exists in three forms 1. employees have clear role perception when they understand their specific duties or consequences for which they are accountable 2. role clarity exists when employees understand the priority of their tasks and performance ecpectations 3. understanding preferred behaviors or procedures for completing a task but misunderstand which the company prefers employees with role clarity perform work accurately and efficiently, those with role ambiguity waste time and energy performing them wrong. role clarity motivates employees

employee involvement

the degree to which employees influence how their work is organized and carried out low involvement: employees are individually asked for specific information but the problem is not described to them higher involvement: when problem is described and employees are asked individually or collectively for information relating to that problem

Creativity

the development of original ideas that make a socially recognized contribution

task interdependence

the extent to which team members must share materials, information, or expertise in order to perform their jobs

procedural justice

the fairness and procedures used to decide the distribution of the resources people evaluate the fairness of the conditions determining the distribution and its possible alteration improve by giving employees a voice

motivation

the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior

growth mindset

the idea that our abilities are malleable qualities that we can cultivate and grow

bounded rationality

the idea that people are bounded in their decision-making process they process limited and imperfect information and rarely try to select the best choice.

MARS: Ability

the natural aptitudes and learned capabilities required to successfully complete a task aptitude - natural talents that help employees learn specific tasks more quickly learned capabilities - physical and mental skills/knowledge you ahve acquired competencies - charachteristics of a person that results in superior performance

Task variability

the number of exceptions, new or unexpected situations, that a person encounters while performing a task

attribution process

the perceptual process of deciding whether an observed behavior or event is caused largely by internal (persons ability or motivation) or external factors(environment, coworker is forgetul, lacks motivation) important because understanding cause-effect relationships enables us to work more effectively with others and to assign praise or blame to them

scientific management

the practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency

challenges of teams - social loafing

the problem that occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone more likely to occur when individual performance is hidden or difficult to distinguish from the performance of other team members

Perception

the process of receiving information about and making sense of the world around us includes determining which information to notice, as well as how to categorize and interpret it within the framework of our existing knowledge

confirmation bias

the process of screening out information that is contrary to our values and assumptions and to more readily accept confirming information

Perspectives of Organizational Effectiveness

theories that have implicit or explicit objectives of making organizations more effective -open systems perspective -organizational learning perspective -high-performance work practices perspective -stakeholder perspective

need principle

those with greatest need should recieve more outcomes than others with less need

Five Factor Model of Personality - Agreeableness

trusting, helpful, good-natured, considerate, tolerant, selfless, generous, flexible opposite = uncooperative, intolerant of others needs, suspicious and self-focused

Outcome Valences

valence is an anticipated satisfaction or dissatisfaction that an individual eels towards an outcome (from neg to pos)

Individual behavior: Organizational Citizenship

various forms of cooperation and helpfulness to others that support the organizations social and psychological context can have significant effect on individual, team, and org effectiveness. higher task performance, more support from coworkers, but they take time away from performing tasks

Individual behavior: Counterproductive Work Behaviors

voluntary behaviors that have the potential to directly or indirectly harm the org or its stakeholders. both intentional and unintentional

reciprocal interdependence

when activities flow both ways between units

extinction

when targeted behavior decreases because no consequence follows it. ex: work declides when managers stop congratulating employees for their good work

sequential interdependence

when the output of one unit becomes the input for another in sequential fashion