MGMT 376 Test 2

Gainsharing Plan

a team-based reward that calculates bonuses from the work unit's cost savings and productivity improvement

Grapevine

an unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions

Informal groups exist primarily for the

benefit of their members

convergent thinking

calculating the conventionally accepted "right answer" to a logical problem

Job status based rewards motivate

employees to compete for promotions

(T/F) Students experience sequential interdependence when they are lined up at laser printers trying to get their assignments printed just before a class deadline

false

Non-programmed Decision

Is applicable in any non-routine situation in which employees must search for alternative solutions because the problems are new, complex, or ill defined

Effect of noise in the communication model

It distorts and obscures the senders message

Gender Differences in Communication

Men: - More likely than women to view conversations as negotiations of reflective status and power - Men dominate talk time in conversations with women - Men interrupt more Women: - Use indirect request - Apologize more often - Seek advice more quickly - Are more sensitive to nonverbal cues

How do people behave under stressful or dangerous conditions?

People congregate together because we are comforted by the presence of other people

Factors of Team Cohesion: Member similarity

People with similar backgrounds and values are more comfortable with and attractive to each other. This similarity attraction effect causes teams to have more cohesion.

Job status based reward system

Uses job evaluations

decision making

the conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs

Team Cohesion

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

Autonomy

the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out

Task Identity

the degree to which a job requires completion of a whole and identifiable piece of work

Skill Variety

the extent to which employees must use different skills and talents to perform tasks within their jobs

Sequential Interdependence

the output of one person becomes the direct input for another person or unit

job enlargement

the practice of adding more tasks to an existing job

job enrichment

the practice of giving employees more responsibility for scheduling, coordinating, and planning their own work

Scientific Management

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

Job Design

the process of assigning tasks to a job, including the interdependency of those tasks with other jobs

Mental Imagery

the process of mentally practicing a task and visualizing its successful completion

Job Characteristics Model

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

Empowerment

a psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization

Employee Stock Ownership Plan (ESOP)

a reward system that encourages employees to buy company stock

Profit-Sharing Plan

a reward system that pays bonuses to employees on the basis of the previous year's level of corporate profits

In the communication process model, decoding the message occurs immediately after

the receiver receives the message

Job Specialization

the result of division of labor in which work is subdivided into separate jobs assigned to different people

Employees in a department are considered a team when

they directly interact and coordinate work activities with each other

Can informal groups be beneficial to an organization

yes

Rational Choice Decision Making Process

1. Identify problem or opportunity 2. Choose the best decision process 3. Develop alternative solutions 4. Choose the best alternative 5. Implement the selected alternative 6. Evaluate decision outcomes

Social Loafing is most likely to occur

In large teams where individual output is difficult to identify

Reasons why informal groups exist

Innate drive to bond, social identity, goal accomplishment, emotional support

Characteristics of Grapevine

- Grapevine transmits information very rapidly in all directions throughout the organization - Typical pattern is a cluster chain, a few people actively transmit rumors - Works through informal social networks - More active where employees have similar backgrounds -Many rumors have a kernel of truth - Distorts information by deleting fine details and exaggerating key points - The internet has increased reach and speed

Incubation stage of Creativity

- Period of reflective thought - Non-conscious or low-level awareness, not direct attention to the issue - Active divergent thinking process

Prospect Theory Effect

- a natural tendency to feel more dissatisfaction from losing a particular amount than satisfaction from gaining an equal amount - we have a tendency to take more risk to avoid losses - decision makers tend to choose the less painful option

Personality traits and values of creative people

- high openness to experience - moderately low need for affiliation - high self direction and stimulation values

2 main elements of rational choice

-Calculating the best alternative -Decision making process

3 Elements of Self Leadership

-Designing Natural Rewards: A way to build natural rewards into the job is to alter the way a task is accomplished. This can make a mundane task more challenging and appealing - Self-Monitoring: The process of keeping track at regular intervals of ones progress toward a goal by using naturally occurring feedback. Research suggest that people who have control over the timing of performance feedback perform their task better than do those with feedback designed by others. - Self-Reinforcement: Occurs whenever an employee has control over a reinforcer but doesn't take the reinforcer until completing a self set goal. (Taking a break after completing a task)

First three steps in the communication model

1. form message 2. encode message 3. transmit message

4 factors of proficient communication

1. senders and receivers ability and motivation to communicate through the communication channel 2. the extent to which both parties have similar codebooks 3. extent to which both parties have shared mental models about the topic's context 4. senders experience at communicating the message

Creative Process: Incubation

A period of reflective thought. The problem is put aside, but our brain is still working on it in the background. The important condition here is to maintain a low-level awareness by frequently revisiting the problem.

stock options

A reward system that gives employees the right to purchase company stock at a future date at a predetermined price

Task Force

Any temporary team formed to solve a problem, realize an opportunity, or design a product or service

Factors of Team Cohesion: Team Success

Cohesion is both emotional and instrumental, people feel more cohesion to teams that fulfill their needs and goals

Importance of Communication

Coordinating work activities Organizational learning Better decision making Changing others' behavior Employee well-being

Talking with others can be a soothing balm during difficult times. This demonstrates

Drive to bond

Rational Choice

Effective decision makers identify, select, and apply the best possible alternative

Motivator-Hygiene Theory

Herzberg's theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs

Creative Process: Insight

Refers to the experience of suddenly becoming aware of a unique idea. These ideas come at any time of day or night. Insights are merely rough ideas, their usefulness still requires verification through detailed logical evaluation, experimentation, and further creative insight

escalation of commitment

Repeating or further investing in an apparently bad decision

Membership and Seniority based pay

Reward system that tends to discourage poor performers from voluntarily leaving the organization

Factors of Team Cohesion: Team Size

Smaller teams tend to have more cohesion than larger teams because it is easier for a few people to agree on goals and coordinate work activities

job evaluation

Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions.

Synergie Inc. formed a team to improve revenues for its service stations among major highways. This team included a service station manager, a truck driver, and marketing executives. It disbanded after it had reviewed the service stations and submitted a business plan. This team is called a ________.

Task Force

Factors of Team Cohesion: External Competition and Challenges

Team cohesion tends to increase when members face external competition or a valued object that is challenging

Factors of Team Cohesion: Somewhat difficult entry

Teams have more cohesion when entry to the team is restricted. The more elite the team, the more prestige in confers on its members, and they tend to value their membership in the unit

Factors of Team Cohesion: Member Interaction

Teams tend to have more cohesion when team members interact with each other fairly regularly. This occurs when team members perform highly interdependent tasks and work in the same physical area.

Communication Effectiveness depends on

The ability of the sender and receiver to efficiently and accurately encode and decode information

Rational choice decision making

The conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs

task significance

The degree to which a job has substantial impact on the organization or larger society

Task Interdependence

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

Creative Process: Verification

The final stage of creativity, but the beginning of a long creative process of decision making toward development of an innovative product or service

Creative Process: Preparation

The person or teams effort to acquire knowledge and skills regarding the problem or opportunity. Preparation involves developing a clear understanding of what you're trying to achieve through a novel solution and then actively studying information

self-leadership

The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task

Self Leadership

The process of influencing oneself to establish the self-direction and self-motivation needed to perform tasks.

self-talk

The process of talking to ourselves about our own thoughts or actions

Rational Choice Paradigm

The view in decision making that people should and typically fo use logic and all available information to choose the alternative with the highest value

The problem with membership and seniority based rewards

They do not directly motivate job performance

4 main characteristics of creative people

intelligence, persistence, knowledge, and experience

Teams are particularly well suited to do complex work when

it can be divided into more specialized roles and the people in the specialized roles require frequent coordination with each other

In quiet settings, most communication is communicated verbally but most communication is

non verbal

Effective communication

occurs when the other person receives and understands the message

Effective communication is important because

people can only work interdependently through communication

Membership/Seniority based rewards are "golden handcuffs" that

potentially increase continuance commitment

Creative Process

preparation, incubation, insight, verification

divergent thinking

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

causes of escalation of commitment

self-justification effect self-enhancement effect prospect theory effect sunk costs effect

Creative people have above average intelligence to

synthesize information, analyze ideas, and apply their ideas