Org Behavior Q2
Behavioral approach to leadership
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How can we encourage creativity/innovation in business?
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Teamwork Competencies
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The Ohio State Study
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What CWBs increase/decrease in group scenarios?
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What are creativity and innovation?
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What are the two types of conflict and what are examples of each?
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What is decision making?
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Leader
A person who is out infront, influencing and inspiring people to follow
Employee Benefits of Teams
Costs of Teams
Understanding Benefits and Costs of Teams
Enhanced Performance Reduced Costs Other Organizational Benefits
5 Basic Group Performance Factors
Group Composition Group Size Group Norms Group Cohesiveness Informal Leadership
Know the difference between a group and a team
Group: Team:
Why is it important to study about groups and teams in organizations?
In order to know if they are worth the extra time and money put into them
The Michigan Studies
Job-Centered: emphasizes the technical/task aspects of the job, focusing on accomplishing the groups tasks Employee-Centered: emphasizes interpersonal relationships by taking personal interest in the needs of employees.
Behavioral Forces in Decision Making
Political forces Intuition Escalation of Commitment Risk Propensity and Decision making Ethics and Decision making Prospect Theory and Decision making
Persuasive power
Power due to the ability to use logic and facts to persuade
Creative Process
Preparation Incubation Insight Verification
Groupthink
Symptoms of Groupthink Decision-making defects and Decision Quality Prevention of Groupthink
What is synergy and how can it help a group?
Synergy: Performance gains that result when individuals and departments coordinate
coercive power
The ability of a manager to punish others
Condition of uncertainty
The decision maker who lacks enough information to estimate the probability of outcomes
Promoting Effective Team Performance
Top-Management Support Understanding Time Frames Changing Organizational Rewards
nonprogrammed decisions
Unique and nonrecurring decisions that require a custom-made solution
Informational Power
a form of personal or collective power that is based on controlling information needed by others in order to reach an important goal.
Manager
an individual who makes plans organized and controls people production and sources
Team
an interdependent collection of at least two individuals who share a common goal and share accountability for the team's as well as their own outcomes.
Formal Group/Team
are established by an organization
Affinity Group
are relatively permanent collections of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems.
Influence Tactics
conscious efforts to affect and change a specific behavior in others
Workgroups
formal groups established by the organization to do its work. Workgroups include command (or functional) groups and affinity groups (as well as teams).
Creativity
is the ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas.
Leadership Traits Theory
leaders posses special traits that set them apart from others
referent power
power that comes from subordinates' and coworkers' respect, admiration, and loyalty
Programmed Decisions
recurs often enough for decision rules to be developed.
Command Group
relatively permanent and is characterized by functional reporting relationships such as having both a group manager and those who report to the manager. Are usually included in the organization chart.
How subunits obtain power
resource scarcity, centrality, substitutability, uncertainty
reward power
the ability of a manager to give or withhold tangible and intangible rewards
legitimate power
the authority that a manager has by virtue of his or her position in an organization's hierarchy
Condition of Risk
the decision maker cannot know with certainty what the outcome of a given action will be but has enough information to estimate the probabilities of various outcomes.
Condition of Certainty
the manager knows the outcomes of each alternative.
Transformational Leadership
the set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively
Group
two or more persons who interact with one another such that each person influences and is influenced by each other person. Coworkers may work side by side on related tasks—but if they do not interact, they are not a group.
Acquiring Power
your power is greater if the things you control are important, rare, without substitute
Gender and Leadership
-Stereotyping of styles is no longer valid -Women tend to be more democratic decision makers; men more autocratic -Women may have stronger interpersonal skills -Women may confront more opposition and therefore involve others in decision making to reduce conflict
What are the two types of decisions?
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What can managers/leaders do to increase group/team effectiveness?
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What is 1-3-6ing? How does it encourage creativity?
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What things should you consider when forming/composing a group/team?
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When is it appropriate to use teams?
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What is social loafing and what impact can it have in groups/teams?o How can you reduce social loafing?
Social Loafing:
Informal Group/Team
are formed by their members and consist of friendship groups, which are relatively permanent, and interest groups, which may be shorter-lived.
expert power
power that is based on the special knowledge, skills, and expertise that a leader possesses