Organization and Culture

Schwarts - Value relations structure

- Actions in pursuit of any value conflict with some values and fit with others achievement conflicts with benevolence, but it fits with power pursuing novelty and change, aka stimulation, conflicts with preserving customs, aka tradition, but it fits with conformity

Barriers to Effective Communication

- Filtering - Selective Perception: receivers project their interests and expectations into communications as they decode them - Information Overload - Emotions: how a receiver feels will influence interpretation - Language: sender assumes words and terms they use mean the same to the receiver as to them - Silence - Communication Apprehension: tension or anxiety in oral and/or written communication - Lying

When not to use teams

- If work can be done better by one person - if work doesn't create a common goal or purpose - if members of group aren't interdependent

Strong Culture

- Most employees hold dominant values - Values are institutionalized and hard to change - long-lasting: linked to beliefs and values of founder - might cause decision makers to overlook subtle misalignments between the organization's activities and the changing environment

Cross-Cultural Communication Barriers

- Semantics - words mean different things to different people, and some words can't be translated between cultures - Connotations - words imply different things in different languages - Tone differences - Differences in tolerance for conflict and methods for resolving conflict - High context (China, Korea Japan) rely on nonverbal and subtle situational cues vs Low Context (Germany, Switzerland, North America)

Common characteristics of effective teams

- adequate resources, effective leadership, climate of trust, performance evaluation and reward system - individuals with technical expertise and problem-solving, decision-making, and interpersonal skills and traits like openness - small, fewer than 10 people, preferably with diverse backgrounds - members who believe in the team's capabilities and are committed to a common plan and purpose, shared mental model of what is to be acomplished, specific team goals, manageable level of conflict, and minimal degree of social loafing

Functions of Corporate Culture

- deeply embedded form of social control that influences employee decisions and behavior - social glue (need for social identity, belonging) - assist in the sense-making process

Schwartz 10 value types

1. Power: attainment of social status and prestige, and control or dominance over people or resources - self-enhancement 2. Achievement: personal success through the demonstration of competence according to social standards - self-enhancement 3. Hedonism: pleasure and sensuous gratification for oneself - self-enhancement 4. Stimulation: excitement, novelty, challenge in life - openness to change 5. Self-direction: independent thought and action - openness to change 6. Universalism: understanding, appreciating, tolderance, and prtoetion for the welfare of all people and for nature - self-transcendence 7. Benevolence: concern for the welfare of others in everyday interaction - Self Transcendence 8. Tradition: respect, commitment, and acceptance of the customs and ideas that one's culture or religion impose on the individual - conservation 9. Conformity: restraint of actions, inclination, and impulses likely to upset or harm others and violate social expectations or norms - conservation 10. Security: safety, harmony, and stability of society, of relationships, and of self - conservation

Communication Process

1. Source initiates a message by encoding a thought 2. Message is the actual physical product from the source, and travels through the channel to the receiver along with noise 3. Message is decoded by the receiver, which means the symbol of the message are translated to be understood 4. Feedback is given back to source to check how successful the message was transferred Noise = communication barriers that distort the clarity of the message Receiver is limited by her skills, attitudes, knowledge, and social-cultural system

Schwartz value Theory (6 features)

1. Values are beliefs linked inextricably to affect 2. Values refer to desirable goals that motivate action 3. Values transcend specific actions and situations 4. Values serve as standards or criteria 5. Values are ordered by importance relative to one another 6. The relative importance of multiple values guides action

MARS Model of Individual Behavior and Performance

4 factors that directly influence an employee's voluntary behavior and performance: Motivation Ability Role Perceptions Situational Factors

Needs Hierarchy Theory - Maslow

5 needs arranged in a hierarchy. People are motivated to fulfill a higher need as a lower one becomes gratified Physiological: food, water, breathing, sex Safety: security of body, employment, resources, morality, the family, health, property Love/belonging: friendship, family, sexual intimacy Esteem: self-esteem, confidence, achievement, respect of others and by others - Lower esteem: need for the respect of others, status, recognition, fame, attention - Higher esteem: need for self-respect, strength, competence, freedom, self-confidence Self-actualization: morality, creativity, spontaneity, problem solving, ack of prejudice, acceptance of facts

Merging organizational cultures - bicultural audit

A diagnosis of cultural relations of merging companies and determination of the extent to which culture clashes are likely to occur Uses interviews, questionnaires, focus groups, and observation of cultural artifacts to identify cultural differences Analyze this data to determine which differences are likely to result in conflict and which can provide common ground on which to build a cultural foundation in the merged organization

MARS - Role Perception

A person's beliefs about what behaviors are appropriate or necessary in a particular situation, including the specific tasks that make up the job, their relative importance, and the preferred behaviors to accomplish those tasks Inaccurate role perceptions causes employee to work toward wrong goal, and ambiguous role perception leads to lower effort Managers should clearly describe required tasks, train employees to accomplish those tasks, and give frequent performance feedback

Norms

Acceptable standards of behavior that are shared by the group's members Performance norms: explicit cues on how hard members should work, what level of output should be, how to get the job done, etc. Appearance norms: dress code, unspoken rules about when to look busy, etc. Social Arrangement norms: who to eat lunch with, off the job friendships or not Resource Allocation Norms: assignment of difficult jobs, distribution of resources

GLOBE: Assertiveness

Assertiveness: degree to which individuals are assertive, confrontational, and aggressive in their relationships with others - high in US and Austria (competition) - low in Sweden and New Zealand (harmony, solidarity, loyalty)

Strategies for Merging different organizational cultures

Assimilation: Acquired company embraces acquiring firm's culture. Works best when acquired firm has a weak culture Deculturation: Acquiring firm imposes its culture on unwilling acquired firm. It rarely works Integration: Combining two or more cultures into a new composite culture. It works if existing cultures can be improved Separation - works if firms operate successfully in different business requiring different cultures

Organizational Culture Elements

Assumptions, values, and beliefs that represent organizational behavior operate beneath the surface and their effects are everywhere Assumption - shared mental models that guide perceptions and behaviors Beliefs - represent the individual's perception of reality Values - stable, long lasting beliefs about what is important to the individual and help to define what is right or wrong - Espoused: say they value - Enacted: What they actually value

Organizational Culture

Basic pattern of shared assumptions, values, and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organization Defines what is important and unimportant in the organization Organizational DNA - invisible to the naked eye, yet a powerful template that shapes what happens in the workplace

Asch's Study

Card experiment where participant was pressured to give obviously wrong answer - norms influenced individual behavior

Communication Networks

Chain - moderate speed, high accuracy, moderate emergence of leader, moderate member satisfaction Wheel - fast speed, high accuracy, high emergence of leader, low member satisfaction All Channel - fast speed, moderate accuracy, no emergence of leader, high member satisfaction

Communication Functions - Motivation

Clarify to employee what is to be done, how well they're doing, and what can be done to improve. Formation of specific goals, feedback, and reinforcement of desired behavior all stimulate motivation and require communication

Cohesiveness: pros cons

Cohesiveness is related to performance norms and productivity - High cohesiveness + high performance norms = high productivity - High cohesiveness + low performance norms = low productivity Encourage cohesiveness by making group smaller, more exclusive (higher status), spending more time together, stimulating competition with other groups, collective rewards, isolating group from others

New Science of Building Great Teams Article

Communication is key to productive teams Key elements of communication: Energy = number and nature of exchanges among team members Engagement = reflects the distribution of energy among team members Exploration = communication that members engage in outside their team (energy between the team and other teams) Most valuable form of communication is face-to-face, email and text is least valuable

MARS - Situational Factors

Conditions beyond the employee's immediate control that constrain or facilitate his or her behavior and performance time, people, budget, physical work facilities, consumer preferences, economic conditions

Theories of Motivation

Content theories of motivation: explain the dynamics of employee needs, such as why people have different needs at different times (needs are deficiencies that energize or trigger behaviors to satisfy those needs) Process theories of motivation: describe the process through which need deficiencies are translated into behavior

Team Effectiveness Model

Context, Composition, and Process characteristics lead to team effectiveness Context: adequate resources, leadership and structure, climate of trust, performance evaluations and rewards Composition: abilities of members, personality, allocating roles, diversity, size of teams, member flexibility, member preferences Process: common plan and purpose, specific goals, social loafing, mental models, conflict levels, team efficacy

Functions of Communication

Control, Motivation, Emotional Expression, Information

Communication Functions - Control

Controlling members behaviors with authority hierarchies Formal: employees are required to follow formal guidelines Informal: work groups harass a member who produces too much, and can then control that member's behavior

Mindfulness and Cross-Cultural Skills Article

Cultural Cruise Control: running your life on the basis of your built-in cultural assumptions. It's automatic Mindlessness: Advantage is it lets us do more but the negative is that it prevents us from being flexible. We follow cultural scripts and don't pay attention to others Culture affects behavior because we are culturally programmed and interpret things based on this preconceived framework Selective Perception - Cultural conditioning teaches us what to perceive and what to ignore Social Categorization - Sorting ourselves and others into different categories based on limited info (appearance, speech, race, gender, group) Stereotyping - Perceiving everyone in each group as having particular characteristics and similar behaviors (selective perception causes us to notice events and behaviors that confirm our stereotypes and ignore those that disconfirm them) Attribution - Making inferences about why people behave as they do (can be internal or external) Mindfulness - switching off cultural cruise control by paying attention to context, becoming aware of differences, monitoring our own thoughts and feelings, and regulating the skills we use Cross-Cultural Skills - relational, tolerance for uncertainty, empathy, adaptability

GLOBE: Human Orientation

Degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others - High in Egypt and Malysia - Low in Germany

GLOBE: Gender Egalitarinism

Degree to which a collective minimizes gender inequality - high in European countries - low in Egypt and South Korea

GLOBE: In Group Collectivism

Degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families - high in Egypt and Russia

GLOBE: Power Distance

Degree to which members of a collective expect power to be distributed equally - high power distance in Thailand, Brazil, France

GLOBE: Institutional Collectivism

Degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action - high in Singapore and Sweden - low in Greece and Brazil

Values

Desirable, trans-institutionally stable goals that motivate action and serve as guiding principles in people's lives

Organizational Subcultures

Dominant Culture - Themes (beliefs, values, assumptions) shared most widely by organization's members Subcultures - can enhance dominant culture or be a counterculture and oppose the organization's core values - Create conflict and dissension among employees - Can maintain the organization's standard of performance and ethical behavior: source of surveillance, constructive controversy and creative thinking, prevents employees from blindly following one set of values - Keep the company aligned with the needs of customers, suppliers, communities, stakeholders - If suppressed, the organization may take longer to discover values aligned with the emerging environments

Directions of Communication

Downward: purpose is to assign goals, provide instructions, communicate policies and procedures and provide feedback. It has a one-way nature and describes the reasons why a decision was made Upward: purpose is to provide feedback to higher-ups, inform them of progress, and relay current problems. To be effective, need to use short messages and prepare an agenda to hod attention Lateral: Between horizontally equivalent personnel, saves time and facilitates coordination, but can also create conflicts by undermining boss's authority

Practical Applications of Expectancy Theory

E > P: Objective is to increase the belief that employees are capable of performing the job successfuly. Applications include selecting people with the required skills and knowledge, provide required training, provide sufficient time and resources, make sure employee is mastering skills, coach P > O: Objective is to increase the belief that good performance will result in certain valued oucomes. Applications include measure job performance, clearly explain outcomes, describe past rewards/performances Valences of Outcomes: Objective is to increase the expected value of outcomes resulting from desired performance. Applications are to distribute rewards that employees value, individualize rewards, minimize countervalent outcomes

Adaptive Culture

Employees focus on the changing needs of customers and other stakeholders, and support initiatives to keep pace with these changes Employees are externally focused bc success depends on continuous change to support stakeholders. They pay attention to corporate goals but even more to organizational processes to achieve these goals. They have a strong sense of ownership

GLOBE: Uncertainty Avoidance

Extent to which a society, organization, or group relies on social norms, rules, and procedures to alleviate unpredictability or future events - high in Singapore and Switzerland - low in Russia and Greece

GLOBE: Future Orientation

Extent to which individuals engage in future-oriented behaviors such as delaying gratification, planning, and investing in the future - high in Singapore and Switzerland (more systematic planning, averse to risk taking) - low in Argentina and Russia (opportunistic)

Communication Channels and Information Richness

Face-to-Face is the highest in channel richness. Then video conferences, telephone conversations, live speeches, voice mail, online discussion groups, e mail, prerecorded speeches, memos, formal reports

Communication Functions -Emotional Expression

For many, work group is primary source of social interaction

Five Stages of Group Development

Forming - uncertainty about group's purpose, structure, leadership, and acceptable behaviors. Complete when members begin to think of themselves as part of a group Storming - period of intragroup conflict. Resistance to constraints on individuality. When its complete, there will be a clear hierarchy of leadership Norming - Cohesiveness and group identity. It's complete when group has a common set of expectations of what defines correct member behavior Performing - structure is functional and accepted. Last stage for long term groups Adjourning - temporary groups prepare for disbandment

"Managing Multicultural Teams" article

Four barriers: direct vs indirect communication, accents, hiearchy, conflicting decision making norms Four Solutions: Adapting, structural reforms, managerial intervention, exit

Project GLOBE

Global Leadership and Organizational Behavior Effectiveness - 9 cultural dimensions, 10 years, 62 societal cultures, 17.000 managers, 10 culture clusters Clusters: Latin America, Anglo, Germanic Europe, Latin Europe, Nordic Europe, Confusian Asia, Southern Asia, Middle East, Sub-Saharan Africa, Eastern Europe Leader attributes, behavior, status, and influence vary considerably as a result of culturally unique forces in the countries or regions in which the leaders function Different sets of beliefs about kinds of attributes, personality characteristics,skills, and behaviors that contribute to or impede outstanding leadership

Goal Setting Theory

Goal setting - process of motivating employees and clarifying their role perceptions by establishing performance objectives Management by objectives (MBO) - a formal, participative goal-setting process in which the organizational objectives are cascaded down to work units and individual employees Contingency: feedback, performance relationship, goal commitment, task characteristics, national culture

Groupthink and Groupshift

Groupthink - group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views Groupshift - individual acts more extreme in group than would on own, either toward conservatism or greater risk

Herzberg article - Hygiene

Hygiene factors: company policy, security, salary, supervision (prevent/ lead to dissatisfaction) Motivators: achievement, recognition, work itself, responsibility, advancement (can lead to satisfaction or no satisfaction) Eternal Triangle: Organizational theories, industrial engineer, behavioral scientists Vertical Job Loading: removing controls and retaining accountability, giving a complete natural unit of work, job freedom, new difficult tasks, giving workers reports, allowing some to become experts

Hofstede's Five Cultural Dimensions

Individualism-Collectivism - USA, Australia, UK vs Guatemala, Ecuador, China Power Distance - Low power distance: Austria, Denmark - High power distance: Malaysia, Slovakia, Russia Uncertainty Avoidance - Low uncertainty avoidance: Denmark, Jamaica, China - High uncertainty avoidance: Belgium, Greece, Portugal Achievement vs Nurturing (masc vs fem) - Slovakia, Austria Vs Norway, Netherlands Long-term vs short-term

Types of Groups

Interacting: most group decision-making takes place in interacting groups. Face-to-face interactions with verbal and non-verbal interactions. Often censor themselves and pressure members toward conformity Brainstorming Nominal: restricts discussion or interpersonal communication during the decision-making process. People think of solution individually then share - avoids conformity pressure Electronic - blend of nominal and computer technology. Less effective, more time consuming, lower member satisfaction

Internal, External, Formal, Informal Communication

Internal Formal: Planned communications following the company's chain of command among people inside the organization - emails, conference calls Internal Informal: Casual communications among employees that do not follow the company's chain of command - emails, instant messages, face-to-face convos External Formal: Planned communications with people outside the organization - letters, reports, speeches, news releases, instant messages External Informal: casual communications with outsiders (suppliers, customers investors) - email, instant messages, phone calls, face-to-face

MARS - Motivation

Internal forces that affect the direction, intensity, and persistence of a person's voluntary choice of behavior Direction: goal oriented Intensity: amount of effort Persistence: continuing effort for a certain amount of time

Types of Work Related Behavior

Joining the Organization: attracting and retaining talented employees is one of the most important nonfinancial factors used by analysts when picking stocks Job Satisfaction Maintaining work attendance Task performance Organizational citizenship - employee behaviors beyond job duties - avoiding conflicts, helping others Social responsibility - moral obligations towards others who are affected by actions

Key roles of teams (from effectiveness model)

Linker: coordinates and itegrates Creater: initiates creative ideas Promoter: champions ideas after they're initiated Assessor: Offers insightful analysis of options Organizer: provides structure Producer: Provides direction and follow-through Controller: examines details and enforces rules Maintainer: fights external battles Adviser: encourages the search for more information

"Managing Your Team" Article

Managing the Team's Boundaries: Scanning the competitive environment, Managing external relationships Managing the Team Itself: - Designing the team: agenda, what type of team is needed? composition and structure? - Facilitate the team process: shape the team's culture, coach the team 3 types of teams: baseball, football, and tennis-doubles Team Effectiveness: - Team's output meets the standard of those who have to use it - Team experience contributes to the members' personal well-being and development - Team experience enhances the capability of members to work and learn together in the future 4 Managing Paradoxes - Embrace individual differences and collective identity and goals - Foster support and confrontation among team members - Focus on performance and learning and development - Balance managerial authority and team member discretion and autonomy - Attend to triangle of relationships : Manager - Individual - Team

Diversity and Effectiveness

More differences in values and option makes greater conflict. Diversity must be managed effectively. Although diversity is difficult short term, over time diversity may help groups be more open-minded and creative

Resilience Article

Need to accept reality, find meaning in life, and improvise (bricolage) Most resilient organizations have strong value systems Values are not necessarily ethical

Theory of Learned Needs

Needs for achievement, affiliation, and power are important sources of motivation Need for achievement (nAch): learned need that causes people to want to accomplish reasonably challenging goals through their own efforts. These people take moderate risks, establish challenging goals, thrive on competition, need unambiguous feedback and recognition, aren't motivated by money, and tend to be entrepreneurs Need for affiliation (nAff): a desire to seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation. nAffs tend to be more effective in coordinating roles Need for power (nPow): a desire to control one's environment, including people and material resources. nPows rely on persuasive communication, make more suggestions in meetings, and publicly evaluate situations The needs are subconscious

Artifacts

Observable symbols and signs of an organization's culture - physical structures, language, ceremonies, stories Organizational stories and legends, rituals and ceremonies, language, physical structures and symbols

Types of Communication

Oral Communication - advantages are speed and feedback, disadvantages are when the message is distorted Written Communication - advantages: tangible and verigiable. Drawbacks: time-consuming, lack of feedback, no guarantee of receipt Nonverbal Communication - body movements, intonations, emphasis, facial expressions, physical distance - Emotional Labor: effort needed to express organizationally desired emotions during interpersonal transactions - Emotional contagion: subconscious tendency to mimic and synchronize our nonverbal behaviors with other people (shows empathy with sender and is a type of social glue) - Key: extent to which we like each other, perceived status between sender and receiver Electronic - emails, instant messaging, text messages, social networks, blogs, video conferencing - more than 600 million facebook users. Social networking may soon replace email as the primary form of business communication for 20 percent or more of business users

Organizational Justice and Equity Theory

Organizational Justice: overall perception of what is fair in the workplace - Distributive justice: perceived fairness of outcome - Procedural Justice: perceived fairness of process used to determine outcome - Interactional Justice: perceived degree to which one is treated with dignity and respect

Mindfulness (from article)

Paying attention to context Mindful attention: using all of the senses in perceiving situations, viewing situations with an open mind, and attending to the context to help interpret what is happening Mindful monitoring: being aware of own assumptions, ideas, and emotions, and tuning into others' assumptions and behavior. putting self in others shoes Mindful Regulation: Constantly updating mental maps of others

GLOBE: performance orientation

Performance Orientation: the degree to which a collective encourages and rewards group members for performance improvement and excellence - high in US and Singapore, businesses emphasize training and development - Low in Russia and Greece, family and background count for more

"We are all different" - Personality

Personality - Internal Dimensions: age, race, language, gender, physical ability, sexual orientation, ethnicity - External Dimensions: Family Status, job, appearance, religion, hobbies, habits, geography, marital status - Organizational Dimensions: Union status, seniority, management status, work content, department

Four types of teams

Problem solving, self-managed, cross-functional, virtual

Deviant workplace behavior

Production - leaving early, working slowly, wasting resources Property - sabotage, lying about hours worked, stealing from organization Political - gossiping, favoritism, blaming co-workers Personal aggression - stealing from co-workers, verbal and sexual harrassment More deviant behavior in groups than alone

Cultural Adaptability

Refers to a manager's ability to understand other cultures and behave in a way that helps achieve goals and build strong and positive relations with local citizens

Artifacts- Rituals and ceremonies

Rituals: Programmed routines of daily organiational life that dramatiz the organization's culture - how visitors are greeted, how often senior execs visit subordinates, how ppl communicate, how long lunch break is Ceremonies: deliberate dramatic displays of organizational culture - celebrations, gatherings, public rewarding, SEKEM CIRCLE

Role Properties

Role Identity: certain attitudes and actual behaviors consistent with a role Role Perception: one's view of how one is supposed to act in a given situation Role Expectations: how others believe you should act in a given situation. When they are concentrated into generalized categories, we have role stereotypes Role Conflict: When an individual is confronted by divergent role expectations

Implications for managers

Role perception and performance evaluation positively related Norms control behavior by establishing standards of right and wrong Status inequities create frustration and can adversely influence productivity and willingness to remain with an organization Larger groups mean lower satisfaction

Characteristics of Effective Goals

SMART Specific Motivational Accountable Responsible Touchable Challenging goals lead to more intense and persistent work efforts and fulfill employees' need for achievement, but too challenging can make it so the employee no longer commits to achieving it Participation in goal setting causes employees to take ownership and feedback is essential to motivation because it satisfies our growth need by giving us info on goal accomplishment Goals tied to money motivate employees to select easy rather than difficult goals, so employers should separate goal setting from pay-setting process

Competing Values

Self-direction and Stimulation emphasize indepence of thought, action, and feelings, and readiness for change VS security, conformity, tradition emphasize order, self-restriction, preservation of the past, resistance to change Universalism and benevolence emphasize concern for the welfare and interests of others VS power and achievement that emphasize own interests and relative success and dominance Hedonism has both elements of openness to change and self-enhancement

Getting a Message Across

Show Empathy Repeat the message and rephrase the key point Use time effectively Be descriptive and focus on problem, not on the person

Common Brand Personality Traits

Sincerity: down-to-earth, honest, wholesome, cheerful Excitement: daring, spirited, imaginative, up-to-date Competence: reliable, intelligent, confident, hard-working Sophistication: upper=class, good looking, charming Ruggedness: outdoorsy, masculine, tough

Group size and behavior

Small Groups: faster at completing tasks and doing something with input. They are more cohesive Large Groups: better at gaining input and fact-finding. Less satisfaction

Equity Theory

States that we compare our situation with others by determining our own outcome/input ratio and comparing it with others' ratios. This is how we develop perceptions of fairness in the distribution and exchange of resources inputs: time, effort, ability, loyalty, reliability, etc. Outputs: pay, bonus, perks, recognition, reputation, enjoyment, etc. People become demotivated when they feel their inputs are not being fairly rewarded by outputs. They respond by changing inputs, changing outcomes, alter perceptions of self, alter perceptions of other, change comparisons, leave situation

Group Properties: Status

Status characteristics theory: difference in status characteristics create stats hierarchies within groups Status derived from one of three sources: the power a person wields over others, a person's ability to contribute to group's goals, individual's personal caracteristics

Group decision-making: strengths and weaknesses

Strengths: - More complete knowledge - Diversity of views - Tends to outperform individual - higher acceptance of solutions - breadth and depth of input - more people to support decision Weaknesses - time consuming - pressure to conform - one or few members can dominate - ambiguous responsibilities - conflict

Iceberg Model

Surface and Deep Culture: Norms, Beliefs, Assumptions, Values are out of conscous awareness. Behavior and artifacts are in awareness.

Punctuated-Equilibrium Model

Temporary groups with deadlines tend to follow this model instead of 5 stage model First meeting sets direction and there is some activity, but then a transition takes place at the end of this phase, which occurs exactly when the group has used up half its allotted time, then a second phase of activity begins. The group's last meeting is characterized by accelerated activity

MARS - Ability

The natural aptitudes and learned capabilities required to successfully complete a task. Competencies - the abilities, individual values, personality traits, and other characteristics of people that lead to superior performance

Persuasive Communication

The process of having listeners accept rather than just understand the sender's message Communicator characteristics: perceived expert on the topic, trustworthy, physical attractiveness, similarity to us Message content: more important that communicator's characteristics when the topic is highly important to us Audience characteristics: hard to persuade people with high self-esteem Automatic processing - relatively superficial consideration of evidence and information. It takes little time and low effort, but there's a disadvantage - it lets us be easily fooled by a variety of tricks like a cute jingle Controlled processing - you do independent research among experts who know something about the subject, gather information about the prices from a variety of sources, and consider the costs and benefits of renting versus buying - Requires effort and energy, but it's harder to be fooled

Artifacts- Physical structures and symbols

The statement made by organization's buildings and decorations

Theory X and Theory Y

Theory X assumptions are negative: employees dislike work, have little ambition, need to be coerced --> seek formal directions whenever possible - Maslow's lower order needs Theory Y assumptions are positive: employees see work as natural and exercise self-direction and self-control - Maslow's higher order needs

Group

Two or more individuals interacting and interdependent, who have come together to achieve particular objectives Formal: those defined by the organization's structure Informal: alliances that are neither formally structured nor organizationally determined Social identity and groups Similarity: people with same values or characteristics with other members have higher levels of group identification Distinctiveness: people are more likely to notice identities that show how they are different from other groups Status: people use identities to define themselves and increase self-esteem so they try to join high-status groups Uncertainty reduction: membership in group helps people understand who they are and how they fit into the world

Artifacts- Language

Verbal symbols of cultural values - how employees address each other, describe customers, express anger, greet stakeholders Leaders often talk of espoused values instead of enacted values (true values)

Work Teams vs Groups

Work teams: - Collective performance goal -Individual and mutual accountability - Complimentary skills - generates positive synergy through coordinated effort - performance is greater than sum of individual parts - employee involvement is a motivator Work groups: - Goal is to share information - Synergy is neutral or negative - Accountability is individual - Skills are random and varied

Expectancy Theory

a tendency to act in a certain way depends on an expectation that the act will be followed by a given outcome and the attractiveness of that outcome to the individual An employee will be motivated to exert a high level of effort when she believes that effort will lead to a good performance appraisal, which will lead to rewards, which will satisfy her personal goals Effort depends on effort to performance expetancy, performance to outcome expectancy, and outcome valences (satisfaction or dissatisfaction that an individual feels toward an outcome) Applying this to motivate employees: understand the individual's goals and the different linkages. Make sure the rewards are linked with the individual's goal satisfaction

Artifacts - Organizational stories and legends

about past corporate incidents - serve as powerful social prescription of the way things should or shouldnt be done Most effective at communicating cultural values when they describe real people and are assumed to be true, and are known by employees throughout the organization

Grapevine

informal communication network that is formed and maintained by social relationships rather than by the formal reporting relationships - Advantages: helps employees make sense of workplace, important social process that bonds people together, fulfilling need for affiliation, and bc its most active when employees are worried it's a valuable signal for corporate leaders to take appropriate action - Disadvantages: morale tumbles when management is slower than grapevine, info could be distorted and thus escalate anxieties Suggestions for reducing negative consequences: provide info, explain actions that could appear unfair or secretive, refrain from shooting the messenger, maintain open communicationc hannels relatively accurate - usually uses media-rich communication channels (face-to-face) and there is motivation to communicate effectively more active with employees who communicate easily bc of similar backgrounds

Communication Functions - Information

transmits the data to identify and evaluate optional choices, which facilitates decision-making