BUAD USC 304 MIDTERM

threats to creativity in groups

-self-presentational concerns (judgements) -production blocking (blocks focus) -illusion of productivity (groups are always best) -conformity (influence of others)

email drawbacks

-wasted time and effort -information overload -increased costs to organize, store, and monitor -neglect of other media

Interpersonal Skills

1) Active Listening 2) Positive Attitudes 3) Effective Communication

Personal Attributes

1) Attitudes 2) Personality 3) Teamwork 4) Leadership

Reducing Cognitive Dissonance:

1) Change your attitude or behavior or both 2) Belittle the importance of the inconsistent behavior 3) Find consonant elements that outweigh dissonant ones.

4 skills most desired by employers

1) Critical Thinking 2) Problem Solving 3) Judgment and Decision Making 4) Active listening

3 step approach to problem solving

1) Define the problem in terms of desired outcomes and then ask 'why is this a problem' 2) Identify potential causes 3) Make recommendations and take action

What causes unethical behavior and why does it matter to me and my employer?

1) Ill-Conceived Goals 2) Motivated Blindness 3) Indirect Blindness 4) The Slippery Slope 5) Overvaluing Outcomes Criminal or not, unethical behavior negatively affects not only the offending employee but also his or her coworkers and employer. Unethical behavior by your coworkers, including company execs, can make you look bad and tarnish your career. Most employees are good people with good intentions, instead cognitive biases and organisational practices 'blind managers to unethical behavior, whether it is their own or that of others'

4 situation factors that contribute to employee engagement

1) Job characteristics 2) Leadership 3) Organizational Climate 4) Stressors

5 characteristics of job char. model

1) Skill variety 2) Task identity 3) Task significance 4) Autonomy 5) Feedback

how to gain credibility

1) apply different motivational tools 2) provide constructive feedback 3) develop and lead productive teams 4) understand and manage organizational culture and change.

Determinants of Intention (Ajzen's theory: Leads to behavior)

1) attitude toward behavior (if you think its valuable to society) 2) subjective norm (if your friends will join you) 3) perceived behavioral control (if time permits)

Schwartz's second bipolar dimension ranges from

1) openness to change: independence of thought, action, and feelings and readiness for change (stimulation, self-direction) 2) conservation: Order, self-restriction, preservation of the past, and resistance to change (conformity, tradition, security)

3 personal factors that contribute to employee engagement

1) personality 2) positive psychological capital 3) human and social capital

Schwartz's first bipolar dimension includes

1) self-transcendence: concern for the welfare and interests of others (universalism, benevolence) 2) self-enhancement: Pursuit of one's own interests and relative success and dominance over other (power, achievement)

3 Components of Attitudes

1)affective 2) cognitive 3) behavioral

generational differences in communication

4 different generations: traditionalists, baby boomers, Gen Xers, and Millennials (Gen Ys). Different generations prefer different media and have different expectations and norms about communication.

Creative performance behaviors

4 key behaviors that drive the production of creative outcomes 1. problem formulation 2. preparation/info gathering 3. idea generation 4. idea evaluation/validation

Whistle-Blower's Dilemma

A person who informs on a person or organization's illicit behavior. Dodd-Frank Act of 2010 provides incentives for whistle-blowers (receiving up to 30% of any settlement if regulators collect more than $1 mil) Book gives multiple examples of multi-million dollar settlements. Thus, do not underestimate the likelihood and costs of retaliation, unethical people need to be held accountable.

coercive power

A power base that is dependent on fear of the negative results from failing to comply

3 levels of organizational culture

1. observable artifacts ie languages, stories 2. espoused values v enacted espoused: explicit enacted: exhibited by behavior 3. basic assumptions

Stage 2 alt. solutions blunders

1. rushing to judgment 2. selecting readily available ideas or solutions 3. making poor allocation of resources to study alt. solutions.

2 principles of networking

1. self similarity principle 2. proximity principle

4 factors of media richness

1. speed of feedback 2. channel 3. type 4. language source

5 characteristics of conflict escalation

1. tactics change 2. number of issues grow 3. issues move from specific to general 4. number of parties grows 5. goals change

Judgment and Decision Making

Considering the relative costs and benefits of potential actions to choose the most appropriate ones

Organizational Behavior

Describes an interdisciplinary field dedicated to understanding and managing people at work. The effective application of people skills includes the ability to influence, get along with, manage and get things done through others.

Valence

Describes the positive or negative value people place on outcomes

Motivation

Describes the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought." i.e. arouses our interest in doing something

Interactional Justice

Describes the quality of the interpersonal treatment people receive when procedures are implemented (i.e. not outcomes but instead whether people believe they are being treated fairly during implementation)

Need for affiliation

Desire to associate with others, to be part of a group, to form close and intimate relationships Like to work in teams in organizational climates characterized as cooperative and collegial.

Total rewards

Encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance. Include: 1) Compensation 2) Benefits 3) Work-life effectiveness 4) Recognition 5) Talent Development

Decision making

Entails identifying and choosing alternative solutions that lead to a desired state of affairs

Stressors

Environmental conditions that cause stress. Employee engagement is much higher when employees are not confronted with too many ____.

Antecedents of Defensive and Non-defensive communication

Evaluative v Descriptive Controlling v Problem Solving Strategizing v Straightforward Neutral v Empathetic Superior v Equal Certain v Honest and Open

Process Theories of Motivation

Explain the process by which INTERNAL FACTORS AND SITUATIONAL FACTORS influence employee motivation. Describe show various person factors and situation factors in the organizing framework affect motivation - Equity/Justice Theory - Expectancy Theory - Goal-Setting Theory

Why People Avoid Conflict

Fear of harm to self, fear of rejection, fear of damage to or loss of relationships, anger, desire not to be seen as selfish, desire to avoid saying the wrong thing, fear of failure.

Extrinsic Rewards

Financial, material, or social rewards from the environment

Maslow's Hierarchy of Needs

Five levels of needs that motivation is a function of: 1) Physiological 2) Safety 3) Love/belonging/affection 4) Esteem (reputation, prestige, recognition, self-confidence) 5) Self-actualization

Ethics

Guides behavior by identifying right, wrong, and many shades of gray inbetween

Hard Skills vs Soft Skills

Hard skills are the technical expertise and knowledge required to do a particular task or job function, while soft skills relate to human interactions and include both interpersonal skills and personal attributes i.e. financial analysis, accounting or operations vs. HR

meaningfulness

Is the sense of "belonging to and serving something that you believe is bigger than the self."

Jobs Characteristics Model (Hackman and Oldham)

Is to promote high intrinsic motivation by designing jobs that possess the 5 job characteristics

Job Descriptive Index (JDI)

One of the most extensively researched and documented job satisfaction instruments; assesses satisfaction with five distinct areas: the work itself, supervision, people, pay, and promotion.

Fixed Ratio

Piece-rate pay; bonuses tied to the sale of a fixed number of units. ADV: Clear and predictable link between the behavior and the reinforcer. DISADV: costly and reinforcers lose effect over time

Institutional Power (McClelland's 3 Needs)

Positive - manifests in the desire to organize people in the pursuit of organizational goals and help people obtain the feeling of competence.

personal power

Power that is obtained from having personal attributes that others desire ex. expert and referent

Job Enlargement

Puts more variety into a worker's job by combining specialized tasks of comparable difficulty i.e. horizontally loading the job to increase motivational methods.

Herzberg's Two-Factor Theory

Questioned what makes employees dissatisfied. Proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors.

Idiosyncratic deals (i-deals)

Represent "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development" i.e. you negotiate the design of your job, dont just need to be a 'star performer' to do so.

Attitudes

Represent our feelings or opinions about people, places, and objects and range from positive to negative

Met expectations

Represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what he or she actually receives

Person Factors

Represent the infinite number of characteristics that give individuals their unique identities. These characteristics combine to influence every aspect of your life, in your job and career, they affect your goals and aspirations and your ultimate level of achievement (PART 1 OF BOOK)

Job crafting

Represents employees' attempts to proactively shape their work characteristics (i-deals, Bottom up Approaches)

Cohesiveness

a "we feeling" tends to override individual differences or motives

Decision support system

a computer-based information system that provides a flexible tool for analysis and helps managers focus on the future

Programmed conflict

as "conflict that raises different opinions regardless of the personal feelings of the managers" i.e. defend or criticize ideas based on relevant facts rather than on the basis of personal preference or political interests. Requires disciplined role playing and effective leadership. - Devil's advocacy - Dialectic method

positive deviance

as "successful performance that dramatically exceeds the norm in a positive direction."

Devil's advocacy

assigns someone the role of critic

when are org politics bad?

at the individual level, it can increase stress and turnover and reduce job satisfaction

Cognitive component

attitude reflects our beliefs or ideas about an object or situation "i believe"

Availability bias

availability heuristic is a decision maker's tendency to base decisions on information readily available in memory

Structural Empowerment

based on transferring authority and responsibilities from management to employees -job design + characteristics

position power

because the source of influence is associated with a particular job or position within an organization ex. legitimate, reward, and coercive

When done well, exit interviews can

build employee engagement, highlight needed action, help benchmark, make former employees into recruiters, and make former employees into customers/partners

benefits of horizontal design

business focused, highly flexible, reduces control and coordination costs

Dialectic method

calls for managers to foster a structured debate of opposing viewpoints prior to making a decision

dissolving problems

changing or eliminating the situation in which the problem occurs

resolving problems

choosing a satisfactory solution, it works but its less than ideal.

Judgmental Heuristics

cognitive shortcuts or biases that are used to simplify the process of making decisions

Rainmaker's network

combines benefits of both clique and entrepreneurial networks -clique networks are used for production -entrepreneurial networks are used for innovation, marketing, and distribution

matrix structure

combines vertical structure w an equally strong horizontal overlay combines functional and divisional chains of command to form a grip with two command structures

referent power

comes into play when one's personal characteristics and social relationships become the reason for compliance

benefits of matrix design

coordination across project, efficient allocation of professionals to projects

how to build support for your idea

create a simple slogan, get it on the agenda, score small wins early, form alliances, persist and continue to build support, respond and adjust, lock it in, secure and allocate credit

costs of functional structure

creates sailors, reduces collaboration, takes longer to communicate

Ethical Dilemma

a situation with two choices, neither of which resolves the situation in an ethically acceptable manner

Confirmation bias

a tendency to search for information that supports our preconceptions and to ignore or distort contradictory evidence

Predictors of seeking more feedback

a) High learning and performance goal orientation b) High self-esteem c) High-quality relationships

Predictors of seeking less feedback

a) Tenure with Organization b) Tenure with Current Job c) Age

Affective component

an attitude contains our feelings or emotions about a given object or situation "i feel"

intention

an end point or desired goals you want to achieve

costs of horizontal design

difficult to implement, requires new skills and methods, needs sophisticated IT

Dysfunctional conflict

disagreements that threaten or diminish an organization's interests

crucial conversations

discussions between 2 or more people where 1) the stakes are high, 2) opinions vary, and 3) emotions run strong. i.e. ending a relationship, talking to a coworker or classmate who behaves offensively, giving the boss or professor feedback, critiquing a classmate or colleague's work, asking a roommate to move out, talking to a team member who isnt keeping committments, giving an unfavorable performance review.

Network B characteristics (entrepreneurial)

diverse and unique info, diverse talent, fosters creativity, unequal distribution of power, good an innovation

formal power

driven by directives, standard procedures, reporting relationships, formal structure, etc.

informal power

driven by unique information, dependency, insight, info control, etc.

empowerment

efforts to enhance employee performance, well-being, and positive attitudes

functional structure

employees grouped according to the business functions they perform

divisional structure

employees grouped based on similar product or services, customers or clients, or geographic regions

organizational politics

are intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization.

Needs

are physiological or psychological deficiencies that arouse behavior

organizational practices

are the procedures, policies, practices, routines, and rules that organizations use to get things done

Expertise

explicit knowledge + tacit knowledge

4 rules for brainstorming

expressiveness, non-evaluation(non-judgmental), quantity, and building

Richest form of communication

face to face

Integrative negotiation

in which a host of interests are considered, resulting in an agreement that is satisfactory for both parties. Interest based.

benefits of divisional structure

increase focus, increase coordination

Structural considerations

increase structure to capture differentiation benefits (minimize cost, difficulty, avoid isolation, maximize uniformity) decrease structure to avoid integration costs (improve creativity, task design, avoid bureaucracy, reduce managerial burden)

5 common conflict handling styles

integrating, obliging, dominating, avoiding, compromising

Integrating style (problem solving)

interested parties confront the issue and cooperatively identify it, generate and weigh alternatives, and select a solution

Personality conflict

interpersonal opposition based on personal dislike or disagreement

Decoding

interpretation of the language and symbols sent by the source through a channel

private information in networks

involve opportunities, insights, novel ideas/views ex. politics, non-codified processes, preferences, non-standardized procedures

Monitoring Performance

involves measuring, tracking, or otherwise verifying progress and ultimate performance 1) Timliness 2) Quality 3) Quantity 4) Financial metrics

Symptoms of groupthink

invulnerability, inherent morality, rationalization, stereotyped views of opposition, self-censorship, illusion of unanimity, peer pressure, mindguards

mindfulness

is "the awareness that emerges through paying attention on purpose, in the present moment, and nonjudgmentally to the unfolding of experience moment of moment"

Coaching

is a customized process between two or more people with the intent of enhancing learning and motivating change

Negotiation

is a give-and-take decision-making process between two or more parties with different preferences

McGregor's Theory Y

is a modern and positive set of assumptions about people at work: they are self engaged, committed, responsible, and creative. This theory was developed to help managers break with the negative tradition.

Flextime

is a policy of giving employees flexible work hours so they can come and go at different times as long as they work a set number of hours

temperance

is a shared belief in showing restraint and control when faced with temptation and provocation

compassion

is a shared value that drives people to help others who are suffering

Opportunity

is a situation in which results that exceed goals and expectations are possible

Alternative Dispute Resolution

is that it "uses faster, more user-friendly methods of dispute resolution, instead of traditional, adverbial approached, such as unilateral decision making or litigation"

social support

is the amount of perceived helpfulness we derive from social relationships

positivity effect

is the attraction of all living systems toward positive energy and away from negative energy, or toward that which is life giving and away from that which is life depleting.

forgiveness

is the capacity to foster collective abandonment of justified resentment, bitterness, and blame, and, instead, it is the adoption of positive, forward-looking approaches in response to harm or damage

Communication

is the exchange of information between a sender and receiver and the inference (perception) of meaning between the individuals involved. It is a circular and dynamic process in which people interpret and make sense of the information.

attentional deficit

is the inability to focus vividly on an object

rumination

is the uncontrollable repetitive dwelling on causes, meanings, and implications of negative feelings or events in the past

Decision making style

is the way an individual perceives and comprehends stimuli and the general manner in which he or she chooses to respond to such information

Communication competence

it is a performance-based index of an individual's abilities to effectively use communication behaviors in a given context

Upward Impression Management Tactics

job focused, supervisor focused, self focused

Holistic hunch

judgment that is based on a subconscious integration of information stored in memory

factors to consider during negotiation

know who you are, manage outcome expectations, consider the other person's outcome, adhere to standards of justice, remember your reputation

3 levels of political action

network (general self-interests), coalition (specific issues), individual

prosocial behavior

positive acts performed without the expectation of anything in return

buffering effect

positive practices and resources reduce the impact of negative events and stressors

amplifying effect

positive practices from one individual result in additional positive practices by others, which spur positivity in others, which generate other positive outcomes

signature strengths

positive traits that a person owns, celebrates, and frequently exercises

positive psychological capital

possess considerable hope, efficacy, resilience, and optimism

Network A characteristics (clique)

redundant information, backup talent, fosters consensus comfort and trust, equality of influence, good at production

Linguistic style

refers to a person's characteristic speaking pattern. Culturally learned signals by which we not only communicate what we mean but also interpret other's meaning. i.e. directness or indirectness, pacing and pausing, word choice, use of elements such as jokes, figures of speech, stories, questions and apologies.

Behavioral component

refers to the way we intend or expect to act toward someone or something "i intend"

restorative justice

reflects a shared belief in the importance of resolving conflict multilaterally through the inclusion of victims, offenders, and all other stakeholders

Big data

reflects the vast quantity of data available for decision making. The collection, sorting, and analysis of that information and the techniques to do so.

High-commitment work systems

rely on selective hiring, comprehensive training, comparatively high pay, pay contingent on performance, and good benefits (situation factor)

useful influence tactics

rely on the core, be believable and trustworthy, consult rather than legitimate, expect little from schmoozing, be subtle, learn to influence

Automated experience

represents a choice based on a familiar situation and a partially subconscious application of learned information related to it

Psychological safety climate

represents a shared belief among team members that it is safe to engage in risky behaviors, such as questioning current practices without retribution or negative consequences

5 bases of power

reward, coercive, legitimate, expert, referent

Disadvantages of Group Decision Making

social pressure, few people dominate, goal displacement, groupthink

According to the Ajzen model

someone's intention to engage in a given behavior is a strong predictor of that behavior

public information in networks

standardized, 3rd party verified, "objective" ex. balance sheets, stock prices, competitors' prices, rankings of business schools

horizontal structure

teams or workgroups, either temporary or permanent, are created to improve collaboration and work on common projects

cultural maintenance

tell employees what behaviors are rewarded, be consistent, do not reward everyone equally

Obliging style

tend to show low concern for yourself and a great concern for others. minimizing differences and highlight similarities to please other party.

impression management

the attempt by people to get others to see them as they want to be seen

power

the discretion and the means to enforce your will over others

legitimate power

the power a person receives as a result of his or her position in the formal hierarchy of an organization

flow

the state of being completely involved in an activity for its own sake

proximity principle

the tendency for individuals to form interpersonal relations with those who are close by ex. same unit, department, team etc

Escalation of commitment bias

the tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed

divergent thinking

thinking that produces many solutions to the same problem

convergent thinking

thinking that produces the single best solution to a problem

How to measure performance

timeliness, quality, quantity, and financial metrics

major causes of political behavior

unclear objectives, vague performance measure, ill-defined decision processes, strong individual or group competition, any type of change

cyberloafing

using the internet at work for personal use

influence tactics

conscious efforts to affect and change a specific behavior in others

Satisficing

consists of choosing a solution that meets some minimum qualifications and thus is 'good enough.'

organizational climate

consists of employees' perceptions "of formal and informal organizational policies, practices, procedures, and routines

Intuition

consists of judgments, insights, or decisions that "come to mind on their own, without explicit awareness of the evoking cues and of course without explicit evaluation of the validity of these cues"

benefits of functional structure

high specialization, efficiency, economies of scale

people with conceptual style of decision making have?

high tolerance for ambiguity and tend to focus on the people or social aspects of a work situation. they take a broad perspective and like to consider all future possibilities

5 predominant models of job satisfaction

1. need fulfillment 2. met expectations 3. value attainment 4. equity 5. disposition/genetic components

reward power

Compliance achieved based on the ability to distribute rewards that others view as valuable

Organizational Citizenship Behavior (OCB)

"Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization." OCBs are voluntary and help work groups and the organization to effectively achieve goals. i.e. Constructive statements about the dept., expression of personal interest in the work of others, suggestions for improvement, the training of new people, respect for the spirit as well as the letter of housekeeping rules, care for organizational property, punctuality and attendance well beyond standard or enforceable levels.

Active listening

"all in", use positive body language, such as leaning in or making eye contact

Involved listening

"im partially invested" devote some but not all of their attention and energy to listening

Emerging model of job design

(i-deals) idiosyncratic deals attempt to merge the 2 historical perspectives. i.e. Employee and management design job.

Workplace Attitudes

(in-contrast to attitudes) an outcome of various OB-related processes, including leadership

Results of Equity Theory

- Equity "I am satisfied, I see myself as faring comparably with others" - Negative Inequity "I'm dissatisfied, I see myself as faring worse than others" - Positive Inequity "Am I satisfied? I see myself as faring better than others?" -- feeling guilty OUTPUTS: Pay, benefits, assignments, etc... INPUTS: Time, education, skills, etc...

mechanisms for creating culture change

- Formal Statements ie mission, values - Design of Physical Space ie open office or flexspace - slogans, language - rewards - role modeling - stories - organizational activities and processes - leader reactions to critical incidents - organizational goals/procedures

On the Folly of Rewarding A, while Hoping for B (ARES)

- Fouled Up Systems: reward systems that the types of behavior rewarded are those which the rewarder is trying to discourage, while the behavior desired is not being rewarded at all - zone of indifference: a person can and will accept a communication as authoritative only when at the time of his decision, he believes it to be compatible with his personal interests as a whole Causes: - fascination with objective criterion: seek to establish quantifiable means for all sections - Overemphasis on Highly Visible Behavior:easier to see things like scores than concepts like teamwork or creativity - Hypocrisy: rewarder may have been getting the desired behavior, notwithstanding claims that the behavior was not desired - Emphasis on Morality or Equity rather than Efficiency: sometimes consideration of other factors prevents the establishment of a system which rewards behavior desired by the rewarder *managers can alter the system by identifying what is being rewarded and then shifting it

email benefits

- Reduced costs of distributing information. - Increased teamwork. - Reduced paper costs. - Increased flexibility.

Character Strengths: Research and Practice (ARES)

- Values in Action (VIA) project, which classifies and measures 24 widely-recognized and valued strengths - 6 sections: WISDOM/ KNOWLEDGE (creativity, curiosity, open-mindedness, love of learning, perspective); COURAGE (honesty, bravery, persistence, zest); HUMANITY (love, kindness, social intelligence); JUSTICE (fairness, leadership, teamwork); TEMPERANCE (forgiveness, modesty, prudence, self regulation); TRANSCENDENCE (appreciation of beauty, gratitude, hope, humor, religiousness) - important to note that character strengths are plural not singular traits - use these findings to alter the importance of certain strengths in the school system; cultivate the development of an individual's strengths more than their academic record for psychologically better lives - influenced by both nurture and nature, dramatic events, and positive role models - create a change through targeting a character strength and designing a measurable goal (kindness - say hi to a new person every day)

Portrait on My Office Wall (ARES)

- We believe that when someone wants to do repeat business with us it is the highest form of praise -- Allowing your opponent in a transaction to walk away with his dignity, his humor and his hearing intact, and with a pretty good deal in his pocket, is the right way to do business Business Principles: - do the right thing and don't hide your mistakes or possible negative discoveries - don't shout or scream and try to leave something beneficial for the other party too - make everyone your customer - stick to your principles, keep them tangible, and if they are violated in a form of work, learn to walk away

Beware the Sirens of Management Pseudo-Science (ARES)

- a successful business book is not about written about what is necessary right but based on the idea that here are all these companies and this thing they have in common is why they are successful - another formula is through the creation of a new management practice and the book shows how it was adopted early on and turned out successful through case studies (that are often exaggerated) - ultimately saying a lot of the business books are built on ideas of bs so don't get too distracted on their claims

Trust the Evidence, Not Your Instincts (ARES)

- failure to consider sound evidence repeatedly inflicts unnecessary damage on employee well-being and group performance; an example is incentive pay where performance is rewarded but its ineffective - evidence shows that collaborative environment yield better work but managers still rotate employees to cut costs; hiring in unstructured face to face leads to bias on similarity and attractiveness; overconfidence creates poor decisions - A recent study at Google shows the power of accepting and acting on evidence, even when it clashes with ingrained beliefs: believed that technical expertise was the most important in a manager but actually ranked last after traits like caring about people and asking good questions -- this led to them shifting their focus to create better managers for the employees not based on their own beliefs of the important traits

benefits of mindfulness

-Increased Physical, Mental, and Interpersonal Effectiveness -More Effective Communications -More Balanced Emotions -Personal Effectiveness

How to Handle Intergroup Conflict

-contact hypothesis -conflict reduction -creating psychologically safe climates

drivers of creative outcome effectiveness

-person factors: motivation, personality, self-efficacy, national culture -situation characteristics: high commitment work practices, organizational culture and climate

4 decision making styles

1. Directive - action oriented who focus on facts 2. Analytical - careful and slow who like lots of info 3. Conceptual - intuitive who involve others in long-term thinking 4. Behavioral - highly people oriented

Mechanisms behind the power of goal setting

1. Goals direct attention 2. Goals regulate effort 3. Goals increase persistence 4. Goals foster the development and application of task strategies and action plans

four truths about culture change

1. Leaders are the architects and developers of organizational change. 2. Changing culture starts with one of the three levels of organizational culture: artifacts, espoused values, basic underlying assumptions. 3. Consider how closely the current change aligns with the organization's vision and strategic plan. 4. Use a structured approach when implementing culture change.

9 influence tactics

1. Legitimacy 2. Rational persuasion 3. Inspirational appeals 4. Consultation 5. Exchange 6. Personal appeals 7. Ingratiation 8. Pressure 9. Coalitions

3 common sources of feedback

1. Others 2. Task 3. Self

Motivations/reasons for Unethical Behavior

1. Personal motivation to perform 2. Pressure from a supervisor to reach unrealistic performance goals along with threats for underperforming 3. Reward systems that honor unethical behavior 4. Employees' perception of little or no consequences for crossing the line

How can a manager increase employee commitment?

1. hire people whose personal values align with the organization's. 2. make sure that management does not breach its psychological contracts 3. treat employees fairly and foster trust between managers and employees

Model of intuition

1. holistic hunch 2. automated experience

how to prepare for a negotiation

1. identify your ideal emotions 2. manage your emotions 3. know your hot buttons 4. keep your balance 5. identify your take-away emotions

What can you do about Ethical Dilemmas

1. Recognize that its business and treat it that way 2. Accept that confronting ethical concerns is part of your job 3. Challenge the rationale 4. Use your lack of seniority or status as an asset 5. Consider and explain long-term consequences 6. Suggest solutions -- not just complaints

2 purposes of feedback

1. instructional 2. motivational

Two ways of thinking (Systems)

1. intuitive and largely unconscious thought 2. analytical and conscious thought

3 desired outcomes of conflict management

1. agreement 2. stronger relationships 3. learning

In building your network:

1. avoid exclusive use of self-similarity principle 2. understand your network structure 3. value brokers and most valuable contacts 4. manage dependencies and power in your network

strategies to increase your positivity

1. create high-quality connections 2. cultivate kindness 3. develop distractions 4. dispute negative self-talk and thoughts

Why conflict styles matter

1. culture 2. results 3. reduced turnover 4. contingency approach

collaborative interest-based approach

1. define and frame the issue in terms of parties' interests 2. explain the respective interests 3. explore expanding the pie 4. create options 5. evaluate options in lights of the interest described 6. choose the option the best meets the interest described 7. develop and agree on a plan of implementation

4 steps of performance management

1. define performance 2. monitor and evaluate performance 3. review performance 4. provide consequences

presenting steps

1. frame your story 2. plan your delivery 3. develop your stage presence 4. plan your multimedia 5. put it together

2 types of organizational structure

1. functional: employees grouped according to the business functions they perform 2. divisional: employees grouped based on similar product or services, customers or clients, or geographic regions

Edwin Locke and Gary Latham Theory of Goal Setting

1. goal specificity 2. certain conditions are necessary for goal setting to work 3. performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work 4. goal achievement leads to job satisfaction, which in turn motivates employees to set and commit to even higher levels of performance

Advantages of Group Decision Making

1. greater pool of knowledge 2. different approaches to a problem 3. more visible role modeling 4. better understanding of decision rationale 5. deeper commitment to the decision

2 situations where organizational politics are good

1. helps an organization adapt when it is going in the wrong direction 2. destructive leaders create organizational goals and objectives to suit their own interests, so political action is taken to counter this

3 primary functions of performance management

1. make employee related decisions 2. guide employee development 3. signal desired employee behaviors

Application of Schwartz's Theory

> Priorities of Schwartz's values vary across countries > Managers can better understand their employees values and motivation > Managers can help reduce employee turnover by trying to reduce the gap between their values and the values that support an organization's culture.

Intrinsic motivation

A desire to perform a behavior for its own sake. The individual in inspired by the positive internal feelings of doing well.

Extrinsic motivation

A desire to perform a behavior to receive a potential or actual reward such as recognition, money, or a promotion or avoid threatened punishment.

brainstorming

A group technique for solving problems, generating ideas, stimulating creative thinking, etc. by unrestrained spontaneous participation in discussion.

Problem Solving

A systematic process for closing gaps. Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.

Equity theory

A theory that states that people will be motivated when they perceive that they are being treated fairly

Moderator

A variable that changes the relationship between two other variables. They are knowledge and skill, growth need strength, and context satisfactions.

Values

Abstract ideals that guide one's thinking and behavior across all situations. Dynamics include differences across generations, cultures, and various backgrounds.

Telecommuting

Allows employees to do all or some of their work from home, using advanced telecommunications technology and internet tools to send work electronically from home to the office and vice versa. This can enhance work and family lives.

Relational nature

Alter the quantity or quality of interactions you have with one another at work, or you can establish new relationships i.e. Hospital cleaners actively care for patients and families and integrate themselves into the workflow on their floor units, thus cleaners are now helpers of the sick

Job satisfaction

An affective or emotional response toward various facets of one's job. Reflects the extent to which an individual likes his or her job, yet it is not monolithic and an employee can be satisfied with one aspect of their job and not others. Aspects include: feeling safe at work, having good relationships with coworkers, having a good relationship with an immediate supervisor.

Situation factors

Are all the elements outside ourselves that influence what we do, the way we do it, and the ultimate results of our actions. The 'things' that get in the way or help you when you are trying to accomplish something. (PART 2 AND 3 OF BOOK)

Self-determination theory

Assumes that three innate needs influence our behavior and well-being: 1) competence - "I need to feel efficacious or qualified/knowledgable" 2) autonomy - "I need to feel independent to influence my environment" 3) relatedness "I want to be connected to others" Focuses on Intrinsic Motivation* which in turn enhances our task performance.

Operant behavior (R-S) (skinner)

Behavior learned when we "operate" on the environment to produce desired consequences (response-stimulus) i.e.

Recent model of job design

Bottom up: employees or work teams can redesign their own jobs

Practical problem solving techniques

Brainstorming, Delphi technique, and decision support systems

Job Rotation

Calls for moving employees from one specialized job to another + Increased engagement and motivation bc employees have a broader perspective on the organization, Increased worker flexibility and easier scheduling as employees are cross-trained to perform different jobs, increased employee knowledge and abilities which improves employees promotability and builds a pipeline of internal talent.

Contingency Approach

Calls for using the OB concepts and tools that best suit the situation, instead of trying to rely on "one best way" i.e. what works with one employee might not work for another. Situational and no single best style of leadership.

Withdrawal Cognitions

Capture this thought process by representing an individual's overall thoughts and feelings about quitting. Low job satisfaction is believed to be one of the most significant contributors to the thoughts of quitting.

Psychological Contract

Committment depends on the quality of an employee's _______. _______ represents an individual's perception about the reciprocal exchange between him- or herself and another party. Employee's beliefs about what he or she is entitled to receive in return for what he or she provides to the organization. Employer breach of ______ leads to low organizational commitment, job satisfaction, and performance with greater intentions to quit.

Uncommon Sense

Common sense suffers 3 major weaknesses to be aware of/avoid: > Overreliance on hindsight --> Common sense is especially weak in responding to unknown or unexpected > Lack of rigor > Lack of objectivity

Active Listening

Giving full attention to what other people are saying, taking the time to understand the points being made; asking questions as appropriate and not interrupting

Personal Values

Global, broad (all situations), affects behavior variously

Decision tree

Graph of decisions and their possible consequences, used to create a plan to reach a goal

Counterproductive Work Behavior

Harms other employees, the organization as a whole, and/or organizational stakeholders such as customers and shareholders. CWBs represent a particularly negative work-related outcome. i.e. bullying, theft, gossiping, backstabbing, drug and alcohol abuse, destruction of personal property, violence, deliberately poor or incorrect work, Internet surfing for personal reasons, excessive socializing, tardiness, sabotage, and sexual harassment.

Conceptual

High tolerance for ambiguity, people and social concerns. They take a broad perspective on problem solving and like to consider many options and future possibilities. Willing to take risks and finding creative solutions to problems.

Expectancy Theory

Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. Where there is a choice between 2 or more alternatives, ____ can predict behavior. i.e. quit or stay a job. Major Elements: Effor --(___)>Performance Goal --(Instrumentality>Outcomes(Valence)

Motivating factors

Including achievement, recognition, characteristics of the work, responsibility, and advancement - cause a person to move from a state of no satisfaction to satisfaction. (No Satisfaction) Jobs that do not offer achievement, recognition, stimulating work, responsibility, and advancement --> (Satisfaction) to offering these factors.

Hygiene factors

Including company policy and administration, technical supervision, salary, interpersonal relations with one's supervisor, and working conditions - cause a person to move from a state of no dissatisfaction to dissatisfaction. (No Dissatisfaction) Jobs with good company policies and administration, tech. supervision, salary, interpersonal relationships with supervisors and working conditions --> (Dissatisfaction) when companies don't have these things.

Workplace Behaviors Levels of Analysis

Individual, Group/Team, Organizational

Feedback

Information about an individual or collective performance shared with those in a position to improve the situation

The Organizing Framework/Systems Approach

Inputs (person and situation factors) --> Processes (individual, group/team, organization levels) --> Outcomes (individual, group/team, organization levels)

Learning goal

Involves enhancing your knowledge or skill

Scientific Management

Is "that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning" (top-down approach) i.e. automotive assembly line + employee efficiency and productivity - simplified, repetitive jobs lead to job dissatisfaction, poor mental health, higher levels of stress and low sense of accomplishment

Equity Theory

Is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.

McGregor's Theory X

Is a pessimistic view of employees: they dislike work, must be monitored, and can be motivated only with rewards and punishment "carrots and sticks" Typical perspective held by managers.

mindlessness

Is a state of reduced attention expressed in behavior that is rigid, or thoughtless

Incivility

Is any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying

Forms of job crafting

Its goal is to help employees experience a sense of meaning with their job.

Goal specificity

Means whether a goal has been quantified instead of 'do your best' or 'improve your performance'

Job Enrichment

Modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement (vertical loading - gives more autonomy and more responsibility). i.e. Intuit encourages employees to spend 10% of their time working on projects and ideas of their own.

Six Dangerous Myths About Pay (ARES)

Myths: 1. labor costs and labor rates are the same thing 2. believing that cutting labor costs can be done by cutting labor rates 3. labor costs are a significant portion of the total costs 4. low labor costs are a potent competitive strategy 5. most effective way to motivate people are through individual compensation incentive 6. people work primarily for money - economic theory (behavior is rational) - agency theory (employees won't have the same goals as employers) - Transaction cost theory (make false or empty threats/promises to get a deal from another) -compensation-consulting industry (will change the pay system over the culture) - most pay systems absorb a lot of management time and make people unhappy - individuals struggle with compensating for good work causing organization to get involved; external rewards are messy as a result - pay isnt a substitute for a strong work environment

Perceived Stress

Negative effects on many different OB-related outcomes. Absenteeism, turnover, coronary heart disease, viral infections.

Personal Power (McClelland's 3 Needs)

Negative face of power - people want to control others and they often manipulate people for their own gratification.

Bullying

Occurs when an individual experiences a number of negative behaviors repeatedly over a period of time

Fixed interval

Paychecks (every two weeks or once a month); annual bonuses; probationary periods. ADV: Clear and predictable link, DISADV: Inconsistent effor and performance over the interval (majority of effort occurs during reinforcer) i.e. midterm and final exams

Cognitive crafting

Perceive or think differently about the existing tasks and relationships associated with your job i.e. Nurses take responsibility for all information and insignificant tasks so they can care more appropriately for a patient, thus nurses are now patient advocates who provide high quality technical care.

Distributive Justice

Perceived fairness of the amount and allocation of rewards among individuals (i.e. making all offices the same size)

Procedural justice

Perceived fairness of the process and procedures used to determine the distribution of rewards or allocation decisions (i.e. salary)

Intrinsic Rewards

Psychic rewards (self-granted)

Variable Interval

Random supervisor 'pats on the back', spot rewards, random audits (financial), random drug tests of athletes, pop quizzes ADV: consistent and strong motivation to perform over time, least costly schedule due to relatively little monitoring and admin. DISADV: Some desired behaviors will not be reinforced, potentially long periods between reinforcers

Job Design

Refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on-the-job productivity

Organizational Commitment

Reflects the extent to which an employee identifies with an organization and is committed to its goals. Committed individuals tend to display 2 outcomes: continuation of employment and greater motivation toward goals and decisions. Drivers of Org. Commitment: - Personality - Meaningfulness of the work

Perceived Organizational Support (POS)

Reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being. We are motivated by the norm of reciprocity to return a favor when someone treats us well, thus we are more likely to reciprocate with hard work and dedication when our employer treats us favorably.

Framing bias

Relates to the manner in which a question is posed or framed

Job Involvement

Represents the extent to which an individual is personally engaged in his or her work role. Moderately related to job satisfaction - managers can foster satisfying work environments to fuel employee's job involvement.

Cognitive Dissonance

Represents the psychological discomfort a person experiences when simultaneously holding 2 or more conflicting cognitions (ideas, beliefs, values, or emotions). Festinger noticed: people are motivated to maintain consistency, thus reduce ______.

Interactional Perspective

Research that some people are clearly better in a given job or situation, nobody is the best at everything. This is supported by research in psych and OB where the ______ states that behavior is a function of interdependent person and environmental factors (similar to nature v nurture debate)

Unlearned reflexes or stimulus response (S-R)

Respondent behavior. ie shedding tears while cutting onions

STATE: how to be effective

S-share your facts T-tell your story A-ask for others' facts and stories T-talk tentatively E-encourage testing

Dispositional/Genetic Components

Satisfaction is partly (30%) a function of both personal traits and genetic factors. i.e. hiring people with 'strong personal loves as important as their work'

Value attainment

Satisfaction results from the perception that a job allows for fulfilment of an individual's important work values

Law of effect

Says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear

Continuous reinforcement (CRF)

Schedule where reinforcing the desired response every time it occurs (i.e. professor giving quizzes at the beginning of each class)

Schwartz's Value Theory

Schwartz believes that values are motivational in that they "represent broad goals that apply across contexts and time" First Bipolar Dimension 1) self-transcendence: concern for the welfare and interests of others (universalism, benevolence) 2) self-enhancement: Pursuit of one's own interests and relative success and dominance over other (power, achievement) Second Bipolar Dimension 1) openness to change: independence of thought, action, and feelings and readiness for change (stimulation, self-direction) 2) conservation: Order, self-restriction, preservation of the past, and resistance to change (conformity, tradition, security)

Performance Management

Set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations

Variable Ratio

Slot machines that pay after a variable number of pulls; lotteries that pay after a variable number of tickets sold. ADV: Strong motivation to continute until reinforcer is received; less costly than fixed ratio. DISADV: Some desired behaviors will not be rewarded and potentially long pd between reinforcers

Portable skills

Soft skills are not job specific, they are instead ____. More or less relevant in every job, at every level, and throughout your career.

SMART goals

Specific, Measurable, Attainable, Realistic, Timely

Personal Attitudes

Specific, targeted (specifically), affects behavior via intentions

4 stages of rational decision making

Stage 1. identify the problem or opportunity Stage 2. think up alternative solutions Stage 3. evaluate alternatives and select a solution Stage 4. implement and evaluate the solution chosen

Acquired Needs Theory (McClelland)

States that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace. 'Acquired' because we are not born with our needs, we learn as we go about life.

Negative reinforcement

Strengthens a desired behavior by contingently withdrawing something displeasing in order to increase desired behavior

Task boundaries

Taking on fewer tasks or altering scope/nature i.e. Design engineers engage in relational activities that move a project to completion, thus engineers are now guardians or movers of the project

social media policy

That describes the who, how, when for what purposes, and consequences for noncompliance of social media usage

Need for achievement

The desire to excel, overcome obstacles, solve problems, and rival and surpass others. Prefer working on challenging, but not impossible tasks or projects. They like situations in which good performance relies on effort and ability rather than luck, and they like to be rewarded for their efforts. Those with ____ also want to receive fair and balanced amount of positive and negative feedback as this enables them to improve their performance.

The Knowing-Doing Gap

The difference between what people know and what they actually do

Need for power

The extent to which an individual desires to coach, teach, influence, or encourage others to achieve and develop.

Instrumentality

The perceived relationship between performance and rewards

Pay for Performance

The popular term for monetary incentives that link at least some portion of pay directly to results or accomplishments. i.e. piece-rate pay, commissions,

Positive reinforcement

The process of strengthening a behavior by continently presenting something pleasing in order to increase desired behavior

Social capital

The resources available to a particular individual through his or her connections to others.

Turnover

The voluntary and involuntary permanent withdrawal from an organization. Can be a good thing for low performing workers but comes at a cost as job satisfaction has a moderately strong negative relationship with ___.

Content Theories of Motivation

These are based on the idea that an employees needs influence his or her motivation. IDENTIFY INTERNAL FACTORS SUCH AS NEEDS AND SATISFACTION. "What are the different needs that activate motivation's direction, intensity, and persistence?" - McGregor's Theory X and Theory Y - Maslow's needs theory - Self-Determination theory - Herzberg's motivator-hygiene theory

USCCT

Uncovering business problems, challenges and opportunities Selecting the most critical Creating many potential solutions Choosing the one with the most potential, and then Translating it into an effective implementation plan.

Historical models of job design

Top-down: managers changed employees' tasks with the intent of increasing motivation. i.e. Managers design job

Intergroup conflict

conflict among work groups, teams, and departments

Critical Thinking

Using logic and reasoning to identify the strengths and weaknesses of alternate solutions, conclusions or approaches to problems

The Slippery Slope

We are less able to see others' unethical behavior when it develops gradually i.e. Auditors may be more likely to accept a client firm's questionable financial statements if infractions have accrued over time Solution: be alert for even trivial ethical infractions and address them immediately. Investigate whether a change in behavior has occured.

Overvaluing Outcomes

We give a pass to unethical behavior if the outcomes are good i.e. A researcher whose fraudulent clinical trial saves lives is considered more ethical than one whose fraudulent trial leads to deaths. Examine both 'good' and 'bad' decisions for their ethical implications. Reward solid decision processes not just good outcomes.

Indirect Blindness

We hold others less accountable for unethical behavior when it's carried out through third parties i.e. A drug company deflects attention from a price increase by selling rights to another company, which imposes increases. Solution: when handling off or outsourcing working, ask whether the assignment might invite unethical behavior and take ownership of implications.

Motivated Blindness

We overlook the unethical behavior of another when it's in our interest to remain ignorant. i.e. Baseball officials failed to notice they'd created conditions that encouraged steroid use Solution: root out conflicts of interest and their effect on decision making

Ill-conceived goals

We set goals and incentives to promote a desired behavior, but they encourage a negative one i.e. the pressure to maximize billable hours in accounting, consulting, and law firms leads to unconscious padding. Solution: brainstrom unintended consequences of goals and consider alternate rewards.

Extinction

Weakening of behavior by ignoring it or making sure it is not reinforced

Intermittent reinforcement

When only some of the responses made are followed by reinforcement.

Employee engagement

William Kahn defined as "the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance" or in other words: the idea that engaged employees 'give their all' at work. In 4 feelings: 1) Urgency 2) Focus 3) Intensity 4) Enthusiasm

Detached listening

Withdraws from the speaking-listening exchange - Uninterested

Electronic brainstorming

a decision-making method in which group members use computers to build on each others' ideas and generate as many alternative solutions as possible

Problem

a difference or gap between an actual and a desired outcome. It is important to carefully consider what your goal or desired outcome is in order to define the ______ appropriately.

Delphi technique

a group process that uses physically dispersed experts who fill out questionnaires to anonymously generate ideas; the judgments are combined and in effect averaged to achieve a consensus of expert opinion

people with analytical decision making style have?

a high tolerance for ambiguity and tend to overanalyze a situation. they like to consider more alternatives and take a long time to make a decision

people with directive decision making style have?

a low tolerance for ambiguity, and are oriented toward task and technical concerns

Noise

anything that interferes with, distorts, or slows down the transmission of information

Functional conflict

commonly referred to as constructive or cooperative conflict, is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give-and-take

Nonverbal communication

communication without the use of words.

360-degree feedback

comparison of anonymous feedback from one's superior, subordinates, and peers with self-perceptions

hard tactics

exchange, coalition tactics, pressure, legitimizing tactics overt pressure

the 5 power bases outcomes

expert and referent - positive effect rewards and legitimate - slightly positive effect coercive- slightly negative effect

Non-rational models of decision making

explain how managers make decisions; they assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions

Rational model of decision making

explains how managers should make decisions

Firm 40

firms that require you work no more and no less than 40 hours per week because research shows that anything more than 48 hours per week reduces productivity during work hours.

Positive OB

focuses on positive human characteristics that can be measured, developed, and effectively managed for performance improvement

Social network

form or patten of relationships between/among people (vary in size, quality, and diversity)

ADRs forms and benefits

forms: 1. facilitation (third party manager encourages parties to directly speak) 2. conciliation (neutral 3rd party acts as communication conduit b/w parties if parties refuse to meet face-to-face) 3. peer review (panel of objective coworkers hears both sides in confidential meeting and makes decision) 4. Ombudsman (someone in org and confidentially listens and attempts to arrange a solution. More European than NA. No hierarchy) 5. mediation (mediator-trained-facilitates/guides parties to solution. Does NOT come up with solution, lets parties do so.) Cuts average resolution time by 80% 6. arbitration (formal courtlike setting and arbitrator bases decision on legal merits of the case. benefits: speed, low cost, confidentiality, winning solutions

TED Five Step Protocol for Effective Presentations

frame your story, plan your delivery, develop your stage presence, plan your multimedia, put it together

Common perceptual errors in evaluating performance

halo effect- form an overall impression and use that to bias similar things leniency- consistently evaluate highly central tendency- avoid all extreme judgements recency effect- over-rely on most recent info contrast effect- evaluate by making comparisons

Dominating style

have a high concern for self and low concern for others. "I win you lose" or "forcing"

Analytical

higher tolerance for ambiguity, tend to overanalyze a situation, like to consider more information and alternatives, careful decision makers with take longer to make decisions but also respond well to new situations. autocratic.

benefits of social media on employees

increased job satisfaction and better work-life balance, performance and retention, and more creativity and collaboration

organizational citizenship behavior

individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization

social capital benefits

info, new ideas, leads, business opportunities, financial capital, power and influence, emotional support, trust and goodwill

Tacit knowledge

information we gain through experience that is difficult to express and formalize

Representativeness bias

leads us to look for information that supports previously formed stereotypes

costs of divisional structure

less efficient, duplication of effort, more myopic

Questionable an Unethical Tactics in negotiations

lies, puffery, deception, weakening the opponent, strengthening one's own position, nondisclosure, information exploitation, maximization.

6 principles of persuasion

liking, reciprocity, social proof, consistency, authority, scarcity

Passive listening

listening role in which the listener does not share in the responsibility nor involve himself in the communication process

Directive

low tolerance for ambiguity and are oriented toward task and technical concerns when making decisions. efficient, logical, practical and systematic. focus on the facts. tend to be autocratic, exercise power and control

types of organizational strucutres

matrix and horizontal

Optimizing

means solving problems by producing the best possible solution based on a set of highly desirable conditions. Benefits include 1) Quality, 2) Transparency, 3) Responsibility

Media richness

measures the capacity of a given communication medium to convey information and promote understanding. The richer the medium, the better it is at conveying information.

female v male perspective on communication

men: see conversations as negotiations in which people try to achieve and maintain the upper hand, learns skills and habits that focus on status and hierarchies women: learn conversational skills and habits that focus on rapport and relationships, share credit for success, ask questions for clarification

Behavioral

most people oriented, work well with others. Like meetings but avoid conflict (conflict avoidance and have a hard time saying no).

crowdsourcing

occurs when companies invite nonemployees to contribute to achieving particular goals and manage the input process via the internet.

Anchoring bias

occurs when decision makers are influenced by the first information received about a decision, even if it is irrelevant

psychological empowerment

occurs when employees feel a sense of meaning, competence, self-determination, and impact at work -self-efficacy + intrinsic motivation

Minority dissent

occurs when group members feel comfortable disagreeing with other group members

Hindsight bias

occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier

Conflict

occurs when one "party perceives that its interests are being opposed or negatively affected by another party." Perceived = conflict can be real or imagined, just like perceptions of fairness

Defensiveness

occurs when people perceive that they are being attacked or threatened

Work-family conflict

occurs when the demands or pressures from work and family domains are mutually incompatible. i.e. manager misses daughter's soccer game due to work or manager misses meeting due to daughter's soccer game

Goal displacement

occurs when the primary goal is subsumed by a secondary goal

solving problems

optimal or ideal response

Explicit knowledge

or information that can easily be put into words

Overconfidence bias

overestimating our skills relative to those of others and accuracy of our predictions

Avoiding style

passive withdrawal from the problem and active suppression of the issue are common

Model of creativity

person factors and situation factors lead to creative performance behaviors which lead to creative outcome effectiveness

expert power

power resulting from one's specialized information or expertise

costs to matrix design

power struggles and confusion, needs strong leadership skills, stress

Drivers of Creative Performance Behaviors

problem formulation, prep and info gathering, idea generation, idea evaluation

Evidence-based decision making

process of conscientiously using the best available data and evidence when making managerial decisions. Can help in the use of 'big data' to market and sell products and services. i.e. using drones to monitor crops in winery to monitor health of vineyard.

soft tactics

rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals friendlier

Consensus

reached when all members can say they either agree or were unable to convince others of their viewpoint

measures of creativity

realistic, which is the opposite of idealistic and conservative which is opposite of creative -creative realism is where you want to be! (want it to be feasible)

The effects of rewards on creativity:

reduce creativity

Expectancy

represents an individual's belief that a particular degree of effort will be followed by a particular level of performance

Empathy

represents the ability to recognize and understand another person's feelings and thoughts. One needs A) Mindfulness and B) Incorporate understanding

flourishing

represents the extent to which our lives contain PERMA

Bounded rationality

represents the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions i.e. lack of information personal characteristics and internal and external resources that reduce RDM.

virtuousness

represents what individuals and organizations aspire to be when they are at their very best

how to make a good first impression

set goals, consider your ornaments, remember body language, bust bad moods and bad days, be interested to be interesting

4 steps of the goal setting process

set goals, promote goal commitment, provide support and feedback, create action plans

reducing ambiguity for virtual team members

share information, create accountability, provide examples

4 characteristics of organizational culture

shared concept, learned over time, influences our behavior at work, impacts outcomes at multiple levels

Conflict states

shared perceptions among members of the team about the intensity of disagreement over either tasks or relationships

Compromising

style is a give-and-take approach with a moderate concern for both self and others

Flex space

such as telecommuting, occurs when policies enable employees to do their work from different locations besides the office (coffee shops, home, or the beach)

Contact hypothesis

suggests that the more members of different groups interact, the less intergroup conflict they will experience

Performance goal

targets a specific end result (more focused on by managers than learning goals)

Voice vs. Voice climate

the discretionary or formal expression of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside the organization with the intent to change an objectionable state of affairs and to improve the current functioning of the org. One in which employees are encouraged to freely express their opinions and feelings 1) Employee perceptions count 2) Employees want a voice in decisions that affect them 3) Employees should have an appeal process 4) Leader behavior matters 5) A climate for justice makes a difference

Creative outcome effectiveness

the joint novelty and usefulness (quality) of a product or service as judged by others

Conflict process

the means by which team members work through task and relationship disagreements

Groupthink

the mode of thinking that occurs when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives

people with the behavioral style of decision making are?

the most people oriented, work well with others, are receptive to suggestions, and prefer to avoid conflict

Evaluating performance

the process of comparing performance at some point in time to a previously established expectation or goal

Creativity

the process of producing new and useful ideas concerning products, services, processes, and procedures.

knowledge-brokering

the process of taking an idea that is commonplace in one ??? basically taking an idea and making it better through slight modifications

Encoding

the processing of information into the memory system—for example, by extracting meaning.

ZOPA

the range of possibilities you are willing to accept

Distributive negotiation

usually concerns a single issue—a "fixed pie"—in which one person gains at the expense of another. Win-lose approach. Position based

well-being

was the combined impact of 5 elements- positive emotions, engagement, relationships, meaning, and achievement

self-similarity principle

we are inclined to pick ties that have similar intellectual backgrounds, training, experiences, and ways of making inferences from incomplete information

social media

web-based technologies that allow users to create, share, and participate in dialogue in virtual communities and networks