MAN 336 exam 1
Consolidated Products Summary
Ben Samuels: well liked, built fitness center, social activities, aoided layoffs, blieved if you treat people right they will do a good job without supervision. did not set objectives or standards. never asked supervisors to improve productivity. lowest turnover but worst cost records/production levels Phil Jones(replacement): cut fitness and social, supervisotrs instructed to establish high performance standards, computer monitoring system intruduced, demanding objectives for each department, reduced maintenence, laid off workers, production costs were reduced but very high turnover and talk of unionizing
Increasing Outcome Valences
-distribute rewards that employees value -individualize rewards -minimize the presence of counter-valent outcomes
Benefits of Employee Involvement
-improves identification of problems/opportunities. -can improve number and quality of solutions generated -can improve ecaluation of alternatives -strenghten employee commitment to the decision -positive effects on employee motivation -increases skill variety
Increasing E-to-P Expectancies
-match employee ability to job requirements -select ppl with required skills/knowledge -provide training and clarify job requirements -provide sufficient time and resources - simpler/fewer tasks until employee can master -provide examples of similar employees who successfuly performed task -provide coaching to employees who lack confidence
problems with problem identification
-mental models -decisive leadership -stakeholder framing -perceptual defense -solution-focused problems
keys to remember about strengths
-top 5 talents will be consistent over time -a
positive reinforcement
intriduction of a consequence increases or maintains the frequency of future posibility of a specific behavior
attribution theory rules
people rely on three attribution rules -consistency -distinctiveness -consensus to decide whether someones behavior and performance are caused by personal characteristics or environmental influences
strengths defintion
intersection of talent, skills, and knowledge
solution-focused problems
"the problem is that we need more control over our suppliers" its rephrased statement of a solution to a problem that has not been properly diagnosed
Increasing P-to-O Expectancies
- Measure performance accurately -clearly explain the outcomes that will result from successful performance - More rewards for good performance - Explain how rewards are linked to performance
providing work environment that supports creativity:
- learning orientation = motivation from the jobs itself - open communication and sufficient resources - job security -nontraditional workspaces -support from leaders/coworkers
ways to reduce tension of inequity
- reduce inputs so the outcome/input ration is similar - increase our outcomes - increase the comparisions other's inputs
Biased Decision Heuristics
-Anchoring and adjustment heuristic -Availability heuristic -Representativeness heuristic
identifying problems/opportunities more effectively
-be aware of problem identification biases - resist temptation to look decisive - have an aversion to complacency -discuss situation with others
Departmental teams
-Employees have similar or complementary skills located in the same unit of a functional structure -Usually minimal task interdependence because each person works with employees in other departments
Managing work-related stressors
-Remove the stressor (assignning employees to jobs that match their skills/preferences) -withdraw from the stressor(permanently or temporarily) -Change the stress perceptions (help employees improve their self-concept so jbo challenges are not perceived as threatening -Control stress consequences -receive social support
Contingencies of employee involvement
1. Decision structure - programmed decisions less likely to need employee involvment 2. Source of decision - subordinates should be involved in some level when leader lacks sufficient knowledge. 3. Decision commitment - participation improves employee commitment to decision. if they are unlikely to accept a decision without involvement, participation is necessary 4. Risk of conflict - employee goals/norms can conflict with orgs goals, so low level is advisable. also, depends on whether employees will agree with eachother about the preferred solution.
rational choice decision making process ** on exam**
1. Identify problem or opportunity 2. Choose the best decision process 3. Discover or develop possible choices 4. Select the choice with the highest value 5. Implement the selected choice 6. Evaluate the selected choice programmed - standard, have been resolved in past non-programmed - requires steps in the process
Teams
1. all teams exist to fulfill some purpose 2. team members are held together by interdependence and need for collaboration to achieve common goals 3. team members influence eachother 4. team exists when its members perceive themselves to be a team (feel connected)
minimizing social loafing
1. form smaller teams 2. specialize tasks 3. measure individual performance 4. increase job enrichment 5. select motivated, team-oriented employees
team building activities
1. goal setting - clarify teams performance goals, increase motivation to accomplish these goals 2. problem solving - focus on decision making, identifying problems 3. role clarification - clarifies and reconstructs member's perceptions of their role and role of others 4. interpersonal relations - learn about eachother, trust eachother
rational choice decision-making process
1. identify the problem or recognize an opportunity 2. chose the best decision process 3. discover/develop possible choices 4. select the choice with the highest value 5. implement the selected choice 6. evaluate the selected choice
Influences on Team Cohesion
1. member similarity 2. team size (smaller have more cohesion) 3. member interaction (regularly) 4. somewhat difficult entry 5. team success 6. external competition and challenges
contingencies of reinforcement
1. positive reinforcement 2. negative reinforcement 3. punishment 3. extinction
Creative Process Model
1. preparation - developing clear understanding of what you are trying to achieve through novel solution 2. incubation - period of reflective thought. put problem aside 3. illumination - experience of suddenly becoming aware of a unique idea 4. verification - flesh out illuminated ideas and subject them to detailed logical evaluation/experimentation
creative building acrivities
1. redefining the problem - revisit projects that have been set aside. see in new light 2. associative play - playing games with twists, challenges employees to create 3. Cross-pollination - people from dif areas of org exchange ideas or new people brought to an existing team 4. design thinking - human centered solution focused ideas applied with analytical and intuition thinking
consolidated products 3 Cs
3 C's complex: consequences:are intended or unintended, but there is one for every decision made in an organization culture: matters, takes forever to build and a moment to break it
OB Anchor - Multiple levels of analysis
3 levels: -individual -team -organization
Perceptual Process
A sequence of steps leading from the environment to perception of a stimulus, recognition of the stimulus, and action with regard to the stimulus.
why people stereotype
Categorical thinking - energy saving process that simplifies the understanding of the world Drive to comprehend and predict others' behavior - rely on stereotypes to understand/anticipate how others will behave Supports self-enhancement and social identity - categorization - homogenization - differentiation
Five-factor model and work performance
Conscientiousness stands out as the best overall personality predictor of proficient task performance for most jobs. set higher personal goals and are more persistent extraversion is the second best overall personality predictor of proficient task performance agreeableness is associated with organizational citizenship and not associated with counterproductive work behaviors oppenness is a weak predictor of task performance, but is best predictor or adaptive and proactive performance low neuroticism = highest predictor of adaptive performance
informal groups
Groups that are independently formed to meet the social needs of their members no interdependence or organizationally mandated purpose.
team size
Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks.
Perspectives of Organizational Effectiveness - Open Systems Perspective
Organizations are complex systems that "live" within (and depend upon) the external environment organizations are effective when they maintain a good fit with their external environment adapt to environment, influence environment, move to a more favorable environment internal systems should coordinate with eachother
SMARTER goals
Specific - how, where, when, with whom Measurable- quantity and quality Achievable Relevant - within their job and control Time-framed - due date Exciting Reviewed- getting feedback
effective feedback
Specific, relevant, timely, credible
Model of team effectiveness
Team size and roles are important Team characteristics influence processes Good team leaders understand and manage stages of team development Team members and leaders must direct processes in a positive manner
Sterotyping
The process of assigning traits to people on the basis of their membership in a social category. assign charachteristics to identifiable group them automatically transfer those features to anyone we believe is a member of that group
Organizational Behavior
The study of what people think, feel, and do in and around organizations
pooled interdependence
When team members may work independently and simply combine their efforts to create the team's output.
intellectual capital
a company's stock of knowledge, including human capital, structural capital, and relationship capital
punishment
a consequence decreases the frequency or future probability of a specific behavior occuring
job characteristics model
a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties
stereotype threat
an individual's concern about confirming a negative stereotype about his or her group members of a stereotyped group concerned that they might exhibit a negative feature of the stereotype
anchoring and adjustment heuristic
a natural tendency for people to be influenced by an initial anchor point such that they do not sufficiently move away from that point as new information is provided
availability heuristic
a natural tendency to assign higher probabilities to objects or events that are easier to recall from memory, even though ease of recall is affected by non-probability factors
representativeness heuristic
a natural tendency to evaluate probabilities of events or objects by the degree to which they resemble (are representative of) other events or objects rather than on objective probability information
360 degree feedback
a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers, and the employees themselves can be expensive and time consuming
implicit favorite
a preferred alternative that the decision maker uses repeatedly as a comparison with other choices humans like to compare two choices rather than many alternatives
confirmation bias
a selective attention problem the process of screening out information that is contrary to our values and assumptions and to more readily accept confirming information
Team Roles
a set of behaviors that people are expected to perform because they hold certain positions in a team and organization
Organizational Behavior Modification (OB Mod)
a theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior ABC Model: Antecedents -> Behavior -> Consequences
social cognitive theory
a theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior
stress
adapative response to a situation that is perceived as challenging or threatening to the persons well-being physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions
consequences of diversity
advantages: - high informational diversity are more creative - more representative of most communities challenges: - take longer to perform effectively together - increase risk of dysfunctional conflict the challenges can offset.
Team Diversity
advantages: -make better decisions than homogenous teams -see problem/opporutnity from different angles -different mental models -broader pool of technical abilities - better representation of teams constituents challenges: -take longer to become a high-performing team - susceptible to faultlines, or splitting into sub groups -might have more conflict
Five Factor Model of Personality - Neuroticism
anxious, insecure, self-conscious, depressed, temper-mental
stressors
any environmental conditions that place a physical or emotional demand on the person. the causes of stress. -organizational contraints (lack of equipment, budget, support, or resources) -interpersonal conflict (disagree with each othe regarding how to achieve orgs goals/objectives) -work overload (under pressure to complete more work with more effort than they can provide with their time) -low task control (lack control over how much and when they perform their tasks)
learning orientation
beliefs and norms that support the acquisition, sharing, and use of knowledge as well as work conditions that nurture these learning processes
is telecommuting good for employees and organizations?
benefits: - better work-life bal - attractive benefit for applicant - low employee turnover - higher employee productivity - reduced ghg emissions - reduced corporate real estate costs/office costs risks: -more social isolation -lower team cohesion -weaker organizational culture -more stressful due to hope space and roles
perceptual defense
blocking out bad news as a coping mechanism
Five Factor Model of Personality
five broad dimensions, each with cluster of specific traits. CANOE
perceptual grouping
categorical thinking, grouping people based on obervable similarity, proximity, filling in missing information about people or places
satisficing
choosing a "good enough" alternative rather than the alternative with the highest value (maximization)
schedules of reinforcement
continuous reinforcement - most effective for leaning new tasks variable ration schedule - best for motivating people
Five C's of Effective Team Member Behavior
cooperating - work with others coordinating - manage teams work so its performed efficiently and harmoniously communicating- transmit information freely, efficiently, and respectfully comforting- help eachother maintain positive healthy state, show empathy, comfort conflict handling- resolving disagreements
task force teams
cross-functional teams whose members are usually drawn from several disciplines to solve a specific problem, realize an opportunity, or design a product or service
Unintentional (systemic) discrimination
decision makers rely on stereotypes to establish notions of the "ideal" person in specific roles. a person who doesn't fit the idea has to work harder to get the same evaluation as someone who is compativel with the occupational stereotype affects employment opportunities and salaries
MARS: situational factors
depend on the situation, which may be beyond employees control
Components of Motivation (3)
direction of behavior (towards a particular goal) level of intensity (level of effort) level of persistence (certain amount of time)
Technological Change/Information technology
disruptive force in organizations technology gives employees a stronger voice throughd irect communication with executives and broader distrubution of their opinion to coworkers and eyond.
Types of Teams
distinguished by •team permanence - how long that team exists •skill diversity - among members •authority dispersion - degree to which decision-making responsibility is distrubuted through the team (high dispersion_ or vested in one or few members (low dispersion)
distress vs eustress
distress - the degree of physiological, psychological, and behavioral deviation from healthy functioning eustress- necessary part of life bc it activates and motivates people to achieve goals
1. drive to acquire 2. drive to bond 3. drive to comprehend *4. drive to defend*
drive to project ourselves. flight-or-flight.
*1. drive to acquire* 2. drive to bond 3. drive to comprehend 4. drive to defend
drive to seek out, take, control, retain objects motivates competition
drives, needs, and behaviors
drives/emotions -> needs -> decisions and behavior
Globalization
economic, social, and cultural connectivity with people in other parts of the world has brought more complexity and new ways of working to workplace. requires additional knowledge and skills, like emotional intelligence
Perspectives of Organizational Effectiveness - High Performance Work Practices
effective organizations incorporate several workplace practices that LEVERAGE the potential of human capital human capital is an important source of competitive advantage by transforming inputs to outputs better, being more sensitive to external environment, and by having better relations with key stakeholders 1. develop employee skills and knowlege -> superier human capital 2. companies with superior human capital adapt better to chang 3. HPWP strengthen employee motivation and positive attitudes towards employer
Four-Drive Theory
emotions are the source of human motivation. these emotions are generated through four drives 1. drive to acquire 2. drive to bond 3. drive to comprehend 4. drive to defend
programmed decisions
follow standard operating procedures; they have been resolved in the past, so the optimal solution has already been identified and documented
Personality
enduring pattern of thoughts, emotions, behaviors that characterize a person, along with psychological processes behind those characteristics personality traits - broad concepts that allow us to lable and understand differences
differences in needs
everyone has the same drives. but intensity of needs varies from person to person
equality principle
everyone in the group should recieve the same outcomes
OB Anchors - Systematic Research Anchor
evidence-based management - testing hypotheses against data. creating evidence-based orgs: -be skeptical of hyped management practices - embrace collaborative ecpertise, not charismatic stars or management gurus - use stories as examples and ideas, not conclusive evidence - take neutral stance to popular trends/ideologies
Four Domains of Team Strength
executing - make things happen deadlines, stay on task, problem solving influencing - know to take charge, speak up consensus, discussion, finalizing the pitch relationship building - ability to build strong relationships and hold team together connectivity, team bonding strategic thinking - help teams consider what they could be think outside the box, big picture, background research
level of absorption in work
experience of focusing intensely on the task with limited awareness beyond that work
MARS Model of Individual Behavior
factors are critical influences on an individuals voluntary behavior and performance. Direct predictors of employee performance, service, ethical behavior, voluntary behavior in the worspace Motivation Ability Role perceptions Situational factors
Anchors of organizational behavior knowledge
field of ob relies on a set of basic beliefes or knowledge structures aka "anchors" represent the principles of which OB knowledge is developed and refined -systematic research anchor -multidisciplinary anchor -contingency anchor -miltuple levels of analysis anchor
MARS: Motivation
forces within a person that affect direction, intensity, and persistence of voluntary behavior direction - path which people steer their effort intensity -amount of effort allocated to the goal persistence - length of time individual continues to exert effort toward an objective
Team development
forming - testing/orientatin learning about eachother. people are polite storming - interpersonal conflict as members become proactive norming - team develops sense of cohesion, roles established performing - learned to efficiently coordinate and resolve conflicts adjourning- team is about to disband, shift afttention away from task orientation to a relationship focus
needs
goal-directed forces that people experience needs are the emotions we eventually become aware of
Organizations
groups of people who work interdependently towards some purpose. collective entities. and members have a collective sense of purpose.
drives
hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals motivational forces or prime movers or employee behavior drives produce emotions that energize actions *innate and universal* hardwired in our brains and exist in all humans. independent of one another
Levels of Task Interdependence
higher the task interdependence, the greater need to organize people into teams rather than have them work along.
job analyzability
how much the job can be performed using known procedures and rules. high analyzability is jobs that have a ready made cookbook to guide people in those jobs. low analyzability requires employees to use creativity and judgement
types of intellectual capital
human capital: knowlege, skills, abilities employees carry in their heads structural capital: knowledge captured and retained in orgs systems and structures relationship capital: orgs relationship with customers, suppliers, and other who add mutual value for org. (brand image, goodwill, people
Five Factor Model of Personality- Openness to experience
imaginative, creative, unconventional, curious, nonconforming, autonomous, aesthetically perceptive opposite = less open to new ideas, resistant to change, conventional and fixed in their ways
employee engagement
individual's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals associated with self-efficacy predicts employee and work unit performance
Individual behavior: Task performance
individuals voluntary Goal-directed behaviors that contribute to organizational objectives three types of task performance (TP): 1. proficient TP - efficiently and accurately 2. Adaptive TP - modify thoughts/behaviors to allign with new environment - how well employees respond to change 3. proactive TP - taking initiative and anticipate.introduce new work batters that benefit org
characteristics of creative people
intelligence, persistence, knowledge/experience, independent imagination
Job design practices that motivate
job rotation, job enlargement, - add tasks to an existing job job enrichment - employees are given more responsibility for scheduling, coordinating, planning their work
implication of four-drive theory
jobs and workplaces should provide a balanced opportunity to fulfill the four drives. 1. best workplaces help employees fulfill all four drives 2. fulfillment of four drives should be kept in balance.
mental models
knowledge structures that we develop to describe, explain, and predict the world around us important for sense making, but make it difficult to see the world in different ways
mental models
knowledge structures that we develop to describe, explain, and predict the world around us often if an idea doesn't fit the existing mental model of how things work, it is dismissed as unworkable or undesireable
general adaptation syndrome
model of the stress experience consisting of alarm reaction, resistance, and exhaustion
Types of Individual behavior
most can be organized into five categories 1. task peformance 2. organizational citizenship 3. counterproductive work behaviors 4. joining and staying with org 5. maintaining work atendance
increasing job enrichment
natural grouping - naturally groups tasks together to complete an entire product establishing client relationships - put employees in direct contact with their clients
Learned Needs Theory
need for achievement - accomplish more challenging goals need for affiliation - seek approval, conforming, avoid conflict need for power - exercise control over others, highly involved in team decisions
1. drive to acquire *2. drive to bond* 3. drive to comprehend 4. drive to defend
need for belonging/affiliation association with social groups, cooperation
OB Anchors - Multidisciplinary Anchor
ob shoudl welcome theories and knowledge from other disciplines
rational choice assumptions: 1. goals are clear, compatible, agreed upon 2. decision makers can calculate all alternatives and their outcomes 3. decision makers evaluate all alternative simultaneously 4. decision makers use absolute standards to evaluate alternatives 5. decision makers use factual information to choose alternatives 6. decision makers choose the alternative with the highest payoff
observations from OB: 1. goals are ambiguous, in conflict, and lack full support 2. decision makers have limited information-professing abilities 3. decision makers evaluate alternatives sequentially 4. decision makers evaluate alternatives against an implicit favorite 5. decision makers process perceptually distorted information 6. decision makers chose the alternative that is good enough (satisficing_
recency effect
occurs when most recent information dominates our perceptions most common when people make a devision involving complex information
Work-life balance
occurs when people are able to minimize conflicts between their work and nonwork demands. spend too much time thinking about their job most common form of remote work is telecommuting - information technology enables employees to work from home. 23% of employees perform some or all of work at home employees who work effectively from home typicall ahve higher self-motivation, self-organization, need for autonomy, and information technology skills
OB Anchor - Contingency
offect of one variable on another variable DEPENDS on the situation cant count on the same results each time
Perspectives of Organizational Effectiveness - Organizational Learning Perspective
organizational effectiveness depends on organizations capacity to share, use, and store valuable knowledge Four organizational Learning processes: 1. acquiring knowldege 2. sharing knowledge 3. using knowlege 4. storing knowledge
Five Factor Model of Personality - Conscientousness
organized, dependable, goal focused, thorough, disciplined, methodical, industrious opposite = careless, disorganized, less thorough
categorical thinking
organizing people and objects into preconceived categories that are stored in our long-term memory
Individual behavior: Joining & Staying with the Org
orgs are people workign together towards common goal - employee turnover removes valuable knowledge, skills, and relationships with coworkers and external stakeholders which takes time
Individual Behavior: Maintaining work attendance
orgs need everyone to show up for work at scheduled times. even low absenteeism can lead to increased workloads or overtime. employees often point to situational factors presenteeism- showing upfor work when unwell, injured
primacy effect
our tendency to rely on the first information we recieve to quickly form an opinion of them. the notion that first impressiosn are lasting impressions.
Five Factor Model of Personality - Extraversion
outgoing, talkative, energetic, socialable, assertive opposite = introversion, quiet, cautious, less interactive with others
Intentional Discrimination or prejudice
peopel hold unfounded negative attitudes towards people belonging to a particular stereotyped group
Maslow's Need Hierarchy
people are motivated to fulfill a higher need once a lower one becomes gratified strongest source of motivation is the lowest unsatisfied need self actualization = a growth need because it continues to devleop even when temporarily satiated
Distributive Justice
perceived fairness in the outcomes we recieve compared to our contributions and outcomes and contributions of others
Inequity and Employee Motivation
perceived inequity - inequity tension (negative eo remotions) - motivation to reduce tensions
P-O expectancy
perceived probability that a specific behavior or performance level will lead to a particular outcome.
E-P expectancy
perception that effort will result in a particular level of performance more related to extrinsic motivation and ignores emotions as motivation probability of one is that they can accomplish the task, probability of 0 they expect that even highest level of effort will not result in desired performance level
False-consensus effect
perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own ex: employees who are thinking of quitting their jbos overestimate the percentage of coworkers who are also thinking about quitting. also because we interact more with people who have similar views and behaviors
Halo effect
perceptual error whereby our general impression of a person, usually based on one prominent charactheristic, colors our perceptions of other charachteristics of that person
self-fulfilling prophecy
perceptual process in which our expectations about another person cause that person to act more consistently with those expectations our perceptions can influence reality. one of the most powerful leadership effects on follower behavior and performance contingencies: stronger in some situations than others. stronger when employees first hired, stronger among people with a history of low achievement
positive organizational behavior
perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them
Team trust: 1. Calculus based 2. knowledge based 3. identification based
positive expectations one person has towards another in situations involving risk 1. logical calculation that other team members will act appropriately because they face sanctions if their actions violate reasonable expectations. lowest point of trust, easily broken 2. predictability of another team member's behavior. only refers to positive expectations, and confidence in other persons abilities. higher levelo fo trust 3. strongest and most robust. based on mutual understanding and an emotional bond among team members
1. drive to acquire 2. drive to bond *3. drive to comprehend* 4. drive to defend
ppl are curious and need to make sense of environment. motivated to discover
equity principle
ppl should be paid in proportion to their contribution. *most common distributive justice rule in organizational settings
Expectancy Theory
predicting the goal-directed behavior where employees are most likely to direct their effort. work effort is aimed toward behaviors that people believe will produce the most favorable outcomes. •Effort-to-percormance •Performance-to-outcome •outcome valences
decisive leadership
quickly determining the situation is a problem but Identifying a problem or opportunity before logically assessing the situation
divergent thinking
reframing a problem in a unique way and generating different approaches to the issue
negative reinforcement
removal or avoidance of a consequence increases or maintains the frequency or future probability of a specific behavior. ex: removal of punishment, when you stop criticising those whose performance has improved
nonprogrammed decisions
require all steps in the decision model because the problems are new, complex, or ill-defined
challenges of teams - process losses
resources (including time and energy) expended toward team development and maintenance rather than the task amplified when people are added or replaced brooks's law - adding more people to a late project only makes it later
Cast study - super subs
root causes: -policy inequity -bonuses not spread -hierarchy -bad management -belongingness/physiological needs symptoms - food waste -lost revenue -higher turnover -low morale -managerial presence -lack of communication -bonuses solutions: -policy equity -discounts -hierarchy structure -define and TRAIN (e to p) -setting SMARTER goals -measure and specific -incentives/pay bonuses -job rotation/specification
social engagement is usually described in terms of..
self efficacy
Core Job characteristics
skill variety- use of different skills/talents to complete variety of work activities task identity- degree to which a job requires completion of a whole or piece of work task significance- degree to which job affects the organization and/or larger society autonomy - freedom, independence, make decisions feedback - degree to which employees can tell how well they are doing from direct sensory information from the job itself
problems with job specialization
some jobs become tedious. specialized jobs with very short cycle times often produce higher levels of employee turnover/absenteeism some jobs are too specialized and become tedious and repetitive low attentiveness/motivaion can undermine work quality
Perspectives of Organizational Effectiveness - Stakeholder Perspective
specific information and guidance by focusing on orgs relationship with Stakeholders (dynamic relationship) orgs are more effective when they understand, manage, and satisfy stakeholder needs and expectations stakeholders: individuals, groups, other entities that affect, or are affected by, the organizations objectives and actions
stakeholder framing
stakeholders provide information in ways that make decision maker see the situation as a problem,
Diversity- surface level vs deep level
surface level - obervable demographic and overt differences deep-level diversity- differences in personalities, beliefs, values, attidutes. different perceptions and attitudes
self-directed teams
teams that determine their own objectives and the methods by which to achieve them
self-serving bias
tendency to attribute favorable outcomes to internal factors and our failures to external factors
fundamental attribution error
tendency to see the person rather than the situation as the main cause of that persons behavior
self-efficacy
the belief that you have the ability, role clarity, and resources to get the job done measures employee engagement
team cohesion
the degree of attraction people feel toward the team and their motivation to remain members
MARS: Role Perceptions
the degree to which a person understands the job duties assigned to or expected of him/her exists in three forms 1. employees have clear role perception when they understand their specific duties or consequences for which they are accountable 2. role clarity exists when employees understand the priority of their tasks and performance ecpectations 3. understanding preferred behaviors or procedures for completing a task but misunderstand which the company prefers employees with role clarity perform work accurately and efficiently, those with role ambiguity waste time and energy performing them wrong. role clarity motivates employees
employee involvement
the degree to which employees influence how their work is organized and carried out low involvement: employees are individually asked for specific information but the problem is not described to them higher involvement: when problem is described and employees are asked individually or collectively for information relating to that problem
Creativity
the development of original ideas that make a socially recognized contribution
task interdependence
the extent to which team members must share materials, information, or expertise in order to perform their jobs
procedural justice
the fairness and procedures used to decide the distribution of the resources people evaluate the fairness of the conditions determining the distribution and its possible alteration improve by giving employees a voice
motivation
the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior
growth mindset
the idea that our abilities are malleable qualities that we can cultivate and grow
bounded rationality
the idea that people are bounded in their decision-making process they process limited and imperfect information and rarely try to select the best choice.
MARS: Ability
the natural aptitudes and learned capabilities required to successfully complete a task aptitude - natural talents that help employees learn specific tasks more quickly learned capabilities - physical and mental skills/knowledge you ahve acquired competencies - charachteristics of a person that results in superior performance
Task variability
the number of exceptions, new or unexpected situations, that a person encounters while performing a task
attribution process
the perceptual process of deciding whether an observed behavior or event is caused largely by internal (persons ability or motivation) or external factors(environment, coworker is forgetul, lacks motivation) important because understanding cause-effect relationships enables us to work more effectively with others and to assign praise or blame to them
scientific management
the practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency
challenges of teams - social loafing
the problem that occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone more likely to occur when individual performance is hidden or difficult to distinguish from the performance of other team members
Perception
the process of receiving information about and making sense of the world around us includes determining which information to notice, as well as how to categorize and interpret it within the framework of our existing knowledge
confirmation bias
the process of screening out information that is contrary to our values and assumptions and to more readily accept confirming information
Perspectives of Organizational Effectiveness
theories that have implicit or explicit objectives of making organizations more effective -open systems perspective -organizational learning perspective -high-performance work practices perspective -stakeholder perspective
need principle
those with greatest need should recieve more outcomes than others with less need
Five Factor Model of Personality - Agreeableness
trusting, helpful, good-natured, considerate, tolerant, selfless, generous, flexible opposite = uncooperative, intolerant of others needs, suspicious and self-focused
Outcome Valences
valence is an anticipated satisfaction or dissatisfaction that an individual eels towards an outcome (from neg to pos)
Individual behavior: Organizational Citizenship
various forms of cooperation and helpfulness to others that support the organizations social and psychological context can have significant effect on individual, team, and org effectiveness. higher task performance, more support from coworkers, but they take time away from performing tasks
Individual behavior: Counterproductive Work Behaviors
voluntary behaviors that have the potential to directly or indirectly harm the org or its stakeholders. both intentional and unintentional
reciprocal interdependence
when activities flow both ways between units
extinction
when targeted behavior decreases because no consequence follows it. ex: work declides when managers stop congratulating employees for their good work
sequential interdependence
when the output of one unit becomes the input for another in sequential fashion