OB Exam 3 (Chapter 7,8,9)

People Innovation

changes in the beliefs and behaviors of individuals working in an organization

hindsight bias

- "I saw that coming" Textbook Definition : The tendency to overestimate our ability to predict an outcome of an event. - For example - before a baseball game you "predict" that your favorite team is going to win. When your team does win, you might say, "I knew that was going to happen!," even though it is clearly impossible to predict these things."

Leaders and privilege relationship

More power a leader possesses, more privilege they have

Bad Synergy

- "You need to get rid of this player, they are cancer to the group" or "the bad apple" of the group is bad synergy. - These bad apples tend to work less than the other members, or attack and bully others. - One bad apple can impact the entire team. - Bad synergy within teams can lead to toxic negativity, especially when one or more team members exhibits negative behavior. - Managers can address this issue by making an effort to try and change the negative behavior, but if this doesn't work, there may be little choice but to let the bad apple go.

The 6-3-5 Method

- 6 people write down 3 ideas each. These ideas are passed to the person on their right who builds on those ideas. The stack is passed around 5 times, ensuring that everyone in the group has a chance to develop each idea. When everyone is finished the group then gets together to discuss.

Team Charters

- A charter is a type of document that outlines the purpose of the team, the benefits of the project, the required objectives, and expected timeframe. - Team charters should be created in the early stages of team formation.

virtual teams

- A group of individuals who work together from different geographic locations and rely on communication technology, such as email, video conferencing, instant messaging, and other electronic media, to collaborate. Advantages of Virtual Teams : - Saves on travel costs by eliminating in-person meetings. - Allows for greater sharing of information between employees from different countries. - Virtual teams are becoming more prevalent now, especially in sales. Disadvantages of Virtual Teams : - Virtual teams can be hard to manage. - Can lose motivation. - Time differences between countries can cause confusion. - Lack of face-to-face contact can result in miscommunication. - Cultural differences can also compound misunderstandings related to distance.

cross-functional team

- A group of workers from different units with various areas of expertise to work on certain projects. - Can be effective in small and large companies. - Example - All the professors from different departments are coming together to find a new dean for UNF.

self-managing team

- A group of workers who manage their own daily duties under little to no supervision. Advantages of self-managing team : - Team members are expected to make decisions without consulting higher management or someone looking over their shoulder. - Self-managed teams tend to grow faster, are more productive and profitable, and have a lower turnover of employees. Disadvantages of self-managing teams : - Research suggests that self-managing teams often struggle with internal conflict, trust, and accountability issues. - Has as much politics as an organization. - There has to be someone who calls the shots.

Training Transfer - (Ethics Training)

- A successful ethics training program transfers the knowledge gained during the program to trainees so that they will remember to apply that behavior when they return to their working roles.

Cyber-loafing

- Accessing the internet for personal use while pretending to be working. - Employees do this a lot where they pretend to work on the computer but they're doing unproductive work such as checking Facebook or playing YouTube videos.

2. Storming (Tuckman's 5 stages of becoming a team)

- After a period of time, tension may arise between members and different personalities might clash, leading to tension and conflict in the team. - Who's the leader of the team? - Who gets to do what? - What does the team need from me, and what do I need from the team? - Figuring out the roles R - Tensions arise and conflicts occurs.

Satisficing decisions - (one way to make a decision)

- Aim for acceptable results rather than for the best or optimal solutions. - Satisficing is useful for less important decisions. Example - when purchasing a pack of chewing gum, we tend to choose something that looks good. We don't spend time researching the merits of all the different chewing gum brands and flavors on the market. If it turns out that we made a bad decision in choosing that particular brand, it's not a big deal because gum isn't expensive. - Do not use satisficing for important decisions.

Needs Assessment - (Ethics Training)

- An ethics training program that includes discussions on dilemmas, personal growth, role-playing, scenario-based games, and interactive simulations.

pooled interdependence

- An organizational model in which each team member produces a piece of work independently of the other members. -Example - basketball. You have no idea where the ball is going next.

Most effective team members...

- Are clear about their goals and roles - Attach personal meaning to their work - Understand the impact of their work - Have psychological safety

Complete Rationality - (one way to make a decision)

- Assumes we take into account every single criterion or possible alternative to make a decision. - 'Complete Rationality' doesn't exist cause it's not possible to know every situation and every outcome. - Talks about every situation and every outcome. Using the example in the previous scenario : When buying a new car, we are more likely to use bounded rationality. First, we identify a few main benchmarks, like mileage, options, and price, and then we choose the models that meet our standards. - However, if we were to adopt a 'Completely Rationality', this would mean we would need to consider every single car in production as a viable option, which is not realistic.

Availability Heuristic Bias

- Availability heuristics allow us to make judgments based on examples and events that are available and immediately spring to mind. - Sometimes we can make incorrect judgments about certain issues because of our reliance on information that is more readily available to us. - Extensive media coverage can also bias our opinion. - Example - a plane crash that is widely reported could lead many people to believe flying is unsafe, whereas it's more likely that one would be killed in a car accident than in the air.

Reciprocal Interdependence

- Back and forth interactions with people. - When team members work closely together on a piece of work, consulting with each other, providing each other with advice, and exchanging information.

An organization is unethical if it violates

- Basic rights of its employees - Ignores health, safety, and environmental standards

Exploitative innovation

- Basically means you enhance and reuse existing products or processes. Example - Airbnb successfully used exploitative innovation by enhancing the hospitality industry (hotels, guesthouses) by offering innovative approaches to accommodation.

Justice Approach - (classical ethical decision-making approach)

- Basing decisions on fairness. For example - a struggling organization might choose to turn down the best candidate for CEO if that person expected compensation that wasn't in line with the company's fairness-based compensation structure.

Ethical Responsibility (CSR)

- Being morally aware enough to do the right thing in relation to the environment, fair wages, or who the company does business with. - Not everything unethical is illegal.

board of directors

- Boards of directors sit at the head of the organizational structure and are responsible for overseeing top management and ensuring loyalty to shareholders. - However, not all boards act in the best interests of the organization and some have even approved unethical practices.

Brainstorm Alone

- Brainstorming alone at first. - This is a useful way of coming up with new, creative ideas without being influenced by the group. - Then when everyone has had a chance to brainstorm alone, they can get together as a group and build on those ideas.

Code of Ethics

- Codes of ethics (sometimes called code of conduct) are a written set of guidelines that define acceptable and unacceptable behavior. - The main purpose of a code of ethics is to help employees make the right choices when confronted with difficult situations.

Cohesion

- Cohesion is the degree to which team members connect with each other. - A cohesive team is more motivated, communicates better, and reports higher levels of satisfaction than less cohesive teams. - Teams that follow the norms are more cohesive.

ethical dilemma

- Conflicts between two or more morally unpleasant alternatives. - Ethical dilemmas represent difficult ethical decisions. - Not always a clear answer to moral questions. Example of ethical dilemmas - If you see your friend cheat on an exam, what would be the right thing to do?

problem-solving team

- Consists of a small group of workers who come together for a set amount of time to discuss and resolve specific issues. - Teams of different ages, ethnicities, and gender are the more effective for finding solutions, recent research shows that cognitively diverse teams (how they think about and perceive new complex situations) are the best for fast problem solving.

creativity-relevant processes - (3 component model of creativity)

- Creative thinking skills that are flexible, imaginative approaches to problems. - Creative thinking skills depend on particular personality characteristics, methods of thinking, and knowledge of heuristics, are a second component needed for creativity. - Personality traits such as self-discipline, perseverance, delayed gratification, and independence, for instance, appear to be associated with creative minds.

Organizational Support for Creativity

- Creativity flourishes when employees are provided with the autonomy and resources they need to implement their concepts and when they are given license to take risks. - In addition, organizations that provide appropriate rewards and feedback and that encourage a collaborative environment tend to possess a more creative culture. - In contrast, organizations that impose too many constraints or controls over their employees, and that do not provide feedback, resources, or sufficient rewards, tend to create an environment that fails to encourage teamwork and collaboration.

Core Values

- Deeply held beliefs or guiding principles shared by everyone working at a particular company. - Common core values include integrity, honesty, perseverance, and accountability.

Conventional - (2nd stage of Kolhberg's moral development)

- During the second stage (adolescence and early adulthood) moral decisions are based on standards set by adult role models and societal norms. - Conforming to what most people do. - Everyone's doing it so why don't you do it too. - Peer pressure starts here, everyone does it, why cant I? - Heinz Example - Heinz was right to steal the medicine to save his wife, or he was wrong because he was breaking the law which is against societal norms.

4. Rate Alternatives On The Basis Of Decision Criteria - (5 step model of decision making)

- During this step, you might spend some time weighing the two possible solutions against each other and find they both rate poorly on the basis of the criteria. - Basically weighing the pros and cons of each solution and what would happen if that solution was implemented.

Supervisory Support for Creativity

- Employees who perceive their supervisor as supportive will feel more comfortable about speaking up and making suggestions. - Supervisors who communicate, set clear goals, and are confident and protective of their teams tend to nurture a creative environment.

Ethics Hotline

- Ethics hotlines allow employees to report unethical conduct anonymously without fear of retaliation. - Many organizations use ethics hotlines to provide employees, who may not be comfortable reporting ethical incidents to management, with a safe place to share their concerns.

ethics officers

- Ethics officers are responsible for ensuring their organizations adhere to legal and ethical practices. - Chief ethics officers need to continuously convey the company's ethical code and values to ensure all employees work to the same ethical standards.

exploratory innovation

- Focuses on risk taking, radical thinking, and experimentation. Example - Arizona State University enrolls as many capable students as possible rather than adhering to the traditional acceptance rate, successfully creating a thriving, diverse culture. Researchers believe organizations need to strike a balance between the contradictory natures of exploitative and exploratory innovation. Many organizations play it safe by focusing on the refinement of existing products rather than taking risks to explore new avenues.

Utilitarian Approach - (classical ethical decision-making approach)

- Focuses on taking action that results in the greater good for the majority of people. - Doing things for the good of the majority. - If I catch 1 person out of a million, its worth it. - Example - TSA is a hassle, but its for the greater good for the majority.

Followers and dissent

- Followers should be given an opportunity to express dissent. - Followers should be able to dissent. Its a part of who we are as a culture. We were built on protest.

Rights Approach - (classical ethical decision-making approach)

- Fosters decisions made on moral principles that infringe as little as possible on the entitlements of others. - Respect for human dignity. For example - a business owner might believe it is morally wrong to pay overseas workers low wages and decide to close down his US-based company rather than betray his principles.

Work Group Support for Creativity

- Group members can support creativity by establishing certain norms, such as welcoming different perspectives, actively listening, fostering collaboration, being open-minded, and clearly communicating their views and approaches.

Framing Error

- Highlight certain aspects of a certain situation and you ignore everything else. - When someone wants to control the narrative and talks about all the good they've done. - Purposefully leaving out things. Textbook Definition : The tendency to highlight certain aspects of a situation, either positive or negative, to solve a problem while ignoring other aspects. For example - suppose the company president tells her executive team that the company, which employs 2,000 workers, has an annual turnover of 2%. A positive frame views this percentage as low, requiring very little action, whereas a negative frame perceives the loss of 40 employees a year as unacceptable and is likely to spark discussions about how to resolve this perceived problem.

Team decision making

- How teams make decisions. Advantages of team decision-making : - Increased staff engagement - Consensus decisions - Leads to better decisions Disadvantages of team decision-making : - Time-consuming meetings - Too much attention on small details - Can lead to everyone easily compromising - Group think Example - Brainstorming

Post-Conventional - (3rd stage of Kolhberg's moral development)

- In the final stage of moral development (mature adults), individual judgment is based on a chosen belief system, which shapes moral views. - I am what I am. - These are my views, my thoughts and my ethics. - Sometimes can be unethical to others. Or disrespectful for others. - In the Heinz example, people may consider the human rights side of the issue such as the wife's right to the drug because there is a higher value on human life than money. Equally, it could be argued that Heinz had no right to steal the drug as his wife's life was no more precious than anyone else in the same position.

Evaluation - (Ethics Training)

- It is important that evaluation takes place after the training session in order to measure its effectiveness.

5. Choose, Implement, and Evaluate The Best Alternative - (5 step model of decision making)

- It is time to make a decision on the basis of the information you have gathered. - You might use a critical-thinking strategy to resolve the problem. - This may involve designing a program or a system that would help eliminate the problem.

Anchoring and Adjustment Heuristic

- Lead us to base decisions on the first piece of information, and then adjust it, leading to anchoring bias - which is the tendency to over-rely on initial information while overlooking other important criteria. - For example - a shopper might "anchor" on the discount of 25% on a pair of jeans worth $150, rather than considering that even with the discount, the jeans are still more money than the shopper intended to spend.

Trainee Characteristics - (Ethics Training)

- May involve documenting their moral profiles, their levels of integrity, their capabilities to be honest with themselves and others, and if there is any evidence of a predisposition toward unethical behavior.

Mission Statement

- Mission statements communicate the company's purpose as reflected by its members. - It is essential that mission statements are continually reinforced to ensure every employee adheres to the message.

2. Identify and Weigh Decision Criteria - (5 step model of decision making)

- Now that the problem has been defined, you will need to identify and weigh the criteria in the decision. - Basically means after you define the problem, the next step is to figure out the best solution.

3. Generate Multiple Alternatives - (5 step model of decision making)

- Now you may think of alternate solutions to the problems. - Perhaps you might discover new information about the problem and you might be able to implement solutions to combat smaller issues that lead to the bigger problem.

social facilitation

- Occurs when individuals perform tasks better in the presence of others. - For example, you may play soccer better when people are watching.

Legal Responsibility (CSR)

- Organizations must make every effort to comply with legal requirements. -Types of legal responsibility include labor law, tax regulations, environmental law, and criminal law.

Intrinsic task motivation - (3 component model of creativity)

- People who have an innate interest in a chosen task tend to be more motivated to produce creative ideas. - If we find a task interesting and stimulating, then we will be more inclined to engage with it. - In contrast, a task that we perceive to be tedious and boring will make you less creative. - You might feel intimidated or overly cautious if your manager is looking over your shoulder while you answer emails. This level of control may indeed stifle your creativity and your willingness to take risks, while people who are given the freedom to explore creative options may feel less inhibited and more inclined to share their ideas. Similarly, extrinsic rewards such as bonuses or other monetary rewards may stunt employee creativity, because many people have a tendency to focus solely on the steps it takes to obtain the reward rather than thinking of creative ways to reach their work goal.

Heuristic - (one way to make a decision)

- Shortcuts or "rules of thumb" that allow us to make judgments and decisions quickly and efficiently. - There are 3 types of heuristics : 1. Availability Heuristic 2. Anchoring and Adjustment Heuristic 3. Representativeness Heuristic

Slow Down Creative Process

- Some people don't like brainstorming. They would rather get the brainstorming process over and done with because of their high "need for closure." - Example - The 6-3-5 method - helps slow down the creative process. The creative process needs a lot of time and this method helps with taking the time to think of good solutions and ideas.

Start Drawing

- Studies show that a combination of drawing and writing is highly beneficial to idea generation and coming up with creative solutions to problems. - Drawing is useful because it helps describe ideas that are difficult to explain in words, and also appeals to part of the brain dedicated to visual processing. - It is also helpful to include words in sketches or diagrams to aid interpretation. - Google employees use pictures during their brainstorming sessions, believing that "pictures are usually louder than words and harder to misinterpret."

1. Forming (Tuckman's 5 stages of becoming a team)

- Team members meet for the first time, get to know each other, and try to understand where they fit in to the team structure.

psychological safety

- Team members that feel safe to take risks and be vulnerable in front of each other. - When people feel psychologically safe in a working environment, they will feel more inclined toward open communication, voicing their concerns and actively seeking feedback. Advantages : - Open communication - Knowledge sharing - Greater reporting errors - Improved learning behaviors - High ability to learn from failure - Increases creativity

Team Resources

- Team resources are important for effective teams because they equip the team members with the tools to successfully perform their roles. Example - Resources consist of - The equipment - Materials - Training - Information - Staffing - Budgets the organization supplies to support the team's goals. - Zero resources = zero outcomes

Domain-relevant skills and expertise - (3 component model of creativity)

- Technical, procedural, and intellectual knowledge. - An increase in knowledge leads to higher levels of creativity. - For example - say you work in the graphics section of your firm and your boss asks you to come up with a new product logo. If you are a brand expert, you will draw on your knowledge and experience of certain brands to come up with creative responses that accurately represent the product. Even without any brand knowledge, you can still produce creative responses because such knowledge can be learned, but it usually takes longer to generate creative suggestions because it takes more time to acquire the relevant knowledge.

Team

- Textbook Definition : A group of people brought together to use their individual skills on a common project or goal. - Fadil's Definition : a group that is engineered to fix the problem to the best of their ability.

Economic Responsibility (CSR)

- The services and products must be sold at a reasonable price, and the business run as efficiently as possible. - The company must first fulfill its economic responsibilities to employees before it can contribute to the greater social good.

Synergy

- Textbook Definition : The interaction that makes the total amount of work produced by a team is more than the amount of work produced by individual members working independently. Fadil's Definition : Synergy - the whole is greater than some of the parts. - Teams perform better when they have good synergy. - Positive synergy is achieved by good leadership as well as ensuring the right people are hired for the right roles. - Teams with good synergy are more committed to goals, apply more diverse skills and abilities to tasks, and show greater willingness to share information and knowledge. - Typically, teams that share common interests and values have a better chance of creating and maintaining positive synergy.

1. Idea Generation - (1st step for innovation)

- The 1st step in the innovation process is the creation of the idea itself. - Usually an idea is born out of the recognition of a need for a solution and generated from existing information, experience, and knowledge.

2. Problem-solving (2nd step for innovation)

- The 2nd step of the innovation process is to identify any advantages and disadvantages associated with the innovation, explore costs and value, and set goals and priorities.

3 component model of creativity

- The 3 components of Amabile's model are : 1. Domain-relevant skills and expertise 2. Creativity-relevant processes 3. Intrinsic task motivation These 3 factors are necessary for an individual to be creative.

3. Implementation and diffusion - (3rd step for innovation)

- The 3rd step of the innovation process is producing and distributing the new product or idea. - Without implementation, there is little chance of an idea becoming a reality. Example - Apple implements its products through an efficient design process and distributes them through carefully staged events and conferences intended to create a buzz before the product is even officially launched.

What are the 6 pillars of character? (CHARACTER COUNTS! Program)

- The 6 Pillars of Character offer common ethical values. 1. Trustworthiness 2. Respect 3. Responsibility 4. Fairness 5. Caring 6. Citizenship

practiced creativity

- The ability to spot opportunities to apply these skills in the workplace. - Example - A CEO inspires practiced creativity by encouraging his staff to write their own business dreams on a wall. This creative method empowers employees to accomplish goals and boosts employee engagement.

Innovation

- The creation and development of a new product or service.

Sunk Cost Bias

- The decision to continue an unwise investment based on past investments of time, effort, and/or money. For example - you might be reluctant to sell your car for a reasonable price because you spent so much to fix it (your sunk cost) and you think it's worth more than it is.

Decentralization

- The distribution of power across all levels of the organization. - Employees have become more empowered through decentralization.

Delphi Technique

- The experts provide their answers. - The Delphi technique is a method of decision making in which information is gathered from a group of respondents within their area of expertise.

Process Losses

- The factors that negatively impact the team's effectiveness. - Team members who are afraid to disagree with other team members will negatively impact the decision making and problem solving process. Process losses include : - Personality clashes. - Unproductive conflict. - The inability to focus on certain tasks. - It also includes social loafing.

1. Define the Problem - (5 step model of decision making)

- The first step in the decision-making process is to 'define the problem'. - You need to fully understand the nature of the problem and be able to describe it in clear, concise terms in order to arrive at a solution. - See how bad the problem is and what are the causes that cause this problem.

Creativity

- The generation of meaningful ideas by individuals or teams. Creativity involves : - Domain relevant skills and expertise - Creativity related processes

lack of participation error

- The inclination to exclude certain people from the decision-making process. For example - in hierarchical companies, most of the lower-level employees are not invited to partake in decision making even though their feedback may prove very useful.

Common-information bias

- The inclination to overemphasize information held by the majority of group members while failing to consider other perspectives held by the minority. - For example - in a voting situation, people often go along with the common or majority view rather than take the time to learn about and discuss other views.

Nominal Group Technique (NGT)

- The nominal group technique is a structured way for team members to generate ideas and identify solutions. - Each member is asked the same question in relation to a work issue and requested to write down as many solutions as possible. Answers are read aloud and recorded for discussion. Then the ideas are put to the vote. - No criticism or judgment of any ideas is allowed. - The nominal group technique is particularly useful in bigger groups where often only the loudest voices are heard. - Using this technique allows each group member to put forward their ideas and solutions, thereby taking everyone's opinions into account.

3. Norming (Tuckman's 5 stages of becoming a team)

- The process by which team members resolve the conflict and begin to work well together and become more cohesive. - Team starts to socialize more - Members feel more comfortable asking for help and providing feedback. - It is very common for the team to revert to the storming stage and have conflicts again when new tasks are assigned.

Brainstorming

- The process of generating creative, spontaneous ideas from all members of a group without any criticism or judgment.

Punctuated Equilibrium Model

- The punctuated equilibrium model developed by Connie Gersick. - Suggests that teams do not develop in this sequence. - Punctuated equilibrium is a method of understanding organizational change by illustrating where change is relatively stable and where it becomes more volatile. - Teams first come together they tend to perform at a low level in the forming, storming, and norming stages. - There's high performance in the performing stage, then finally adjourning.

Process Gains

- The specific factors contributing to the team's effectiveness. Process gains include : - A sense of shared purpose, plans, and goals. - The confidence team members have in their own abilities to achieve objectives. - A shared vision of the way the work should be carried out. - Constructive task-focused conflict, which can help teams with their problem solving and decision making. - Teams that achieve positive synergy will produce a number of process gains . - In many cases, the level of process gains leads a team to exceed its performance.

5. Adjourning (Tuckman's 5 stages of becoming a team)

- The stage when individuals either leave the team or have no reason to be in further contact with their teammates. - Going back to your regular job. - Successful completion of the project.

4. Performing (Tuckman's 5 stages of becoming a team)

- The team becomes invested in achieving its goals and operates as a unit. At this stage, there is high loyalty and trust between members. - It is still possible for high performing teams to lapse back into the storming stage, particularly if there is a change in leadership which challenges the team dynamics.

randomness error

- The tendency for people to believe they can predict the outcome of chance events based on false information or superstition. For example - people believe it is possible to have a run of luck at the poker table, when in fact the probability of winning is the same every game.

Confirmation Bias

- The tendency to seek out information that fuels or confirms our preexisting views and to discount information that conflicts with them. - Example - "ohh he didn't mean to say that, he was just joking. " - looking for things to confirm our preexisting ideas. - You're presented everything and you choose to focus on one thing.

Intuition - (one way to make a decision)

- The unconscious process of making decisions based on imagination and possibilities. - Relying on "a feeling" may not seem a totally reliable decision process. - Some research suggests, however, that intuitive decisions often represent information we are already holding at an unconscious level, and thus it may lead to effective decisions.

ease of recall bias

- Things that are easier for you to remember to impact your decision. Textbook Definition : The propensity to over-rely on information recollected from memory when making a decision. For example - an investor might provide inaccurate information about a stock by plucking figures from his memory instead of taking the time to locate the exact information.

What is the foursquare protocol proposed by Stephan Goldman?

- This concept is about having a better chance of making the right ethical decision. Protocol 1 - Gathering all the facts. Protocol 2 - Reflect on past experiences. Protocol 3 - Identify the differences between the present and the past. Protocol 4 - Analyzing the situation.

Pre-conventional - (1st stage of Kolhberg's moral development)

- This stage applies to very young children whose morality tends to be based on obedience, self-protection, and self-interest. Example - Soldiers in the military. You do as I say, don't question it. Someone who follows orders. - For Example - A man called Heinz had a wife who was dying of cancer. Heinz found a local chemist who claimed he had a cure. But the chemist had priced the drug too far out of Heinz's reach. In desperation, Heinz borrowed enough money to pay half the price, promising the chemist he would pay the rest at a later date. The chemist refused. That night, Heinz broke into the chemist's and stole the drug. Pre-Conventional - Heinz should never steal because stealing is wrong and against the rules.

Attraction-Selection-Attrition Model (ASA Model)

- This theory explains why team members who are perceived as sharing similarities are selected as a good "fit," while those who do not fit in tend to leave the team. - Example - Employers tend to hire employees that would fit in and are similar to the other employees. And if the new hired person is too different, they tend to leave cause they feel like they don't fit in.

Representativeness Heuristic

- We base a decision on our existing mental prototype and similar representative stereotypes. - In other words, we use our existing expectations or experiences to predict an outcome. - For example - two candidates turn up for an interview; one is well groomed, neatly dressed in a shirt and trousers, and the other has untidy hair and dresses in jeans and an old T-shirt. Based on past experience, you might assume the better-groomed candidate to be the more serious and committed person.

4. Discretionary Responsibility (CSR)

- When an organization achieves its economic, legal, and ethical responsibilities, it can begin to focus on its discretionary or philanthropic responsibilities. - Examples are charitable donations, running initiatives that benefit the community, providing aid to people affected by natural disasters, or engaging in projects that have a positive impact on the environment.

Organizational cultural lag

- When organizations don't keep up with the emerging innovations and miss opportunities to capitalize on it. - For example - The Web made it possible to deliver news online. Some newspapers capitalized on this opportunity and by presenting the electronic news, while maintaining their traditional paper editions. As a result, those newspapers remained successful. In contrast, the newspapers with managers who perceived the delivery of news online as a threat rather than an opportunity, lost readers. - To avoid cultural lag, organizations need to continuously focus on their existing products and processes at the same time they are investigating new innovations.

ash study of conformity

- You don't say anything cause its easier. - Participating is riskier if you speak out. - Going with the flow. - 12% is saying C is longest when it's actually the longest line. The rest said A was the longest when it wasn't, just causing everyone said it was.

Projection Bias

- thinking that everybody acts and thinks like you. Textbook Definition : The inclination to believe that other people think, feel, and act the same way we do (we project our thoughts and attitudes onto them). - For example - you might assume that all of your coworkers agree with your opinion of the company CEO, even though you've never asked them their opinion.

Group

- usually consists of three or more people who work independently to attain organizational goals.

escalation of commitment bias

- we make a decision that we think is a good one in the beginning, and stick to it no matter what. - The increased commitment we may make to a decision despite receiving negative information about the consequences. Example - Bluffing in Poker. You're bluffing and you keep going cause you already made that commitment.

5 step model of decision making

1. Define the Problem 2. Identify and Weigh Decision Criteria 3. Generate Alternatives 4. Rate Alternatives 5. Choose, Implement, and Evaluate the Decision

List Tuckman's 5 stages of becoming a team

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

What are Lynn Paine's 4 lenses of moral compass?

1. Is this action worthwhile? 2. Does this action comply with company principles? 3. What impact does this action have on others? 4. Had this action been approved by the right authority?

What are 2 good reasons to study and follow ethics?

1. It's the right thing to do. 2. It's the smart thing to do.

What are the 3 things you need in order to build an effective team?

1. Nurture Relationships - It's not always easy to get along with everybody on the team, but investing in relationships builds trust and loyalty. 2. Honest feedback - Some leaders tend to shy away from giving "bad news" or negative feedback. Learning how to give honest feedback is a skill, but one that must be adopted to cultivate a culture of openness. 3. Identify Common Goals - Effective leaders -identify and prioritize common goals to solidify the team—the message being that the team will only succeed if everyone works together."

Kolhberg's 3 stages of moral development

1. Pre-conventional 2. Conventional 3. Post-conventional

What are the 2 types of decision making?

1. Programmed Decisions (rountined) - The decisions you make everyday. 2. Nonprogramed Decisions (nonroutined) - The decisions that are not routine.

Programmed Decisions

1. Programmed Decisions (rountined) - The decisions you make everyday. Textbook Definition : Automatic responses to routine and recurring situations. Example - For Amazon, they use programmed decision making in its customer service guidelines which state that customers who report a lost package must always be compensated with an immediate replacement. There is a programmed decision in place if that issue arises.

What are the 3 main contextual influences?

1. Team Resources 2. Task Characteristics 3. Organizational Systems and Structures

What are the 4 components of successful ethical training programs?

1. Trainee Characteristics 2. Needs Assessment 3. Training Transfer 4. Evaluation

What are the 3 classical ethical decision-making approaches?

1. Utilitarian Approach 2. Rights Approach 3. Justice Approach

Non-Programed Decisions

2. Nonprogramed Decisions (nonroutined) - The decisions that are not routine. Textbook Definition : New or nonroutine problems for which there are no proven answers or one right solution. Example - For a company, a non programmed decision would be trying to find a solution to a cyber attack on their company. They have to make a decision to decide on the right course of action. They aren't going to find the solution in the company policy guidelines or handbook. It's a complete new and random situation which calls for non-programmed decisions.

A team is characterized by 4 qualities :

A Team is characterized by 4 Qualities : 1. Size 2. Skills and abilities 3. Personalities 4. Diversity of its members (ASA Model).

Corporate Social Responsibility (CSR)

A business's concern for the welfare of society. There are 4 levels of CSR : 1. Economic 2. Legal 3. Ethical 4. Discretionary - 2/3 of consumers would pay more for sustainable products.

Leaders and responsibility relationship

CEOs being held to higher levels of accountability. - CEO who do unethical things are called out now.

What is the most important thing in a team?

Communication. - Communication leads to a better team. - Communication should be recognized very early on.

What are Connie Gersick' views about Tuckman's 5 stages of becoming a team?

Connie Gersick said... - Tuckman's 5 looks really good on paper but not all teams are that way. We don't follow a sequence. - There are teams that adjourn but they come back together. - In the real world that sequence can change up depending on the situation.

Followers and cynicism

Easy for followers to become cynical. - Level of trust becomes lower if cynicism is present.

Followers and obligation

Follower should have a strong alliance to organization, leaders, and so on.

Followers and Obedience

Followers should carry out demands to further organizational mission

Followers and bad news

Followers should have a forum for bad news

Garbage Can Model

I might get a crappy solution that kind of solves the problem. - The first one is a satisfying one. - I just chose the first solution so I can move on to solve in the problem.

Organizational Structure Innovation

Innovating the organizational structure. Textbook Definition : Organizational structure innovation is the introduction or modification of work assignments, authority relationships, and communication and reward systems. - Example - Tony Hsieh, founder and CEO of online shoe retailer Zappos, famously restructured the organization by making it a holacracy—a self-management system whereby employees do not have managers and are more involved in decision making.

Process Innovation

Innovating the process. Textbook Definition : The introduction of new or improved operational and work methods. - Example - Nike is focusing on 3D printing as a way of revolutionizing its manufacturing process for mass scale production. It also hopes to make 3D printing technology available in retail stores for customers who want customized footwear.

Product Innovation

Innovating the product itself. Textbook Definition : Product innovation is the development of new or improved goods or services that are sold to meet customer needs. - Example - The Amazon Kindle would be an example of a new product innovation. - Another example - Enhancing the digital camera resolution on the iPhone 7 would be an example of an improved product innovation.

Interdependence has 3 levels :

Interdependence has 3 levels : 1. Pooled Interdependence 2. Sequential Interdependence 3. Reciprocal Interdependence

Leaders and information management relationship

Leaders have more access to info than followers

Leaders and Loyalty Relationship

Leaders should act in best interests of their followers. - Not realistic.

Leaders and consistency relationship

Leaders should treat everyone with respect and avoid favoritism.

Ethics

Moral principles that guide our behavior

Leader and Power relationship

Some leaders misuse power to gain influence over followers.

What are the 3 steps for innovation?

Steps in the innovation process : 1. Idea Generation 2. Problem-solving 3. Implementation and diffusion

Dependability

Team members get things done on time and meet the bar for excellence.

Structure and Clarity

Team members have clear roles, plans, and goals.

Impact

Team members think their work maters and creates change. - Their work has an impact and makes a change.

Bounded Rationality - (one way to make a decision)

Textbook Definition : - The idea that we are restricted by a variety of constraints when making decisions. - Realistic - Having a limit on how much information you can take in. - Opposite of 'Complete Rationality' - Example - When buying a new car, we are more likely to use bounded rationality. First, we identify a few main benchmarks, like mileage, options, and price, and then we choose the models that meet our standards.

social loafing

Textbook Definition : - also known as "free riding," which is the reduced effort people exert in a team compared to the amount they supply when working independently. - One person slacks so the others have to pick up the slack. - People are more likely to engage in social loafing when they work in large teams where they can slip below the radar. - 3 people is the best size of a group to decrease the chances of social loafing.

Norms

Textbook Definition : The informal rules of a team's behavior that govern the team. - We understand what to do by the norms. Example of Norms : Treat each other with respect Be genuine Listen

What is decision making?

The action or process of identifying a strategy to resolve problems.

Are teams effective?

The effectiveness of teams depends on management or how well they are managed and treated within the organization.

Traditional Entrepreneurs VS. Social Entrepreneurs

Traditional Entrepreneurs - Beginning goal is to make profit. Social Entrepreneurs - Beginning goal is to tackle social and environmental problems to bring social change. BOTH - Both are found organizations, identify new opportunities, and create innovative products and services.

True or False? Creativity and innovation can aid decision making by giving people a greater understanding of the company needs and its customers. You need both to stay competitive.

True

True or False? A creative mind-set can lead to innovative thinking, better performance, increased job satisfaction, and a positive impact.

True

True or False? Organizational structure also influences ethical behavior.

True

True or False? Team norms can be more important than team smarts. (Team smarts meaning that it's a team full of smart people.)

True. - Researchers found that dysfunctional teams failed more often because of wrong norms in spite of how many 'smart people' were on it; whereas teams with healthy norms tended to succeed on every assignment.

True or False? Decision making and problem solving are not the same thing.

True. They are not the same. - Problem solving is a method that requires analytical thinking and intuition to find a solution, whereas decision making is a process that takes place during problem solving and involves judgment to decide on the right course of action.

True or False? Too much cohesion can have a negative impact.

True. Too much cohesion can be bad. - For example, an overly cohesive team may be prone to inflexibility or resistance to change. - It may also limit team members' ability to express their own personal thoughts and feelings for fear of upsetting the group dynamic. - Too much cohesion can also lead to lack of accountability and decision making.

sequential interdependence

When things happen in a certain order or in a sequence. - Textbook Definition : When one team member completes a piece of work and passes it on to the next member for his or her input, as on an assembly line. - Example - Assembly line for cars.

Meaning

Work is personally important to team members. - The work has meaning to the team members.

Teams give us

boundaries on how to operate

Group Think

conforming to the decision and not expanding any cognitive on your own. - More concerned with preserving harmony in the group than with risking opinions that may cause conflict or offense. - Playing devils advocate helps counteract group think.

The key to being an ethical person or organization is to

consistently choose to do the right thing.

One important way to prevent unethical behavior from occurring in organizations is to

ensure all employees receive ethics training.

Team norms are the

ground rules that impact the functioning of the team. - Examples of Team Norms : - Communicate - Expected work hours - Email each other at certain times

Interdependence

team members relying on each other to complete their work tasks.

Creative Potential

the skills and capacity to generate ideas