Org Test #4

Resilience to change

-take the change and except it and bounce back from it -represents a composite characteristic reflecting high self-esteem, optimism, and an internal locus of control -positively associated with recipients' willingness to accommodate or accept a specific organizational change

Change agent characteristics

1-Decisions that disrupt cultural traditions or group relationships -Personality conflicts do people like you and think you are confident on the job. More likely to follow you -Lack of tact or poor timing is there notice about the change -Leadership style leadership style, are you soliciting feedback -Failing to legitimize change ex. just saying you can't have laptops in the class from now on and not give a reason why

Steps to leading change in org.

3. why are we doing a change 4. Communicate why change is needed 6. Creating short term goals and get people evolved 7. communicate about progress 8. refreeze, update procedures and polls, making sure what evert you change stays.

Mediation

Neutral third party guides parties to make a mutually acceptable solution

Limitations

No universal traits found that predict leadership in all situations. Traits predict behavior better in "weak" than "strong situations". Better predictor of the appearance or emergence of leadership than distinguishing effective and ineffective leaders.

Intergroup Conflict

Conflict among work groups, teams, and departments

Five Conflict-Handling Styles

Dominating: Low concern for other/high concern for self: I win, you lose Obliging: Low concern for self, high concern for others: I lose, you win Integrating: I win, you win Avoiding: I lose, you lose

Informal Organizational Communication

Follows the pattern of personal relationships among organization members. Grapevine: Informal organizational communication network -Managers must deal with grapevines-often cause rumors that are detrimental to success

Negotiation

Give and take decision-making process involving interdependent parties with different preferences Distributive: Win-lose (when there is only one right answer. Resources are fixed and limited. Maximizing one's own share of resources is the goal for both parties) Integrative: win-win. Address needs and interests (not positions), exchange information and ideas,

Grapevine patterns

Gossip-one tells alls Single strand-each tells one another Probability-each randomly tells others Cluster-some tell selected others

Forces to Change

External forces of change originate outside the org. Internal forces inside the company you are deciding to change something

Macrobarriers to communication

Factors that hinder successful communication in a general communication situation. -having so much info can overload employees..like the internet -not speaking the same language

Microbarriers to communication

Factors that hinder successful communication in a specific communication situation -what's my opinion of you/your opinion of me, might pick different words/tone of voice when talking to you.

Bad traits leaders possess

Incompetent, rigid, intemperate, callous, corrupt, insular, evil

Authentic Leadership

Leadership that entails leaders who are deeply aware of their own and others' moral perspectives and who are confident, hopeful, optimistic, resilient, and of high moral character. Have moral courage=strength to take actions that are consistent with moral beliefs despite pressures to do otherwise

Nonverbal communication

Messages sent outside of written or spoken word

Deception and Negotiation

Misrepresent your position to another party -lie about preferred settlement or resistant point Bluffing: say you will do something you don't intend to do Falsification: factually erroneous information, fraud Deception: collection of true and/or untrue arguments that lead others to the wrong conclusion Selective: not accurately tell what has transpired; omission

Fiedler's Contingency Model

Most favorable is category 1

Impression management

a process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas. How someone talks, behaves, and looks

Stress

an adaptive response, mediated by individual characteristics and/or psychological processes, that is a consequence of any external action, situation, or event that places special physical and/or psychological demands upon a person-physical or phycological response to something or someone around you

Listening styles

appreciative: listening for pleasure, entertainment, or inspiration empathetic: interprets messages by focusing on emotions and body language comprehensive: organizes specific thoughts and actions and integrates this information by focusing on relationships among ideas discerning: attempt to understand the main message and determine important points evaluative: listen analytically and continually formulate arguments and challenges to what is being said

Devil's Advocacy

assigning someone the role of critic. Individuals/subgroup argues against the recommended actions and assumptions put forth by other members of the group. Also overcomes tendency of group to avoid conflict when evaluating alternatives.

Fiedler's Contingency Theory

based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand

Arbitration

Parties agree to accept the decision of the neutral arbitrator

Leadership

Process between leaders and followers Involves social influence Occurs at multiple levels in an organization Focuses on goal accomplishment

Semantics

Study of words

A system model of change

System change the change will affect more than just the department implementing the change." ripe effect" Middle square shows that everything is connected ex. change the type of ppl. hiring then you have to change everything else.

Behavioral Styles Theory

The Ohio State Studies identified two independent dimensions of leader behavior. -Consideration: creating mutual respect and trust with followers. -Initiating structure: organizing and defining what group members should be doing. Low structure, high- no guidance but talks to people how they feel about doing the task-high, high, giving lots of guidance and structure and also checking into see how you are doing

Communication

The exchange of information between a sender and a receiver. and the inference (perception) of meaning between the individuals involved

Full Range Model of Leadership

Transaction Leadership: focuses on clarifying employees' role and task requirements. Providing followers with positive and negative rewards contingent on performance. Transformational Leaders: engender trust, develop leadership in others, exhibit self-sacrifice and serve as moral agents. Focusing on objectives that transcend the immediate needs of the work group.

Confict

One party perceives its interests are being opposed by another party

Leader Behaviors

directive: provide guidance about what should be done and how to do it supportive: showing concern for the well being and needs of employees, being friendly and approachable. Works best if the task is stressful, boring, tedious or dangerous. participative: Consulting with employees and seriously considering their opinions and suggestions achievement oriented: Encouraging employees to perform at their highest level by setting challenging goals, emphasizing excellence, and demonstrating confidence in employee abilities

Strain

symptoms from stress

Occupational stress

individually based, what stresses one person out may not be the same coping how to deal with stress to get read of it ex. walking outside

Core traits leaders Possess

intelligence, dominance, self-confidence, level of energy and activity, task-relevant knowledge (popular a while back...) these traits do not accurately predict what individuals will become leaders. Yes, good leaders often have these good traits but that these 5 traits alone do not predict good leaders.

Organizational Politics

intentional acts of influence to enhance or protect the self-interest of individuals or groups. Uncertainty triggers political behavior. Caused by: unclear objectives, vague performance measures...etc.

Media Richness

involves the capacity of a given communication medium to convey information and promote understanding. Based on feedback, channel, type of communication, and language source

Mutuality of interest

involves win-win situations in which one's self-interest is served by cooperating actively and creatively with potential adversaries.

Situational Characteristics

leader-member relations: extent to which followers like, trust, and are loyal to their leader task structure: extent to which the work to be performed is clear-cut so that subordinates know what needs to be done and how to do it position power: how much reward and coercive power does the leadership have?

Dialectic method

managers foster a structured debate of opposing viewpoints prior to making a decision. -more structured debate `

Job focused

manipulating information about one's performance

Communication proces in action

noise- anything that will interfere with the ability for the receiver to understand.

Leader trait

physical or personality characteristic that can be used to differentiate leaders from followers. Leaders are born, not made. Certain leaders possess certain traits or abilities that make them successful leaders.

Supervisor focused

praising and doing favors for one's supervisor

Self-focused

presenting oneself as a polite and nice person

Semantic barriers

problems with language in communication fueled by the growing trend to outsource customer service operations to foreign countries like India

People that communicate well are more likely to get _____________

promoted

Situational Theories

propose that the effectiveness of a particular style of leader behavior depends on the situation

Empowerment

recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation. When the manager or leader tries to pass on their power to their team

Leader Style

relationship oriented: quality of interpersonal relationships or task oriented: high performance

Five Bases of Power

reward, coercive, legitimate, expert, referent. Referent and expert power is highly related to job performance, job satisfaction, and low turnover.

Functional Conflict

serves organization's interests Typically issue-focused Stimulates creativity Prevents complacency Improves group decision making

Jargon

special words or expressions that are used by a particular profession or group and are difficult for others to understand.

Eustress

stress that is good or produces a positive outcome (good stress)-want middle level of stress-need some stress or will get bored of the job-don't want to live in distress either

Dysfunctional Conflict

threatens organization's interests Typically person-focused Breeds hostility and aggression Disrupting communication

Desired Conflict Outcomes

Agreement- strive for equitable and fair agreements that last Stronger relationships- build bridges of goodwill and trust for the future Learning- greater self-awareness and creative problem solving

Resistance to change

An emotional or behavioral response to real or imagined threats to an established work routine 1. An individual's predisposition toward change 2. Surprise and fear of the unknown 3. Fear of failure 4. Loss of status and/or job security 5. Peer pressure 6. Past success ex. doing a change survey every year but the employees know that nothing will come from it, people dont want to take it

Common Influence Tactics

Commitment (identify with and highly motivated to implement request...soft skills), Compliance (motivated by a reward), Resistance (people oppose the behavior desired by the influencers)

Hersey and Blanchard's situational theory

Effective leader behavior depends on the readiness level of followers

Participative management

How much employees play a direct role in: -setting goals -making decisions -solving problems -making changes in the organization. Helps employees fulfill three basic needs: 1. Autonomy, 2. meaningfulness of work, 3. interpersonal

Coaching

Instructing followers on how to meet the specific organizational challenges they face. Successful coaches listens closely, gives emotional support, shows by example what constitutes appropriate behavior

Personal Initiative: The Other Side of Delegation

Is characterized by the following aspects: it (1) is consistent with the organization's mission, (2) has a long-term focus, (3) is goal-directed and action-oriented, (4) is persistent in the face of barriers and setbacks, and (5) is self-starting and proactive

Employee wellness program

Personal or-organizational effort to promote health and well-being through providing access to services -ex. give away paid time off to other sex. gym memberships- if done well: Properly executed wellness programs can save companies over $130 per wellness program member as well as a 30% reduction in hospital admissions

Types of conflict

Personality conflict: interpersonal opposition is driven by personal dislike, disagreement, or different styles Workplace incivility: rudeness or lack of regard for another person or discrimination and harassment

Path goal theory

a theory that concerns how leaders influence subordinates' perceptions of their work goals and the paths they follow toward attainment of those goals

Alternative Dispute Resolution

avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration

Stressors in a workplace in 2 categories

challenger stresses good stressed, challenges us to get work done ex. deadlines see positive correlation to motivation and performance Hindrance stressors -inhibit progress toward objectives; examples are role ambiguity or conflict, hassles, red tape, and highly political environments negative related to motivation ex. having to play politics and convince others to do something you need done

Programmed conflict

conflict that encourages different opinions regardless of the personal feelings of the managers -helps the org. manager inserts conflict on purpose

Servant Leadership

focuses on increased service to others rather than to oneself. less likely to engage in self-serving behaviors that hurt others -Maintain that human resources are the most valuable resources in the organization

Conflict Triangle

occurs when two people are having a problem and, instead of addressing the problem directly with each other, one of them gets a third person involved

Social Power

the ability to marshal the human, informational, and material resources to get something done Socialized Power: Plans, self-doubts, mixed outcomes and concerns for others. Used to create motivation, helping others, power "with" Personalized Power: self-interest, want to have power over people as it will make me look like I achieve more

Management

the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources

Contact hypothesis

the more the members of different groups interact, the less intergroup conflict they will experience. Too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking.

Active listening

the process of actively decoding and interpreting verbal messages. Requires cognitive attention and information processing.

Delegation

the process of granting decision making-authority to lower-level employees. Amount to power distribution. Barriers -belief in the fallacy, "if you want it done right, do it yourself", lack of confidence and trust in lower-level employees, low self-confidence, fear of being called lazy...etc.

Lewin's Change Model

unfreeze proving and determining what needs to be changed Change actually implementing the change refreeze develop ways to make the change sustainable