Organizational Behavior Final
Kotter's 8 steps
1. Create urgency 2. Form a Guiding Coalition 3. Create a Vision for the Change 4. Communicate the Vision 5. Remove obstacles 6. Create short-term wins 7. Build on the change 8. Anchoring the change
Kurt Lewin's Change Model
1. Unfreezing 2. Changing 3. Refreezing
Coalition factors (HT)
2 against 1, 2nd
McClelland's Theory
3 main needs, with one that is dominant in every person. 1. Need for achievement (desire to accomplish something difficult) 2. Need for affiliation (desire to spend time in social relationships) 3. Need for power (desire to influence others to achieve
Leader-Member relations, task structure, position power
3 variables of Contingency Approach
1. Recognition-- is it really a dilemma? 2. Battle-- which core values are in conflict? 3. Choice-- which value am I willing to sacrifice? 4. Action-- courage is needed; there is always a price
4 steps of ethical decision making
Attainable
A
team
A ________ is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
collaboration
A common sign of resistance is a lack of
outcomes are win-lose or compromise.
A key characteristic of position-based negotiation (bargaining) is
change agent
A(n) ________ is someone who is a catalyst in helping organizations to deal with old problems in new ways.
achievement, affiliation, power
According to McClelland the three main needs are
Stereotypes
Assign specific attributes to an individual based on a diversity grouping
Alderfer's ERG Theory
Based on Maslow, but instead of 5 steps 3, can work on more than one at a time at any time (Frustration-regression): -Existence needs -Relatedness needs -Growth needs
Situational Leadership (Contingency Approach)
Best leadership style depends on situation, which depends on three variables
Equal Employment Opportunity
Discourages Discrimination the condition in which all individuals have an equal chance for employment, regardless of their race, color, religion, sex, age, disability, or national origin; not political
information
Effective feedback is
Content Theory
Employees are motivated by fulfillment of needs (Maslow, Alderfer, McClelland, Herzberg)
Affirmative Action
Encourages Inclusion A policy designed to redress past discrimination against women and minority groups through measures to improve their economic and educational opportunities
Legitimating Tactics (HT)
Exert own authority, call upon authority of superiors, use organizational policies and rules, 4th
Vroom's Expectancy Theory
Expectancy x Instrumentality x Valence Expectancy: Effort leads to performance Instrumentality: Performance leads to reward Valence: Reward is valued If any of these are not existent, the whole equation = 0
Noise
External, Internal, Language barrier, vocabulary usage, illegible handwriting, physical distance between sender and receiver
Myers-Briggs
Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling, Judging/Perceiving; personality test taken in class
Adjourning
Final stage of team development, all good things need to come to an end in a good way
Ingratiation (ST)
Friendly, helpful, good mood, 4th
Process Theory
Identifies a process of influence through specific steps (Adam's Equity, Vroom's Expectancy)
knowledge, power
In Kotter's step of creating the guiding coalition, managers create a team with appropriate ________ and enough _________ to lead change.
Pressure (HT)
Intimidation, threats, 3rd
Path-Goal Theory
Leader behavior is motivational to the extent that it: 1. Reduces roadblocks that interfere with goal accomplishment 2. Provides the guidance and support needed by employees 3. ties meaningful rewards to goal accomplishment
Measurable
M
Adam's Equity Theory
Making sure equity is in the company. Equity: Inputs (what employee brings) = Outputs (what employee gets out of job Negative inequity: Inputs > Outputs Positive inequity: Inputs < Outputs
Control, escape, or symptom management
Managing stress in a professional manner can involve
Soft Tactics
More influential, produce true commitment
Consensus
Most people want that decision, and the rest of the team can be convinced to go along with it
rational persuasion
Of the following, the most frequently used influence tactic is
differing interpretations of the mission
One of the causes of ethical dilemmas at work could be
The frustration-regression component
One way that Alderfer's ERG theory differs from Maslow's theory is
Result-Oriented, Relevant
R
Stress
Response to actions or situations that put special demand on a person
Smart
S
appeals to emotions and values
Soft tactics of influence
Maslow's Hierarchy of Needs
Starts from the bottom of a pyramid. Bottom: physiological, safety, love, esteem, self-actualization. Once the first need is fulfilled, than a human can move on to the next need
Time-bound
T
False
TF. Adams' Equity theory says if I have more experience and a higher skill level than my coworker, but we are paid the same, then I would experience positive inequity.
True
TF. Alderfer's theory says that employers may have to address several needs simultaneously to motivate an employee.
False
TF. All stress is associated with negative emotions or outcomes.
False
TF. Diversity refers to age, gender, and religion, but does not include personality.
False
TF. Equal Employment Opportunity and Affirmative Action attempt to have equal numbers of minorities and non-minorities in various positions throughout the company.
False, unfreezing
TF. In Lewin's model, refreezing creates the motivation to change.
True
TF. In the self-serving bias, employees attribute their success to controllable internal factors and their failures to uncontrollable external factors.
True
TF. Most people have the technical skills to succeed at higher-level jobs. However, as you rise through the hierarchy, your job generally will require a more developed set of soft skills, such as communication, emotional intelligence, ethics, and stress management.
Control Strategy
Take charge, do something to change the situation
Proxemics
The amount of space needed between two people in a given culture is called
education
The first method to get a resister to change should be
recipient characteristics, change agent characteristics, and the relationship between the change agent and the recipient.
The recommended way to look at resistance to change is to view it as caused by
Gardner's research on multiple intelligences says that
There are many ways to measure intelligence other than verbal and mathematical
Generalizations
Use categories to help understand a group of people
Unanimity
When every single person agrees, some teams require it for decisions
Competing
Which conflict management style would you use in an emergency situation if you were the expert on the scene?
Transformational Leadership
Which theory of leadership appeals to a follower's values, beliefs, and self-concept?
Efficient, effective
________ is always ____________
Maslow
________ states that motivation is a function of five basic needs that are met sequentially.
Social power
ability to get things done using human and material resources
Emotional Quotient (EQ)
ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thinking and actions. -self awareness -self management -social awareness -relationship management
proactive personality
action-oriented person who shows initiative and perseveres to change things; has internal locus of control: outcomes are result of one's own actions
Escape strategy
avoiding the stressor
5 conflict management styles
avoiding, accommodating, competing, compromising, collaborating
Self efficacy
belief in one's ability to do something
Referent power
charisma, personality
3 possible outcomes of influence
commitment, compliance, resistance
performance management
continuous cycle of improving job performance
Theory X
dislike work, need close supervision, can be motivated only with rewards and punishment, avoid responsibility
Competing used
emergency situations, values at stake, corporate culture, unpopular but necessary
Inspirational appeals (ST)
emotions, values, 2nd
refreeze
establish stability with new norms, don't refreeze so hard you can't unfreeze in next change
collaboration used
finding a 3rd way, both parties win, time is available to find best solution, need buy-in
Transactional Leadership
focuses on clarifying employees' roles and task requirements and providing rewards contingent on performance ($)
servant leadership
focuses on increased service to others rather than to oneself
Legitimate power
formal position of authority
5 Stages of Team Development
forming, storming, norming, performing, adjourning
Personal Appeals (ST)
friendship and loyalty, 5th
Expert power
has needed knowledge of skill
Line of Sight
knowledge of the organization's strategic goals and how an employee can contribute
Great Man Theory of Leadership
leaders are born, not made
Kolb's Model
learning styles; accommodator, diverged, converter, assimilator
Rational persuasion (soft tactic)
logic, reason, facts, 1st thing we want to do is educate people
collaboration
longer, timely process where everyone gets what they want; win-win
majority
more than half
Gardner's Multiple Intelligence
our abilities are best classified into eight independent intelligences, which include a broad range of skills beyond traditional school smarts: linguistic, logical-mathematical, musical, bodily-kinesthetic, spatial, interpersonal, intrapersonal, naturalist
Consultation (ST)
participation in planning, deciding, implementing, 3rd
change
process, not an event; create structures, supportive, good communication
Qualities of a good follower
productive, reliable, honest, cooperative, proactive, and flexible
Exchange (HT)
promises, trading favors, 1st
Reward power
promising or granting rewards
Herzberg's Two-Factor Theory
proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors. Can't achieve job satisfaction until all the hygiene is taken care of
Accommodating used
relationship more important than issue, give and take suits your purposes
Symptom management strategy
relaxation, meditation, vacation, exercise, medication, counseling
5 bases of power
reward, coercive, legitimate, expert, referent
Ethical dilemma
right vs right
Moral Temptation
right vs wrong
Theory Y
see work as natural activity, are self-controlled and self-directed, accept and seek responsibility
Efficient communication
sending an effective message to a targeted audience using the fewest possible resources
Empowerment
sharing varying degrees of power with lower-level employees to tap their full potential
Compromising
solved quickly, everyone gives up something and keeps something
Compromising used
some aspects of conflict more important than others, temporary solution, no other possibility of settlement
Unfreeze
start deconstructing why things done in the past won't work in the future
Hard tactics
tactics that give and taken something
Non-response
team had the chance to speak up, but no one responded, so that means the decision was made based off the silence
Hard skills
technical expertise and knowledge required to do a particular task or job function, such as financial analysis, accounting, or operations.
Imposter Syndrome
the feeling of people from the lower classes who succeed in life that they have fooled others into thinking that they are deserving of recognition, respect, and acceptance
Forming
the first stage of team development, in which team members meet each other, form initial impressions, make connections
Performing
the fourth stage of team development, in which performance improves because the team has matured into an effective, fully functioning team, solving task problems, all preparation leads to this stage
Storming
the second stage of development, characterized by conflict and disagreement, in which team members work to figure out roles on the team
Norming
the third stage of team development, in which team members begin to settle into their roles, team functioning becomes more stable, created through repetition
Coercive power
threats of punishment
Transformational Leadership
transforms employees to pursue organizational goals over self-interests, better than other
Avoiding used
trivial situations, dangerous situations, not my problem, bad timing
Organizational Behavior
understanding human behavior in order to manage people
minority
when it impacts the minority more than it would the majority
effective communication
when the receiver of the message understands the same message that the sender sent
Bargaining
win-lose, you want the other person to lose, because if they win they get more of your money, competitive, position-based
Negotiation
win-win situation, both sides are happy, interest-based
