Management Exam 2 study guide!!!!!!!

Difference between managers and leaders

- Managers strive to produce order and stability. They do functions associated with planning, investigating, organizing. In charge of implementing leaders visions - Leaders embrace and manage change. They influence others and play a key role in creating a vision and strategic plan for an organization

Noise

-Another factor that influences communication because it interferes with the message being transmitted

Causes of incivility

-Both individuals and their employers can be the root cause of mistreatment -it can start with the individual and then spread to the whole organization

Reward Power

-Compliance achieved based on the ability to distribute rewards that others view as valuable -Pay for performance and positive reinforcement practices rely on reward power

Breaking Routine

-People like habit -They will revert to their past behavior unless the new way is strongly supported or reinforced

Task-oriented leader behavior

-Primary purpose - ensure that people, equipment, and other resources are used in an efficient way Types: Initiating structure Transactional leadership

Dual Framework of action and research

-The action and research approach adopts an open systems view and recognizes that organizations have many interdependent parts so change agents have to anticipate both intended and unintended consequences -Action research is also highly participative because it requires knowledge and commitment of members within that system -Employees are co-researchers and participants -Action research is data-based, problem oriented, introduces the intervention and evaluates and diagnoses need for change

Why teams are special

-The interaction among members within a team revolve around a deeper dependence on one another than how it is in a group -The interactions within teams occur with a specific task-related purpose in mind -Every organization uses teams and research says that all major US companies are currently using teams

Effectively managing conflict

-There are two programmed conflict techniques: devil's advocate and dialectic method

Why team characteristics

-They provide a means of categorizing and examining teams -Can also help determine what the team can get done and achieve -Can help determine the strategies that can be used to help them achieve their goals

Action Research Approach

-This approach says that meaningful change is a combo of action orientation (changing attitudes and behavior) and research oriented because the ultimate goal is to change the workplace -Involves diagnosing current problems and applying interventions to resolve the problems

unfreezing-refreezing

-This is promoted by lewins model: -Unfreezing: the current situation and moving to a desired condition. Involves producing disequilibrium between the driving and restraining forces -Refreezing: the system so it remains in the desired state. Occurs when organizations systems and structures are aligned with the desired behaviors

Coalition-level politics

-an informal group bound together by the active pursuit of a single issue -May not be formal group membership and when their issue has been resolved the group disbands -They are fluid in membership, flexible in structure, and temporary in duration

Organizational Politics

-are intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization. -We will focus more on self interests and how those can vary from the organization

Personality conflict

-interpersonal opposition based on personal dislike or disagreement -Can escalate if not addressed -Conflict over work tasks can become personality conflict if not addressed

Value in diversity problem-solving approach

- a theory that supports team diversity because it provides a larger pool of knowledge and perspectives - Says that diversity is beneficial because it provides a larger pool of knowledge and perspective from which a team can draw as it carries out its work -Having more diversity can simulate the exchange of information and foster learning

pilot projects and diffusion of change

-Companies can introduce change through pilot projects: involves applying change to one work unit or section of the organization -This helps test the effectiveness of the change as well as the strategies to gain employee support for the change and is less risky than implementing company wide change

When to apply the various conflict-handling styles

-Conflict resolution is not a one style fits all -It is good to avoid conflict when it adds no value and you are better off saving your time and energy

desired outcomes of conflict management

-Conflict should be put in the framework of making it an opportunity and achieve positive outcomes such as: -Change: conflict is not successful if nothing changes -Goal alignment: good to align the goals of the conflict to resolve it better -Innovation: this occurs when conflict generates new and more effective processes, products, and mindsets

how to create goal interdependence

-Create a formalized mission statement that clearly describes what the team is trying to accomplish in a way that creates a sense of commitment and urgency among team members . -Mission statements can come from management but many times is it created by the team which is helpful because it gives them a direction and it gives them an increased sense of ownership toward the mission -Ex: students in a team can have very different goals in a project such as just passing or doing it perfectly and this can severely hinder their progress and cause some students to work harder than others -They succeed if they have a mission statement that formally tells them what their goal is and how they will achieve that

Work teams

-Designed to be relatively permanent -Purpose is to produce goods or provide services -Generally require a full-time commitment from their members -Ex. People at Toyota who make the cars. Their teams are composed of people of 4-8. They have a leader who organizes the team and coordinates with other teams - This team is responsible for getting their work done as well as the quality of their work and developing ideas for improvement

How to combat sexual and other forms of harassment

-Do not make definitions and policies overly legal: simple language is better -Use relevant examples: identify harassments that are most likely to occur in your workplace not just generic - Make it everyones responsibility: clear channels of communication are key -Enforce top to bottom: the people in power need to be accountable too and that trickles down

Role of emotional intelligence on leadership effectivness

-Emotional intelligence is an input to transformational leadership: helps managers effectively enact leader behaviors -Emotional intelligence has a small, positive, and significant association with leadership effectiveness: EI can help you lead but will not do the work for you

Negative Valence of Change

-Employees perceive more negative than positive outcomes -It is a cost-benefit analysis of how it will effect them personally

The main phases of action research

-Form Client consultant relationships: action research assumes change agent originates outside the system (as a consultant) so the process has to begin with the forming of a relationship. The consultant has to assess the employees openness to change and which ones want to participate -Diagnose the need for change: since this is a problem oriented so it carefully diagnoses the problem to determine the appropriate direction for the change effort. These rely on systemic analysis which can include interviews and surveys of employees and stakeholders -Introduce intervention: this applies one or more actions to correct the problems. An important issue in this is how fast the change needs to be implemented -Evaluate and stabilize change: evaluating the effectiveness of the intervention against the standards established in the diagnostic stages. This is the refreezing part

Functional vs. Dysfunctional Conflict

-Functional: commonly referred to as constructive or cooperative conflict, characterized by consultative interactions, a focus on the issue, mutual respect, and useful give-and-take -Dysfunctional: are disagreements that threaten or diminish an organization's interests

Process gain

-Getting more from the team than you would expect according to the capabilities of its individual members -This is synonymous to the term synergy -Most critical in situations in which the complexity of the work is high or when tasks require members to combine their knowledge, skills, and efforts to solve problems -It results in useful resources and capabilities that did not exist before the team was created

flex space and flex time

-How employers can help the work-life balance: -Flex space: telecommuting, occurs when policies enable employees to do their work from different locations besides the office -Flextime: is flexible scheduling, covering either the time when work must be completed or the limits of the workday

Emotions in Negotiation

-Identify your ideal emotions: Match your emotions to your objectives. What emotions will best suit your goal -Manage your emotions: Take steps to promote positive emotions. -Know your hot buttons. -Keep your balance: Know when to break or redirect. -Identify your take-away emotions: Set a goal for emotions.

Coercion

-Involves a range of assertive influence behaviors such as persistently reminding people of their obligations, frequently monitoring behavior, or threatening punishments -This is aggressive but it can produce results. Can also have negative effects because if people are threatened or fired the resulting people could feel survival guilt -Applied when other strategies are ineffective and the company need to change quickly -Can lead to resistance and long term antagonism -Ex: company president tells managers to get on board to leave

Position vs Personal Power

-Position Power: the source of the influence is associated with a particular job or position within the organization - This encompasses legitimate, reward, and coercive power. -Ex: manager have legitimate, reward and coercive power because they control your pay, work assignment, hiring, and firing. Personal Power - Resides in the person, regardless of the position being filled. Independent of position or job **Personal sources of power are more effective than formal -These can collide when you are promoted ahead of peers

Relationship-oriented leader behavior

-Primary purpose - enhance employees' skills and to create positive work relationships -It has four impacts: -Consideration, empowerment, servant leadership, ethical implications

How do structural and psychological empowerment differ

-Psychological empowerment is related to self-efficacy and intrinsic motivation -It is less concerned with the actual transition of authority and responsibility but instead focuses on employees perceptions or cognitive states regarding empowerment -You feel ur work has more meaning and self-determination you perform at a high level -This does not mean delegating more work but instilling a sense of empowerment

Mental models (state)

-Refer to the level of common understanding among team members with regard to important aspects of the team and its tasks -When there is shared understanding they can ask for help and know where to go for for help -they can also anticipate each others needs and help

Outcome interdependence

-Relates to how members are linked to one another in terms of the feedback and outcomes they receive as a consequence of working in the team. -A high degree of this exists when team members share in the rewards that the team earns such as pay raise, bonuses, recognition, team survival. -High outcome interdependence is when team members rely on the performance of their fellow members to achieve the desired outcome. This can increase the amount of information sharing within teams which promotes learning and increases performance -Low outcome interdependence is when members are rewarded or judged individually

comprehensive interdependence

-Requires the highest level of interaction and coordination -Members have more discretion about what they do and with whom they work -Ex. IDEO, who just creates new different products but they work well with comprehensive interdependence because they all come from different backgrounds and come together to collaborate

Appreciative inquiry

-Some people say that action research points out the negatives and looks for problems -Appreciative inquiry: tried to break out of the problem-solving mentality of traditional change management practices by reframing relationships around the positive and possible -It searches for strengths and then applying those to future success

Power

-The discretion and the means to enforce your will over others -About influencing others

An integrated model of leadership

-The model shows outcomes that are influenced by four types of outcomes: -task-oriented -relationship oriented -passive -transformational

Applying a collaborative interest based approach

-This is based on problem solving and can be applied between an individual and a group -This is the protocol: 1. Define and frame the issue in terms of parties' interests. 2. Explain the respective interests (listen, learn, and share). 3. Explore expanding the pie (create value rather than claiming it). 4. Generate options. 5. Evaluate options in light of the interests described in step 1. 6. Choose the option that best meets the interests described. 7. Develop and agree on a plan of implementation.

Structural empowerment

-Transfers authority and responsibilities from managers to employees -Some ways to do this is through job design and job characteristics. -Employee empowerment can be boosted by changing policies, procedures, team design, and job responsibilities -If employees decision making abilities are boosted, their empowerment will be too

Bullying

-Unwelcome behavior that occurs over a period of time and is meant to harm someone who feels powerless to respond -Bullying is usually evident to others -Bullying affects even those who are not bullied -Bullying has group level implication

distributive negotiation

-Usually concerns a single issue (fixed pie) in which one person gains at the expense of the other -This is win-lose and the most common type -Ex. negotiating over the price of a car

The many forms and progression of ADR

-benefits of ADR - Speed: mediation often only takes a few hours but if you use litigation it can take years -Low cost -Confidentiality: with legal proceedings things are in the public records but with ADR you can decide what is kept a secret -Winning solutions: with legal solutions one person is always losing but with ADR there can be a win win conclusion

Intergroup Conflict

-conflict that occurs between two or more groups -Can threaten the effectiveness of the organization

Goal Interdependence

-exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result -Ex. a small boat with several people on board each with a paddle and each of them have a shared goal of getting to one place -If teams have the same goal they can achieve it must faster but if they do not it can severely interfere with their progress

Servant-leadership

-focuses on increased service to others rather than to oneself - Focused on serving others -Servant leaders are less likely to engage in self-serving behaviors that hurt others -Promote leadership effectiveness because it focuses on providing support and growth opportunities to employees

Parallel Learning Structure Approach

-highly participative arrangements, composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change -Hopefully these people are free from organizational constraint so they can effectively look for change

Dialectic method

-involves a structured dialogue or debate of opposing viewpoints prior to making a decision

Consideration

-leader behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust -Promotes social interactions and identification with the team and leader

Staff Validity

-refers to the degree to which members make good recommendations to the leader -Even if team members have all of the necessary information they can fail to make good recommendations but do not because of lack of insight or good judgement

Individualistic roles

-reflect behaviors that benefit the individual at the expense of the team -Aggressor: puts down or deflates fellow teammates -Recognition seeker: takes credit for team success -Dominator: manipulates teammates to acquire control and power

hierarchial sensitivity

-reflects the degree to which the leader effectively weighs the recommendations of the members -Leaders can ignore some members but listen to others -Teams that make good decisions have leaders that do a good job of giving recommendations the weight they deserve

Ethical Leadership

-represents normatively appropriate behavior that focuses on being a moral role model -Includes communicating ethical values to others, rewarding ethical behavior, and treating followers with care concern -This includes communicating ethical values to others rewarding ethical behavior and treating followers with care and concern -Driven by personal factors related to our beliefs and values -Ethical leadership turns into ethical cultures and climate

Empowering leadership

-represents the extent to which a leader creates perceptions of psychological empowerment in others -psychological empowerment: employees belief that they have control over their work, and is believed to drive intrinsic motivation

Team states

-specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together

additive tasks

-tasks for which the contributions from every member add up to determine team performance -Ex: the amount of money that girl scout make adds up

conjunctive tasks

-tasks for which the team's performance depends on the abilities of the team's weakest link -Ex: the pit crew depends on everyone doing their part fast so they can get it done

Taskwork Processes

-the activities of team members that relate directly to the accomplishment of team tasks -This occurs anytime team members work on anything related to the project or task -there are three crucial task work processes: creative behavior, decision making, and boundary spanning

initiating structure

-the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks -Ex: When someone in a group takes initiative and sets up a team meeting -has a moderately strong positive relationship with effectiveness

Motivational loss

-the loss in team productivity that occurs when team members don't work as hard as they could -This can happen because it is difficult to gauge how much each team member contributes -Each person can work on something different and contribute differently -Members do not always work together at the same time -This all results in a decrease of team member accountability and then exert less effort

team composition

-the mix of people who make up the team -If the team is effective then they have the right mix of people, knowledge, skills, abilities, and personalities -Team members get along well and work well together

Work-life conflict

-the perception that expectations and demands between work and non work roles are mutually incompatible -These can have serious negative effects on your life and the organization and create lower job satisfaction and life dissatisfaction -Can lead to a decline in emotional and physical health

Abusive Supervision

-the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact -Examples of such behavior can include telling subordinates their ideas are stupid, criticizing them in front of colleagues and others, or bringing up past errors and mistakes

Forming

1. Forming: members orient themselves by trying to understand their boundaries in the team - They try to see what is expected of them

Performing

4. member are comfortable working within their roles and the team makes progress toward their goal

Team size

Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks. Research concluded that team members tend to be most satisfied with their team when the number of members is between 4 and 5. -Teams that have to do complex and knowledge work benefit from more people

Ways to diffuse pilot projects to whole company:

Motivation • -Widely communicate and celebrate the pilot project's success. • Reward and recognize pilot project employees as well as those who work at transferring that change to other parts of the organization. • Ensure that managers support and reinforce the desired behaviors related to the pilot project's success. • Identify and address potential sources of resistance to change. Ability • Give employees the opportunity to interact with and learn from pilot project team members. • Reassign or temporarily transfer some pilot project employees to other work units, where they can coach and serve as role models. • Give employees technical training to implement practices identified in the pilot project. Role Perceptions • Communicate and teach employees how the pilot project practices are relevant for their own functional areas. • Ensure that the pilot project is described in a way that is neither too specific nor too general. Situational Factors Give staff sufficient time and resources to learn and implement the pilot project practices in their work units

devil's advocate

One individual is assigned to this role and they identify and potential shortcomings in the proposal

Common causes of conflict

Personality differences Irritating workplace behaviors Unmet needs at work Perceived inequities of resources and policies Unclear roles and responsibilities Appropriate conflict Too much conflict Competing responsibilities Change Poor management Poor communication (including no communication) Differences in methods for doing work

Three Levels of Political Action

individual, coalition, network

Five Bases of Power

legitimate, reward, coercive, expert, referent

Reciprocal interdependence

members specialize to perform specific task however there is not a strict sequence. members interact with a subset of other members to complete the team's work -Ex. if a team of people are building a house, the designer has to meet with the contractor who has to meet with the salesperson and they meet with the architect -They all interact with one another to get the job done

How to handle intergroup conflict (Creating a psychologically safe climate)

psychological safety climate: represents a shared belief among team members that it is safe to engage in risky behaviors, such as questioning current practices without retribution or negative consequences -Employees are more likely to speak up and less likely to take disagreements personally -Increases team creativity -Helps improve employee turnover and job satisfaction

Team Types

work teams management teams parallel teams project teams action teams

Boundary Spanning

g- Interactions among team members and individuals and groups who are not part of the team -Involve a variety of activities: - Ambassador activities: communication that is intended to protect the team persuade others to support the team, or obtain information resources for the team -People who engage in this typically interact with people higher up the organization (Ex. marketing person meets with head of marketing) -Task coordinator activities: communication that is intended to coordinate task-related issues with people or groups in other functional areas (Ex. marketing person meets with production person about a product) -Scout activities: refer to things team members do to obtain information about technology, competitors, or the broader marketplace (Ex. Marketing person meets with engineer to learn about new materials)

Five common behaviors leaders exemplify that reflect honesty and integrity

(1) Model the way—establish principles about the way people should be treated (2) inspire a shared vision—believe you can make a difference and envision what your organization can become; (3) challenge the process—look for ways to shake things up to improve the organization; (4) enable others to act—foster collaboration and build teams that engage others; and (5) encourage the heart—recognize the contributions of others.

Results of dysfunctional conflict

-Absenteeism: conflict is a major driver of people not showing up. More conflict generates more stress -Turnover: lack of fairness, bullying, or other forms of disrespect and incivility cause people to quit altogether -Unionization: lack of fairness can be costly and motivate employees to organize against the mistreatment -Litigation: if conflict is not dealt with people can seek legal remedies

How important are team characteristics

- One aspect of team effectiveness is team performance. Quantity and quality of goods or services produced, customer satisfaction, completed reports. A second aspect of team effectiveness is team viability,which refers to the likelihood that the team can work together effectively into the future. The relationship between task interdependence and team performance is moderately positive. The relationship between task interdependence and team commitment is weaker. -Team with low viability might be able to work together on short term project but over the long run they will have significant issues -Task performance tends to be higher in teams in which members depend on one another and have to coordinate their activities rather than when members work independently

Favorable upward impression management tactics

- job focused: tactics that present information about your job performance in a favorable light - supervisor focused: praise and favors from your supervisor - self focused: an image of yourself as a polite and nice person -It is good to associate yourself with the stars of the organization because they have managements attention -Also try to work on key projects that need help or refinement -Both of these make a good impression on the managers - a moderate amount of upward impression management is a necessity for the average employee today

Lewin's Force Field Analysis Model

- model of system-wide change that helps change agents diagnose the forces that drive and restrain proposed organizational change -Organizations have to operate as open systems that need to keep pace with ongoing changes in their external environment such as consumer trends, global competition, and tech -These companies embrace change -One side of the force field model represents "driving forces" that push the organization toward a new state of affairs (new competitors or technology) Divine discontent: when managers continually urge employees to strive for higher standards or better practices -The other side of the model is "straining forces" that maintain the status quo- resistance to change

Negotiation

-A give-and-take decision-making process involving two or more parties with different preferences

Coercive Power

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

Communication

-A process through which you send messages to and receive messages from others. -The effectiveness of communication plays a crucial role in determining whether there is process gain or loss -The process of communication is that there is a sender of information to other people and they send a message which can be verbal or nonverbal then the encoded message goes to the receiver who interprets the message

Similarity-attraction approach

-A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them -This says that diversity is associated with communication problems and ultimately poor team effectiveness

Empowerment Outputs

-Empowerment is valuable because it positively influences performance for individuals, teams, and organizations -Other benefits include citizenship behaviors, job satisfaction, turnover intentions, and creativity -It can also reduce stress for individuals and teams

lead-staff teams

-Another way to distinguish roles is to consider what leaders and members do -Lead-staff teams: the leader makes decisions for the team and provides direction and control over members who perform assigned tasks -The responsibilities of the leader and the rest of the team is distinct -team members can have some latitude in the in the behaviors that they exhibit and then roles can be determined in more categories than task-focused roles

Large Group Intervention Approach

-Appreciative inquiry is often designed for large groups of people -This requires a whole open system and it benefits from having everyone in the process -This is highly participative because people discuss their ideas and feelings in small groups within the larger group -large group interventions adopt a future-oriented posi-tive focus rather than a past-oriented problem focus -Future search conferences: are large group interventions typically held over a few days in which participants identify emerging trends and develop strategies for the organization to realize potential under those future conditions -Generate a collective vision and create "meaning-making" process which is important to the organization developing an identity as a while -It could have negative effects if certain people are dominating the process

Management Teams

-Are similar to work teams in that they are designed to be relatively permanent -There are various distinctions -Management participate in managerial-level tasks that affect the entire organization -They are responsible for coordinating the activities of organizational sub units (typically departments or functional areas) to help the company achieve its long term goals -Ex. a team of senior level executives who meet to make decisions about the companies strategic directions

Employee Involvement

-As change continues employees can make suggestions and bring ideas to the table -Helps employees feel more personal responsibility towards change -Minimizes the not invented here syndrome -Applied when change efforts need more commitment, employees need to protect their own interests or managers need their input -Very time consuming and could lead to conflict -Ex: Company forms a task force to recommend new customer service practices

The evolution of power from domination to delegation

-Authoritarian Power: manager imposes decisions -Influence Sharing: manager consults followers when making decisions -Power Sharing: manager and followers jointly make decisions -Power distribution: followers grant authority to make decisions -Each level is not necessarily better than the other -The degree of power sharing should match the needs of the situation and the capabilities of the individuals or teams involved -Examples of power sharing is giving lower level employees the ability to help customers by giving away free stuff

Intellectual Stimulation

-Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader's vision -Establishes challenging and meaningful goals -Encourages employees to challenge the status quo -This helps employee see things that are problems for the organization as their own problems which can help with performance roadblocks

Match tactics to desired outcomes

-Better to rely on "core influence tactics"- such as rational persuasion, consultation, collaboration, and inspirational appeals because these are most effective at building commitment -Dont rely on pressure tactics -In general you best served to: -Be believable and trustworthy: if you're credible you're more persuasive -Consult rather than legitimate: -Expect little from schmoozing -Be subtle -Learn to influence

Stress management

-Change can threaten people's self-esteem and create uncertainty -Introducing stress management systems can help employees cope and remove some of the negative valences and fear of unknown -Because stress takes up energy so getting rid of some of that -Applied when communication, training, and involvement do not sufficiently ease employee worries -Time consuming and expensive -Ex: employees attend sessions to discuss their worries about change

Empowerment

-Consists of efforts to enhance employee performance, well being, and positive attitudes -Favorably influences job performance, satisfaction, turnover, and employee stress -Empowerment is becoming necessary as no employee can complete tasks on their own so the load has to be shared -There are two general forms of empowerment: structural and psychological

Empowerment inputs

-Empowerment Inputs: structural empowerment is an input to psychological empowerment because job characteristics, policies, and practices can either facilitate or impede feelings of empowerment for individuals and teams -Positive self evaluations can also help increase empowerment because they are psychologically positively motivated -Also if people have access to resources such as the people and ideas in other teams, then they too will be empowered

Two Leadership Styles: Task Orientation and Relationship Orientation

-Fiedler believes that leaders have one dominant or natural leadership style that is resistant to change - either task motivated or relationship motivated

Process loss

-Getting less from the team than you would expect based on the capabilities of its individual members -Ex: a sports team that you thought would do well and ended up sucking -Team members have to work to not only accomplish their own tasks but also coordinate their activities with the activities of their teammates Coordination loss: consumes time and energy that could otherwise be devoted to task activity Production blocking: occurs when members have to wait on one another before they can do their part

Transformational Leadership and Change

-Good leaders develop a vision for the organization and its future desired state, communicate their vision so it's meaningful to others, make strong decisions, and encourage employees with ways to align work activities more closely with the vision -A key element of leading change is: strategic vision -A leaders vision gives a sense of direction and provides an emotional foundation for change because its linked to the individuals values and self concept

When are politics good and bad

-Good: when actions help an organization adapt, such as when the organization's leadership, policies, practices, and/or strategies may be taking the organization in the wrong direction. Then when individuals counteract the company it will be positive in the long run -Bad: can negatively affect an organization on three levels: Individual: increasing stress and turnover Group and organizational level: wasting time and resources, diverted decision making and distorted info flow

Cohesion (state)

-Having strong emotional bonds to your teammates and this can foster high levels of motivation and commitment -Promotes high team performance -While harmony may be maintained in a cohesive team because they will strive towards a consensus ] -Can create groupthink and feeling over confident in team's capabilities -You can utilize cohesion by acknowledging that it can be bad and see how cohesive your team is by taking a test -Instituting a devil's advocate

Learning

-Helps employees gain new knowledge and skills to fit the organizations evolving requirments -Helps employees perform better and increases readiness for change because they think they would successfully in the new environment -Applied when employees need to break old routines and adopt new ones -Can be time consuming and costly -Ex: Employees learn how to work in teams as company adopts a team-based structure.

Communication (reducing restraining)

-Highest priority and top strategy -Can be time consuming -It is necessary for generating urgency -It can illuminate the future and reduce the fear of the unknown -Managers have to tell employees about impending threats and why change is important -Ex: customer complaint letter is shown to employees

Good impressions

-Impressions are formed very quickly -It can take only one second to make a good impression so make it count

Multiple Team Members

-Indicates that employees do not identify with each team equally and that these differences have important implications as to how much effort and commitment employees bring to each of their teams -It has been found that in knowledge-intensive jobs, people tend to work in multiple teams -People have different satisfactions with different teams and the time level required and tasks are different

Creating an Urgency for Change

-Inform employees about driving forces such as competitors and changing customer trends, regulations, or other external turbulence -This can be done by putting executives and employees in direct contact with customers so they can see first hand and adds a human element to it and pushes change -Most difficult when organization is doing well

How to have an ethical negotiations

-Intent: If the deception is pro-social (benefits the target) it may be considered ethical, whereas if information is withheld for your personal benefit then you have likely crossed the line. -Content: Modifying your emotions to achieve a better outcome is viewed by many as more acceptable than it is to change, omit, or lie about information. For instance, fak-ing great disappointment with the process, offer, or outcome, or alternatively pretend-ing to like the person illustrate deceptive emotions. -Activity: Lies of omission occur when one fails to reveal relevant information, and lies of commission are just that, lies, as we commonly understand them—offering false information.

Negotiation (reduce restraining)

-Is a form of influence that involves the promise of benefits or resources in exchange for the target person's compliance -This can gain support but only produces compliance -Applied when employees are losing something of value to them -Expensive and promotes compliance not commitment -Ex: Employees agree to replace strict job categories with multiskilled job clusters in return for increased job security.

Communicator Issues

-The communicator has to encode and interpret messages and this can cause serious communication issues -If participants lack communication competence -If emotional intelligence is low it can effect communication and how people express themselves and emotions can be relevant in in person communication and electronic

The right way to empower

-It does not include giving employees decision making authority in every situation, rather decision making authority and other responsibilities should be shared only with those who are competent to do what is necessary -Two pitfalls to avoid in this: 1. empowerment is not a zero-sum game where one person's gain is another's loss. You can increase your power by giving power to others because you are dispersing the power and in turn ur reach 2. Empowerment is a matter of degree not an either or position.

Creating urgency for change without external forces

-Managers often have to implement change and start the process before the external factors set in -This is most challenging when companies are successful -managers have to persuade employees that change is needed because of future events and threats -Employees could see this as manipulative and then feel cynicism -Leaders can appeal to the promise of a better future and connect to employees needs and values

Dark Triad of leader traits

-Narcissism consists of "a self-centered perspective, feelings of superiority, and a drive for personal power and glory."21 Individuals with this trait have inflated views of themselves, fantasize about being in control of everything, and like to attract the admiration of others. It's thus not surprising that narcissists tend to emerge as leaders, even though they can promote counterproductive work behaviors from others.22 - Machiavellianism is the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles. It's not surprising that individuals who believe everyone lies to get what they want and that it's necessary to cheat to get ahead are less likely to garner support from others. -Psychopathy is characterized by a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others. This type of person is toxic at work

Why employees resist change

-Negative valence of change -Fear of the unknown -Not-invented-here-syndrome -Breaking routines -Incongruent team dynamics -Incongruent organizational systems

Psychological Empowerment

-Occurs when we feel a sense of: 1. Meaning: belief that your work values and goals align with those of your manager, team or employer 2. Competence: personal evaluation of your ability to do the job 3. Self-determination: sense that you have control over your work and its outcomes 4. Impact at work: feeling your efforts make a difference and affect the organization

Results of functional conflict

-Open mindedness: when conflict is function, people speak up, others listen which in turn can increase engagement - increased understanding and strengthened relationships: feeling understood, even when views differ, cultivates respect and empathy -Innovation: working through conflicts positively can push people to consider different views -Accelerated growth: functional conflict results in change and break from status quo

Fear of the unknown

-Organizational change usually has a degree of uncertainty and employees assume the worst when they are unsure -They also have lack of personal control -Uncertainty is less desirable than the certainty of status quo

Application: Team compensation

-Outcome interdependence can impact compensation -If you work for an organization with compensation that has high outcome interdependence, a higher percentage of your pay will depend on how well your team does -Outcome interdependence presents managers with a tough dilemma. High outcome inter promotes higher levels of cooperation because members understand that they share the same fate- if the team wins everyone wins but it can result in reduced motivation

punctuated equilibrium

-Pattern of evolution in which long stable periods are interrupted by brief periods of more rapid change -This happens when team members develop a pattern of what they are doing and this can least for about half of the teams life span -Then members realize that they have to change and take a new approach -This new mentality dominates their framework for the rest of the time

Blame and Politics

-People like to assign blame when things don't work out to preserve their influence with others -People tend to assign blame in three different ways -Blame others, Blame self, deny blame

Decision Making

-People use information and intuition to make specific decisions -In a team, decisions come from interaction among team members and the information that is synthesized becomes collective knowledge -In some contexts, members share information regarding a problem or task and work together to reach a consensus -Juries are a good example of this because they listen to information provided by everyone and then they privately discuss the information and reach a verdict

Using Power Ethically

-People who are pro-social and want the group to succeed often outperform people who are pro-self and do things for themselves. Pro-social also are better at fostering contributions from their team -Managers have to understand the difference between commitment and compliance

Team process and communication

-The effectiveness of organizations depends to a large extent on the activities and interactions that occur within teams as they move toward their task-related objectives Team process: is a term that refers to the different types of communication activities and interactions that occur within teams that contribute to their ultimate end goals -Team characteristics such as diversity, task interdependence, team size, all affect the team process and communication

Teamwork Processes

-The interpersonal activities that promote the accomplishment of team tasks but do not involve task accomplishment itself -The behaviors that set the context in which task work can be carried out

Pooled Interdependence

-Pooled Interdependence: has the lowest degree of coordination and is when group members complete their work independently and then just pile up the work at the end

Understanding Resistance to Change

-Resistance takes many forms: ranging from overt work stoppage to subtle attempts to continue the old ways( more common) -resistance is a common human reaction and they typically think that it is others that need to change not them -resistance is a form of conflict and it typically seen as a relationship conflict and people who resist it are labels as uncooperative or irrational and this can escalate the conflict -It is better to view resistance as a task conflict: this perspective says that either the change agent has not prepared everyone enough for the change or that there should be improvements in the proposal

Three common responses to power

-Resistance: people can be passive aggressive or directly resist or purposefully undermine you -Compliance: people will do what you want but nothing more than that -Commitment: these people believe in a cause and want it to succeed

How the five bases of power relate to commitment and compliance

-Reward, coercive, and negative legitimate power produce compliance (sometimes resistance) -Positive legitimate, expert, and referent power tend to foster commitment (superior because it is driven by internal motivations) -Committed employees are self starters and do not need close supervision -Commitment through power can also be fostered between organizations such as the relationship between a company and its supplier. So if the company engages in socially responsible management practices (fair labor) they can get members on their supply chain to follow in their lead

Pro, cons, and practical advice on programmed conflict

-Rotate the job of devils advocate so no one gets an undeserved negative reputation -It is good to have most people in this role because they see both sides and can develop some analytical and communication skills and emotional intelligence -Both methods work equally well

Sequential interdependence

-Sequential Interdependence: different tasks are done in a prescribed order and the group is structured such that the members specialize in these tasks. These members interact but only with the people next. to them in the sequence. there is dependence on the earlier people to complete their work so the later people can do theirs (Ex. assembly line)

Resistance as a form of voice

-Since it is seen as a form of voice, discussion can improve the process -Having constructive conversations about change can help employees accept it better -Resistance is also motivated behavior and can get people think about change strategy and process which can increase their commitment to it

Influence in virtual teams

-The most common in a virtual setting are: pressure, legitimating, rational persuasion, consultation, and personal appeals -Ex: putting the word urgent in a subject line is pressure -To reduce ambiguity emerged as a unique influence tactic and you can do this to reduce it: 1. Share information: ensure all members have all the info they need 2.Create accountability: have to clearly outline expectations 3. Provide examples: giving examples and screen sharing can help

Three dimensions of situational control

-Situational control refers to the amount of control and influence the leader has in their immediate work environment -Three dimensions: -Leader-member relations: describe the extent to which the leader has the support, loyalty, and trust of the work group. This dimension is the most important component of situational control. Good leader-member relations suggest that the leader can depend on the group, thus ensuring members will try to meet the leader's goals and objectives. -Task structure measures: the amount of structure contained within tasks per-formed by the work group. For example, a managerial job contains less structure than that of a bank teller. Because there are guidelines for the way structured tasks should be completed, the leader has more control and influence over employees performing such tasks. This dimension is the second-most important component of situational control. -Position power: is the leader's formal power to reward, punish, or otherwise obtain compliance from employees

Social Networks and Viral Change

-Social networks can link people together and create interdependence and generate more communication -Viral change process: adopts principles found in word-of-mouth and viral marketing occurs when information that is given to a few people is then given to others through their connections -Organizations can use social media as a way to spread information and employees tend to trust social media more and will rely on that

Hard vs soft tactics

-Soft tactics: consist of rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals. These are friendlier than and not as coercive as the others -Hard tactics: include exchange, pressure, coalition, and legitimating tactics because they exert more overt pressure

Conflict avoidance

-Some reasons that people avoid conflict: -people are social and prefer not to cause or engage in tensions -its stressful -agreeableness is rewarded -backlash -If people avoid conflict they could be passed over for management jobs because they cannot make the hard decisions

not invented here syndrome

-Syndrome in which people, e.g. managers, refuse to use perfectly good ideas developed elsewhere in favor of their " sometimes inferior " internally-developed ideas. -Ex. A info tech person will be less likely to implement tech that was developed by the marketing department because they do not want to acknowledge that another group may be superior

When are leadership styles most effective?

-Task oriented leadership is most effective in either high control or low control situations -Relationship oriented leadership should be most effective in situations of moderate control

Member ability

-Team members have a wide variety of abilities and then the nature of the task determines which ones are more applicable -Ex: teams that do physical work need physically fit people -Cognitive ability is important when constructing a team -smarter people perform better because teamwork can be very complex -Team members have to learn how to be involved in different aspects of the tasks but also how to combine their efforts -Cognitive ability is even more important in teams that have to learn from one another and adapt to unexpected changes

Different stages of team development

-Teams go through a progression of five stages as they form -While these stages make sense, they do not always occur in the same way -Ex. Some teams can have very clear rules set in place that tell them what they have to do -Ex: an airline crew doesn't have to go through the process to determine what roles they each plat

Network Structure

-Teams usually have more than two people communicating -Network structure is defined as the pattern of communication that occurs regularly among each member of the team -Can be described in terms of centralization (the degree to which information flows from some members rather than others) -All channels network: highly decentralized and every member can communicate with one another freely (better when the task is difficult) -Wheel: highly centralized because all communication flows through one person (official leader) who makes the final decision (this can result in faster solutions and less mistakes)

Transition processes

-Teamwork processes, such as mission analysis and planning, that focus on preparation for future work in the team -Mission analysis: involves an analysis of the team's task, the challenges that face the team and the resources available for completing the team's work -Strategy formulation: refers to the development of courses of action and contingency plans and then adapting those plans in light of changes that occur -Goal specification: involves the development and prioritization of goals related to the team's mission and strategy -Good example of this is how at half time teams make adjustments and come up with a new strategy if they are doing bad -Some teams do a debrief and go over the goods and bads of what they just did

Interpersonal processes

-Teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members -This is important before, during, and after a task -Motivating and confidence building: things members say or do that influence how motivated others are to work on the task (Ex. saying something in an urgent tone) -Affect management: activities that foster a sense of emotional balance and unity (Poor of this would be if members got short-tempered when facing pressure and blamed it on others

Brainstorming (creative behavior)

-The best know activity for fostering creativity -Involves face-to-face meeting of team members in which each offers as many ideas as possible about some focal problem or issue -There are four rules to brainstorming 1. Express all ideas that come to mind 2. Go for quantity of ideas rather than quality 3. Don't criticize or evaluate the ideas of others 4. Build on the ideas of others -Many times, brainstorming sessions do not work as we intended -Research suggests that team members would be better off coming up with ideas on their own, as individuals before pooling those ideas and evaluating them to arrive at a solution -Three reasons why 1. People can social loaf in brainstorming 2. Even though criticizing is not allowed in brainstorming people may not express silly ideas 3. Brainstorming can result in production blocking because members have to wait to express their ideas -However, companies continue to use brainstorming because it is well known and there are other benefits such as building morale and create shared knowledge

House's Path-Goal Theory

-The most important aspect in leadership is the follower's expectation that a task can be accomplished and that it will lead to rewards -Holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction -Leader do this by: 1. reducing roadblocks that interfere with goal accomplishment 2. providing the guidance and support employees need 3. linking meaningful rewards to goal accomplishment

Why teams are so widespread

-The nature of today's work requires them -As work becomes more complex interactions in teams is more valuable -Teams allow people to pool complementary knowledge -Ex. A surgical team has people with specializes knowledge who work together

Psychological empowerment at the team and organization levels

-There are four elements that empower individuals: 1. meaning 2. Competence 3. Self-determination 4. Impact -Managers should encourage employees to make efficiency and quality improvement suggestions to them

Variations within team types

-There are many different variations within the different types of teams and they need to understand those to understand the functioning -They can vary with the degree to which they have autonomy or low autonomy with strict rules -Communication can also have to do with how they vary -Virtual teams have members that are geographically dispersed and rely on electronic communication

Integrative negotiation

-This brings together a variety of interests and each party values each interest differently -This can have a mutually satisfying solution -This type is good when numerous interests are considered, resulting in an agreement that is satisfying for both parties -More collaborative -Can be win win and generate a more creative solution

Guiding Coalition

-This is a group of people with different commitments to change that work together as change agents -Can be the most important factor in the success of public-sector organizational change programs -Should include a variety of people who are respected and all want change and can implement it

Bases of power and outcomes in the organizing framework

-This is how different bases of power affect things like job performance, satisfaction, and turnover -Expert and referent power have a generally positive effect -Reward and legitimate power have a slightly positive effect -Coercive power has a slightly negative effect

Moral character

-This is relevant when considering ethics and negotiations -Represents individuals general tendency to think, feel , and behave in ways associated with ethical and unethical behavior -People with high moral character are less likely to use questionable tactics

Legitimate Power

-This is what most people think of as authority and is anchored to a formal position or job -Managers who obtain compliance primarily by using their formal authority to make decisions have this power -Positive Legitimate Power: Focuses constructively on job performance -Negative Legitimate power: tends to be threatening and demeaning to those being influenced -Research has found that powerful CFO's when compared to less powerful ones are more likely to negotiate short-term compensation incentives and manage money to increase their own pay

Refreezing the Desired Conditions

-To ensure that change sticks, organizations and leaders have to refreeze new behaviors by realigning organizational systems and team dynamics with the desired changes -Organizational rewards can be helpful in this because employees can get rewarded for adhering to the new ways -Information systems that promote feedback can help continue this as employees can get feedback on what they are doing

Creative behavior (task work)

-When teams do creative behavior, their focus is on generating novel and useful ideas and solutions -Creativity is driven by individuals in a team because some team members are just more creative than others -team environment is also well suited to foster creativity - Ex: IDEO is good about this and how they rely on teams

Charisma

-a form of interpersonal attraction that inspires acceptance and support

Least Preferred Coworker (LPC)

-a measure that assesses leaders' task or relationship orientation by having them rate their most difficult fellow worker -Measures the extent to which an individual takes a task or relationship-based approach toward leadership -high scores indicate that an individual is relationship motivated -Low scores suggest a task motivated style

Positive organizational behavior

-a 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 -This improves dialogue by redirecting the group away from negative concerns -Creates more hope for future -The final stage of appreciative inquiry is "delivering" where participants establish specific objectives and direction for their own organizations on the basis of their model of what will be

Team building

-a process that consists of formal activities intended to improve the development and functioning of a work team -has better effects on smaller teams -There should be a facilitator

Nominal Group Technique (NGT)

-a structured approach to group decision making that focuses on generating alternatives and choosing one -There is a whole process: 1. brining the team together and outlining the purpose of the meeting 2. members individually write down their ideas 3. then they go back into the team setting and share ideas in a round robin fashion 4. Members have a discussion to clarify ideas and build off of others 5. Individually team members rank the ideas and submit it to facilitator -This all decreases social loafing and production blocking

Impression Management

-any attempt to control or manipulate the images related to a person, organization, or idea -Encompasses speech, behavior, and appearance and can be aimed at anyone -Ex: companies can position themselves as socially responsible to gain a positive reaction from their stakeholders

Parallel Teams

-are composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process -These teams require only part-time commitment from members and they can be permanent or temporary depending on the goal -Ex: Quality circles consist of individuals who normally perform core production tasks but also meet regularly with individuals from other work group to identify production-related problems and opportunities for improvement -When there are changes to work procedure, there can be a a creation of a parallel team

Project Teams

-are formed to take on "one-time" tasks that are generally complex and require a lot of input from members with different types of training and expertise -They exist only as long as it takes to finish the project, some projects are pretty long -Some members are full time and some are part time -Ex: a project team of architects, designers, engineers, and builders could work together to create a building

Escalation of conflict

-as the conflict progresses, each side becomes more entrenched in its own view, less tolerant and accepting of the other, more defensive and less communicative and more emotional -Conflict can lead to negative attacks and destructive behavior Warning signs of conflict escalation: -Tactic change: parties move from light tactics such as persuasive arguments to heavy tactics that include threats or power plays -Number of issues grow: more issues that bother each part are raised and included in the conflict -Issues move from specific to general: small concerns can turn into attacks on very specific things -Number of parties grows: more people join the conflict -Goal changes: parties change the focus from doing well and resolution to just winning the argument

Trait approach

-attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers

Behavioral styles approach

-attempts to identify the unique behaviors displayed by effective leaders -Has been boiled down to four categories: 1. task-oriented 2.Relationship-oriented 3. Passive 4. transformational

Fiedler's Contingency Model

-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 -There are different leadership styles that have different situation variables

Influence Tactics

-conscious efforts to affect and change behaviors in others -9 most common tactics: -rational persuasion: trying to convince someone with reason and logic -inspirational appeals: trying to build enthusiasm by appealing to other's emotions, ideals or values -Consultation: getting others to provide insights to help make decisions -Ingratiation: getting someone in a good mood before making a request -Exchange -Coalition tactics: getting others to support your efforts to persuade others -Pressure -legitimating tactics

Individual Consideration

-consists of behaviors that provide support, encouragement, empowerment, and coaching to employees -Provides tangible support -to do this, leaders must pay special attention to the needs of their followers and search for ways to help them grow -Can do this by spending time talking with people about their interests and identify new learning opportunities

Team

-consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose -Can be sports related, organizational, or just some people working towards a common goal

How to Handle Intergroup Conflict (contact hypothesis)

-contact hypothesis: suggests that the more members of different groups interact, the less intergroup conflict they will experience. Says that interaction will reduce stereotyping and diminish differences

Surface-level diversity

-differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure -This can have negative impact on teams early in their existence because of similarity-attraction issues but these negative impacts can go away when team members become more knowledgeable about one another -Fault lines: occur in diverse whereby informal sub groups develop based on similarity in surface-level attributes such as gender and race and then knowledge in one group may not be transferred to another group

deep-level diversity

-differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are learned only through extended interaction with others -Time and getting to know people has a negative impact with deep level -Can have positive effects on team creativity when people have to take the perspective of their teammates

Inspirational Motivation

-includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm -The vision must be realistic, credible, attractive for the organization -The right vision unleashes human potential because it shows a beacon of hope and common purpose -Vision attracts committed employees, energizes workers, and creates meaning for employees -It also bridges the gap between an organizations present problems and its future goals and aspirations

Alternative dispute resolution

-is a means for solving disputes using an independent third party and avoids the costs and problems associated with litigation or unilateral decision making. -Less expensive

Leadership

-is a process whereby an individual influences a group of individuals to achieve a common goal -you don't have to have a formal position of authority to be a leader

Incivility

-is any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying -Violates norms of respect -exists in the eyes of the abused -It can happen in the background without others noticing -It is contagious and being rude to one person is associated with them being rude to another person -These behaviors can become imbedded and hurt other people and create a toxic environment

Harrassment

-is discrimination based on a protected class (race, gender, religion, pregnancy, age, disability), that becomes illegal when it threatens your employment or is considered intimidating, hostile, or abusive. -THIS IS LEGAL -Has to be targeted at a protected class -Sexual harassment is a part of this and it is underreported but has been seeing more visibility with the me too movement -Sexual harassment comes in two forms: 1. Quid pro quo: this for that 2.Hostile work environment -The harassers conduct must be un welcomed -the victim does not have to be the target -any form of harassment is equally illegal and uncivil

Conflict

-is the energy created by the perceived gap between what we want what we're experiencing -has to be used effectively -Conflict is a gap because it is the difference between what we want and what we have -There is also the word energy because you have to have the energy to care about it for it to be real -It also says perceived because it can be real or imagined

Factors to consider in all negotiations

-know who you are: personality matters. People with high agreeableness are best suited for integrative negotiations those with low are better for distributive -manage outcome expectations: -consider the other person's outcome -adhere to standards of justice: the process of negotiation has to be fair and equal -remember your reputation: you may win today but it could impact opportunities in the future

Transactional Leadership

-leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance -Positive association between this leadership and leader effectiveness and group performance

Network level politics

-loose associations of individuals seeking social support for their general self-interests -Networks of people-oriented politics -Have broader, long-term agendas

Hybrid outcome interdependence

-members receive rewards that are dependent on both their team's performance and how well they perform as individuals

Team process training

-occurs in the context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit -Action learning: is a part of this and involves getting a real problem that the team has to solve and they can learn to work better together and carry out their vision

Action Teams

-perform tasks that are normally limited in duration. However, those tasks are quite complex and take place in contexts that are either highly visible to an audience or of a highly challenging nature. -Some are for a long period of time -Ex. sports teams stay together for at least a season

Member personality

-personality traits affect the roles that team members take on, as well as how teams function and perform as units -Ex: agreeableness has an influence on team effectiveness because agreeable people may be more cooperative and trusting and they work on behalf of the team and this promotes more positive attitudes within the group. However these people prefer harmony so they may not speak up and criticize others which can hinder improvements -Conscientiousness is also important to teams because these people are dependable and work hard to achieve goals but if one member is low in this then that can seriously effect the teams efforts -Extraversion is relevant too because they tend to perform better in interpersonal context and are more positive and optimistic in general. Have this is better for the social climate of the group and team effectiveness in the eyes of the supervisor. However, having too many extraverted people can hurt the team and because there are too many dominant people in the group

Referent Power

-power deriving from one's personal characteristics and social relationships that effectively gain other's compliance -Charism is associated with this -Your own network of relationships can affect this

Expert Power

-power resulting from one's specialized information or expertise -Supervisors who know about pay raises and work assignments before other employees have this -A source of this is from past experience and performance

Contingency Theories

-propose that the effectiveness of a particular style of leader behavior depends on the situation -When situations change, different styles become appropriate

Implicit Leadership theory

-proposes that people have beliefs about how leaders should behave and what they should do for their followers -These are summarized in a "leadership prototype" : a mental representation of the traits and behaviors people believe leaders to possess. This is in the eye of the beholder

Team Task roles

-refer to behaviors that directly facilitate the accomplishment of team tasks -Orienter: established the direction for the team. Can be important with teams that have autonomy -Devil advocate: offers constructive challenges to the team's status quo. Can be important when there are high stakes for decisions -Energizer: motivates team members to work harder toward team goals. Can be important when the context of which the group works in not necessarily motivating so they need another person to do it -the importance of these different roles depends on the nature of the task

Team-building roles

-refer to behaviors that influence the quality of the team's social climate -Ex: team members who tend to be helpful to other team members is fulfilling an important team building role -Team members who go the extra mile inspire others to go the extra mile -harmonizer: steps in to resolve differences among teammates -Encourager: praises the work of teammates -Compromiser: helps the team see alternative solutions that teammates can accept

transactive memory (state)

-refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team -Says that not everyone knows the same things -To be effective everyone has to know what they are good at -Meta-knowledge: this is knowledge of who knows what so you can ask for help or know who to go to

Potency (state)

-refers to the degree to which members believe that the team can be effective across a variety of situations and tasks -high potency says that teams feel they can perform well and then contribute a lot of time to it -low says that people are not confident in what they can do so they question the team -Potency has a positive impact on a team

Information richness

-refers to the depth and breadth of details contained in a piece of textual, graphic, audio, or video information -Face to face communication has high richness because body language and words can be used -Computer generated reports have low richness because the meaning can get lost -The greater the level of complexity in the work being accomplished by the team, the more likely it is that the benefits of information richness outweigh its costs.

Decision Informity

-reflects whether members possess adequate information about their own task responsibilities -teams can fail because some people do not gather the right amount of information

Incongruent Organizational Systems

-rewards, information systems, patterns of authority, career paths, selection criteria, and other systems and structures are both friends and foes of organizational change -When they are aligned they enforce desired behaviors -When not aligned people revert back to old habits

Member roles

-role: is defined as a pattern of behavior that a person is expected to display in a given context -There are a variety of roles that people can take in the process and if certain team members who possess specific roles are missing that can seriously impact the team -Roles can be distinguished by considering the specific set of task-focused activities that define what the member is expected to do -Ex: soccer team has members who have specific positions and things to do -Ex: top management has a CEO, CFO, COO, CMO

Disjunctive task

-tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness

transportable teamwork competencies

-team training that involves helping people develop general teamwork competencies that they can transport from one team context to another

Incongruent Team Dynamics

-teams develop and enforce conformity to a set of norms that guide behavior -Ex: organizational initiatives to improve customer service may be thwarted by team norms that dis-courage the extra effort expected to serve customers at this higher standard

Action Processes

-teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place -This occurs while the task is going on -Monitoring progress toward goals: when teams see how they are doing in regards to their goals and can see if they are going off track -Systems monitoring: involves keeping track of things that the team needs to accomplish its work. Basically making sure you have enough inventory and materials to continue -Helping behavior: involves members going out of their way to help or back up other team members. Can indirect in the form of feedback as well as directly helping them accomplish something -Coordination: refers to synthesizing team member's activities in a way that makes them mesh effectively and seamlessly

Team Diversity

-the degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people -There can be separation between teams because they look different or have different values and beliefs or just the way in which they do things and complete tasks -The dynamic in a team causes diversity to matter more or less

Team interdependence

-the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team -Linkage between members exists with respect to their goals and rewards

task interdependence

-the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team -There are four types of task interdependence and each requires a different degree of interaction and coordination

Social Loafing

-the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable -Can hinder team effectiveness

Cyberbullying

-the use of electronic communication to bully a person, typically by sending messages of an intimidating or threatening nature. -Social media and devices have created new avenues for bullying -it is more common than in person bullying -If employees are cyberbully they have greater physical and emotional distress when it happens and the next day and fear of future mistreatment -They can be really bad because companies do not have civility norms for online interactions -Also people cannot convey their emotions online therefore the communication is wildly off

Idealized Influence

-to instill pride, respect, and trust within employees -Shows how to work hard and do things right -Managers do this by sacrificing for the good of the group and being a role model and displaying ethical standards

Cross training

-training team members to do all or most of the jobs performed by the other team members -Helps team members create shared mental models -Personal clarification: members simply receive information regarding the roles of other team members (a surgeon will meet with other people on the team to learn what they do) -Positional modeling: involves team members observing how other members perform their roles (the surgeon spends a day shadowing the other people) -Positional rotation: gives members actual experience doing others jobs (this just lets them get a better understanding but they cannot actually do the job in the future)

Model of Transformational Leadership

-transform followers to pursue organizational goals over self-interests by using leader behaviors that appeal to followers' self-concepts such as values, motives, and personal identity -Appeal to followers self concept and their values -Four key behaviors of transformational leaders: -Inspirational motivation -Idealized influence -individual consideration -Intellectual stimulation

Conflict Continuum

1) Initially experts believed all conflict had to be avoided or quickly resolved 2) It was recognized that conflict is inevitable and managers need to learn to live with it 3) OB Specialists realized that conflict had both positive and negative outcomes and organizations could suffer from too much or too little conflict

Frequently Used Political Tactics

1. Building a network of useful contacts 2. Using "key players" to support initiatives 3. Making friends with power brokers 4. Bending the rules to fit the situation 5. Using self-promotion 6. Creating a favorable image (also known as impression management, discussed next) 7. Praising others (ingratiation) 8. Attacking or blaming others 9. Using information as a political tool

Reducing the restraining forces

1. Communication 2. Learning 3. Involvement 4. Stress Management 5. Negotiation 6. Coercion

Why style matters

1. Culture. Conflict-handling styles are not just an individual-level phenomenon. Departments and entire organizations can develop the same styles—integrating, dominating, and avoiding. And leaders' own styles have the greatest influence in determining which style becomes embedded in the group or organization. 2. Results. Cooperative styles (integrating and obliging) improved new-product development performance between buyers and suppliers across several industries in Hong Kong. In contrast, uncooperative styles (dominating and avoiding) increased numerous types of conflicts and hampered new-product development. Compromising had no effect on performance in these same situations.77 New-product development relationships are increasingly important in the global economy. Give careful consideration to the styles you use when working with such partners. 3. Reduced turnover. Research with nurses showed that those with high levels of emotional intelligence were more inclined to use collaborative conflict-handling styles and less likely to use accommodating styles. Given the intense shortage of nurses in many parts of the world, turnover is a critical and top-of-the-mind issue for nursing managers and health care administrators alike. Therefore, reducing conflict (bullying) is an important and effective means for reducing turnover. 4. You vs. Others. As you learned regarding personality conflict above, it is important to consider your style versus that of the other person(s) in the conflict. Your styles might be at odds, but it might also be your personalities. The OB in Action box can shed light on this and help.

How to create a psychologically safe climate

1. Frame work as a learning problem, not a performance problem. 2. Practice inclusive leadership. 3. Model curiosity and ask many questions. 4. Celebrate and reinforce risk taking and differences.

Applying Contingency Theories

1. Identify important outcomes 2. Identify relevant leadership behaviors 3. Identify situational conditions 4. Match leadership to the conditions at hand 5. Decide how to make the match

Take-aways from Fiedler's Model

1. Leadership effectiveness goes beyond traits and behaviors 2. Organizations should attempt to hire or promote people whose leadership styles fit or match situational demands 3. Leaders need to modify their style to fit a situation

Categories of Leader Behavior in Revised Path-Goal theory

1. Path-goal-clarifying behavior: Clarifying employees' performance goals; providing guidance on how employees can complete tasks; clarifying performance standards and expectations; use of positive and negative rewards contingent on performance 2.Achievement Oriented Behaviors: Setting challenging goals; emphasizing excellence; demonstrating confidence in employees' abilities 3. Work Facilitation behaviors: Planning, scheduling, organizing, and coordinating work; providing mentoring, coaching, counseling, and feedback to assist employees in developing their skills; eliminating roadblocks; providing resources; empowering employees to take actions and make decision 4. Supportive Behaviors: Showing concern for the well-being and needs of employees; being friendly and approachable; treating employees as equals 5. Interaction-facilitation behaviors: Resolving disputes; facilitating communication; encouraging the sharing of minority opinions; emphasizing collaboration and teamwork; encouraging close relationships among employees 6. Group-oriented decision-making behaviors: Posing problems rather than solutions to the work group; encouraging group members to participate in decision making; providing necessary information to the group for analysis; involving knowledgeable employees in decision making 7. Representation and networking behaviors: Presenting the work group in a positive light to others; maintaining positive relationships with influential others; participating in organizational social functions and ceremonies; doing unconditional favors for others 8. Value-based behaviors: Establishing a vision, displaying passion for it, and sup-porting its accomplishment; demonstrating self-confidence; communicating high-performance expectations and confidence in others' abilities to meet their goals; giving frequent positive feedback

Does the revised Path-goal theory work?

1. Use more than one style of leadership 2. Help employees achieve their goals 3. Modify your leadership style to fit various employee and environmental characteristics

Four-D Model of Appreciative Inquiry

1. discovery "what is or what could be. What is possible" 2. dreaming "what might be. What could the future look like" 3. designing "what should be. Involves dialogue about what you want to see" 4. delivering "what will be. Developing objectives on what it will be" -Frames change around positive and possible future 1. Positive Principle (focus on positive, not problems) 2. Constructivist Principle (conversations shape reality- how to shape it in a way to get people excited) 3. Simultaneity principle (inquiry and change are simultaneous- important for the tech industry) 4. Poetic Principle (we choose how to perceive situations) 5. Anticipatory principle (people are motivated by desirable visions)

Storming

2. members remain committed to ideas they bring with them to the team. -This can trigger conflict that negatively affect the interpersonal relationships and harms the teams progress

Norming

3. members realize they they need to work together to accomplish team goals and consequently they begin to cooperate with one another -A feeling of solidarity can develop as they work towards the team goal and norms of what different members have to do start to develop

Adjourning

5. members experience anxiety and other emotions as they disengage and ultimately separate from the team

Conflict management (interpersonal processes)

Conflict management: involves the activities that the team uses to manage conflicts that arise in the course of its work. conflict can have a negative impact on the team but it nature of the conflict and how it is resolves makes the biggest impact -Relationship conflict: refers to disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences. Not directly associated with the team -Task conflict: refers to disagreements among members about the task. Can result in reduced team effectiveness unless there are a few things in place -It will not negatively effect a team if they trust one another and can express ideas without fear of being judged -If relationship conflict is low the negative impact of task conflict is low -if emotional stability in a team is good then task conflict will not be too negative -When trying to manage conflict it is important to keep the teams mission in mind. Members cannot get too heated. Members need to be willing to openly express their ideas

Uncertainty and Political Behavior

Five of the most common sources of uncertainty: 1. Unclear objectives. 2. Vague performance measures. 3. Ill-defined decision processes. 4. Strong individual or group competition. 5. Any type of change.

Cialdini's Six principles of persuasion

Research has found 6 principles for influencing people. -They are based on the idea that people have fundamental responses and if your efforts align with these responses your influence increases 1. Liking: people like people who like them 2. Reciprocity: you should expect to get what you put out there. 3. Social Proof: people follow people who are most similar to them. Peer pressure can be powerful 4. Consistency: people usually do what they commit to 5. Authority: people usually defer to and respect people who are credible 6. Scarcity: people want things that they have limited availability to -When two or more of these exist in a situation you can use them in an additive way

Conflict-Handling Styles

there are five common styles of handling conflict: - Integrating: interested parties confront the issue and cooperatively identify it, generate and weigh alternatives, and select a solution -Obliging: tends to show low concern for yourself and a great concern for others. Such people tend to minimize differences and highlight similarities to please other party -Dominating: High concern for self and low concern for others, often characterized by "I win, you lose" tactics. The other party's needs are largely ignored. This style is often called forcing because it relies on formal authority to force compliance. -Avoiding: Passive withdrawal from the problem and active suppression of the issue are common -Compromising: Is a give-and-take approach with a moderate concern for both self and others. Compromise is appropriate when parties have opposite goals or possess equal power.