Management Power Quiz #1 CONCEPTS

success factors for self-directed teams

SDTs should be responsible for entire work process should have autonomy to organize and coordinate their work~ motivates team members through feelings of empowerment pg 142

Work Related Stress and its management

Stress: physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions. (affects our bodies) critics of cognitive appraisal say it is more accurately described as an emotional expirience which may occur before or after a conscious evaluation of the situation distress: deviation from healthy functioning eustress: necesssary part of life because it activates and motivate people pg75

Stressors

cause stress. environmental conditions that place a physical or emotional demand on a person. ex: harassment, incivility, work load, lack of task control. pg76

self concept and organizational behavior

factor in perception and desicion processes and biases, motivation, team dynamics, leadership development, stress, pg48

Need for POwer

frequently rely on persuasive communication, make more suggestions in meetings, and tend to pubicly evaluate situations more frequently 1) personalized power: enjoy power for thier own sake. use it for personal interests, and wear their power as a status symbol 2) socialized power: use power to help others. high degree of altruism and social responsiilty. pg88

evaluation apprehension

meetings are attended by people with different levels of status or expertise, discourages members from sharing pg145

influences of team cohesion

member similarity team size member interaction somewhat difficult entry team success external competition and challenges pg140

Managing Work- Related Stress

cant avoid- its a vicious cycle Remove the stressor: assigning employees to jobs that match their skills and preferences (see page 79) flexible and limited work time job sharing telecommunicating personal leave child care support pg 80

advantages of team

ADVANTAGES: people are more motivated when working in teams than working alone bc 1) drive to bond 2) accountable to fellow team members who monitor performance more closely 3) coworkers are benchmarks of comparison pg129

organizational conditions supporting creativity

CONDITIONS: learning orientation: knowing employee make reasonable mistakes motivation open communication job security support from leaders and coworkers pg121

accelerating team development though team building

TYPES 1) task focused 2) improve team;s problem solving skills 3) clarifies and reconstructs each members perceptions of her or his role as well as role expectation 4) helping team members learn more about each other and develop ways to manage conflict most effectives team building interventions seem to be those in which employees receive training on specific team skills PROBLEMS: 1) team building interventions are used as ~general solutions to general problems 2) applied as a one-shot deal 3) team building happens on the job, not anywhere else pg139

Drives needs and behaviors

drives and emotions----- needs----- decisions and behavior pg85

task characteristics

task complexity ~~ well structured tasks MAIN BENEFIT is that it is easier to coordinate the work among several people. task interdependence ~ pooled interdependence ~ sequential interdependence ~ reciprocal interdependence a team structure improves interpersonal communication and results in better communication pg 133

Work Load

why long hours?? 1) effects of tech and globalization, time zones 2) many people are caught up in consumerism, want to buy more 3) "ideal worker norm"professionals expect themselves and others to work longer. pg77

brain writing

write down their own ideas rather than verbally describe them. pg146

Inequity and Employee Motivation

inequity tension: when people believe they are under- over rewarded, they experience negative emotions. reduce inequality tension: 1) to reduce our inputs 2) increase outcome 3) increase the comparison 4) decrease comparison 5) change your beliefs 6) change the comparison other 7) leave pg 98

informal groups and organizational outcomes

1)not created for corporate objectives but have profound influebce on the org and its employees. 2)emotional and informational social support 3) backbone for social network--- important sources of trust building, info sharing, power and influence pg 129

rational choice decision-making process

2 parts: 1) subjective expected utility 2) people follow the systematic decision process in 6.2 (pg109). FIRST STEP: problem: a deviation between the current and the desired situation (gap between what is and what it ought to be) opportunity: a deviation between current expectations and a potentially better situation that was not previously expected. ~~ decision makers realize that some decisions may produce results beyond current goals or expectations. SECOND STEP: choose best decision programmed decisions: they have already been solved, so the optimal solution has already been identified abd documented non-programmed decisions: require all steps in decision making. THIRD STEP: identify and develop a list of all possible choices FOURTH STEP: select the choice with the highest subjective utility FIFTH STEP: implement the selected alternative pg109

employee engagement

an individuals emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work related goals. described in terms of self- efficacy: you can get the job done ~challenge to employers that most employees aren't engaged. DRIVERS: goal setting, employee involvement, organizational justice, organizational comprehension, employee development opportunities, sufficient resources, and an appealing company vision. pg84

Social Cognitive Theory

alt to behaviorist approach 1) consequences, 2) behavioral modeling, and 3)self-regulation pg94

job satisfaction

appraisal: the perceived job characteristic, work environment, and emotional experiences at work. Satisfied employees have a favorable evaluation of their jobs, based on their observations and emotional experiences. BEST VIEWED as a collection of attitudes about different aspects of the job and work context PROBLEMS: 1) surveys often use a single direct question "how satisfied are you with your job?" employees who are dissatisfied are reluctant to reveal thier feeling in a direct questiion 2) the cultural values make it difficult to compare job satisfaction across countries 3) job satisfaction changes with economic conditions pg70

Activities that encourage creativity

ask people unfamiliar with the issue 1) associative play 2) morphological play 3) cross pollination pg121

Scientific Management

associated with high levels of job spec. and standard. effective companies have detailed work procedures and practices developed by engineers pg101

Values across cultures individualism vs collectivism

individualism: highly individualistic, personal value personal freedom, control over their own lives and an appreciation for uniqueness. collectivism:the extent to which we value our duty to groups and group harmony. these are not the opposite of each other. pg39

develop team identities and mental models

1)developing team identity 2) developing team mental models and coordinating routines pg137

Concerns with expectancy theory

1)how it has been tested 2) ignores central role of emotion in employee effort and behavior 3) affect motivation, but it doesn't explain how employees develop these satisactions pg92

Organizations

-are not buildings or government-registered entities -exist without walls or gov. documentation to confer their legal status. -(throughout history) consist of people who communicate, coordinate, and collaborate with each other to achieve a common goal. -KEY: organizations are collective entities of people who interact in an ORGANIZED way. this requires minimal level of communication, coordination, and collaboration to achieve organizational goals. -accomplish goals by sharing materials, info, and expertise. KEY: members have a collective sense of purpose. (isn't always well defined or agreed upon) ch1 pg3

types of emotions

1) valence (core affect) signaling that the perceived object or event should be approached or avoided. ~~~ emotions evaluate environmental conditions as good or bad, helpful or hurtful, ~~ negative emotions generate stronger levels of activation than positive emotions 2) emotions vary in their level of activation pg62

characteristics of creative people

1)cognitive and practical intelligence 2) persistence 3) knowledge and expirience 4) independent imagination pg120

How team norms develop

1) anticipate or predict hoe others will act 2) team members discover behaviors that help them function more effectively 3) experiences and values that members bring to the team pg139

Contingencies of employee involvement

1) decision structure 2) source of decision knowledge 3) decision commitment 4) risk of conflict ~ to make best decisions we need to involve people who have the most valuable information and who will increase commitment to implement the decision. ~ employee involvement is a formative stage of team dynamics pg 123

problems with stereotyping

1) do not accurately describe every person in the group 2) lays foundation for discriminatory attitudes and behaviors unintentional/ intentional discrimmination experts say that categorical thinking is automatic and nonconcious. pg 51

self-fulfilling prophecy

1) form expectations 2) expectations affect attitude and behavior toward employee 3) that behavior affects employees ability and motivation 4) employee's behavior becomes more consistent with initial expectation pg54

Why people sterotype.

1) form of categorical thinking 2) have an innate need to understand and anticipate how others will behave 3) motivated by observers own self-enhancement and social identity. categorization: put people in groups by comparing them homogenization: we think people within a group are similar to each other differentiation: assign more favorable charactersitics to people in our groups rather than other groups. pg50

benefits of employee involvement

1) improves identification of probs and opportunities 2) provides conduit for org leaders to be alerted to such problems 3) improves the evaluation of alternatives 4) strengthen employee commitment to the decison 5) positive affects on employee motivation, satisfaction, and turnover. ~~ critical practice in org. change because employee are more motivated to implement the decision and less likely to resit changes resulting from the decision pg123

Problems with job specialization

1) increased turnover and absenteeism tend to be higher in specialized jobs with very short cycle times. 2) sometimes have to pay higher wages to attract job applicants 3) repitive and tedious 4) undermines work quality by disasoiciating from overall product pg102

Problems with Information Processing

1) makes several assumptions about the human capacity to process info ( that we can process info about all alternatives and their consequences) 2) decision makers typically evaluate alt. sequentially rather than all at the same time. implicit favorite 3) decision makers also overweight factors on which implicit favorite is better and underweight areas in which the alternative is superior. pg112

success factors of virtual teams

1) need to apply the effective team behaviors decribed earlier in the chapter. require communication, stong self-leadership, and guide behavior, high emotional intelligence 2) should have a toolkit of communication channels 3) need plenty of structure 4) should meet face to face fairly early in the team development process pg144

improving creative decision making in teams

1) need to be confident in thier decision making but not so confident that they feel feel collectively invulnerable 2) checks and balances 3) be large enought to process collective knowledge to resolve the problem pg 146

Individual Stressors

1) physical health 2) coping strategies that employees use to ward off a particular stressor ~~ personality low neuroticism means less stress. people who are really confident have less stress. pg78

Identifying problems and opportunities

1) recognize that mental models restrict a person's perspective of the world 2) resist temptation of looking decisive when a more thoughtful examination of the situation should occur. 3) create a norm of "divine discontent" . never satisfied with status-quo 4) can minimize problem identification errors by discussing the situation with colleagues. pg111

Caveats about Cross-Cultural Knowledge

1) rely on small convienent samples 2) assume country has 1 culture 3) most studying are based on research done 40 years ago pg40

brainstorming

1) speak freely 2) dont criticize 3) provide many ideas as possible 4) build on the ideas that others have presented pg146

Searching for, evaluating, and choosing alternatives

ACCORDING to rational choice paradigm- rely on logic to evaluate and choose alternatives. assumes that decision makers have well- articulated and agreed-on org goals and efficiently process facts about all alternatives bounded rationality: bc the process limited and imperfect information and rarely select the best choice. pg111

Ability

Aptitudes: natural talents that help employees learn tasks quicker and perform better ex. finger dexterity Learned Capabilities: are skills and knowledge that you currently possess. Ex. physical and mental skills and knowledge you have acquired. ^^ part of broader concept of competencies: characteristics of a person that result in superior performance. matching strategy for job requirements 1)select applicant who already has capabilities 2) train applicants 3)redesign the job pg 25

Mars Model of Employee Behavior

Director predictors of individual behavior and performance are ability, motivation, situation and ROLE PERCEPTIONS (individuals expected role obligations). m-motivation a- ability r-role perception s-situation if any are low, the individual will perform poorly M, A, R are internal S-external direct predictors of employee performance, customer service, coworker collegiality, ethical behavior, and all other forms of voluntary behavior. pg23

Job design and work motivation

Herzberg motivators: growth and esteem needs hygienes: lower order needs argued that only characteristics of the job itself motivate employees, whereas the hygiene factors merely prevent dissatisfaction. pg102

Types of Values

Instrumental vs terminal values. 10) universalism, benevolence, tradition, conformity, security, power, achievement, hedonism, stimulation, and self direction 4) clusters- openness to change: extent person is motivated to pursue innovative ways. hedonism, stimulation, and self-direction conservatism: person is motivate to pursue the status quo. (conformity, security and tradition) self-enhancement: motivated by self-interest. achievement, power, hedonism self-transcendence: motivation to promote the welfare of others and nature. benevolence, universalism pg33

Job design practices that motivate

Job rotation:1) adds some skill variety into the work-day. 2) minimizes health risks from repetitive strain and heavy lifting 3) supports multitasking Job enlargement: more tasks to perform Job enrichment: productivity is higher when task identity and job feedback are improved natural grouping: combing highly interdependent tasks into one job. jobholders have a stronger feelings of resp. for an identifiable body of work. establish clients relationships: directly responsible for specific clients increases task significance. pg103

Building Organizational Commitment

Justice and Support: affective commitment is higher when org fulfill obligations to employees and abide by humanitarian values Shared Values: Trust Organization Comprehension Employee Involvement ~~~Linked by emotional episodes and cognitive judgments about the workplace and relationship with the compnay pg 75

Field of Organization Behavior

OB encompasses the study of how organizations interact with the external environments, particularly, in the context of employee behavior and decisions.

Nature vs Nurture

Nature: genetic of hereditary origins, the genes we get from out parents. genetic codes affect our attitudes, decisions, and behavior Nurture: socialization, life experiences, and other forms of interaction with the environment. personality becomes more stable over time. "who we are" serves as an anchor for our behavior. self concept: becomes clearer and stable- our personality does as well. pg29

Personality in Organizations

Personality traits= patterns of behaviors people vary their behavior to suit the situation ( chatty people are quiet in the library but still talk more than the average) pg29

Core Job Satisfaction

Skill variety Task Identity Task Significance Autonomy Job Feedback pg102

improving self-awareness

a more successful way to minimize perceptual biases by increasing self-awareness. tends to reduce perceptual biases by making people more open-minded and non-judgmental towards others. how to become more self-aware: 1)complete formal tests that indicate any implicit biases we might have towards others. 2) apply the Johari Window: increase he size of your open area so that you and your colleages are aware of your perceptional limitations. direct communication blind area: others know but we dont open: known to you and outsiders hidden:known to you and hidden to others unknown: unknown to you and others disclosure: informing others of your beliefs, feelings, and experiences that may influence your relationship. feedback: reduces blind area pg58

emotional intelligence

abilities include:: awareness to own emotions: ability to perceive and understand the meaning of our own emotions. management of our own emotions: includes generating or suppressing emotions. Awareness of other's emotions: empathy Management of others' emotions: consoling, inspiring to manage own you need: self awareness pg 69

moral sensitivity

ability to detect a moral dilemma and estimate it relative importance. factors associated with it: empathy, expertise or knowledge, experience with moral dilemma, MINDFULNESS: persons receptive and impartial attention to and awareness of the present situation as all as to one;s own thoughts and emotions in that moment. pg37

need for affilitation

actively support others and smooth out workplace conflict. project a favorable image of themselves less effective in allocating scare resources pg87

General Adaption Syndrome

alarm reaction: stage occurs when a threat or challenge activates physiological stress responses that were noted above. resistance: activates various biochemical, pschological, and behavioral mechanisms that give person energy to engage. to focus energy on stress it takes energy away from the immune system exhaustion: pg 76

Emotions, Attitudes, Behavior

attitudes: cluster of beliefs, judgments (rather than experiences) MEANING judgments involve evaluation of an attitude object and emotions operate as events. usually without our awareness. operate unconsciously. but more stable over time traditional cognitive perspective of attitudes 1) beliefs: established perceptions of attitude object 2)feelings: represent you conscious positive or negative evaluations of the attitude object 3)behavioral intentions: your motivation to engage in a particular behavior regarding the attitude object. CONTINGENCIES: 1) people with the same beliefs might form quite different feelings toward an attitude object because they have different valences for those beliefs. 2) people with same feelings toward the attitude object might develop different behavioral intentions 3) people with the same behavioral intention might behave differently. pg63

organization behavior modification

behaviorism: a good theory should rely exclusively on behavior and the environment and ignore nonobservable cognition and emotions pg 92

emotions form early preferences

brain quickly attaches emotions to info about alternative. therefore of preferred alt is strongly influenced by intial emotion markers ~ requires strong logical evidence to change our initial preferences ~emotions energize our preferred choice pg114

perceptual organization and interpretation

categorical thinking relies on nonconscious process of organizing people and objects into pre-conceived categories that are stored in our long term memory grouped together based on similarities and the need for cognitive closure, and when we think we see trends in otherwise ambiguous info. ~make sense of the world selective attention, perceptual organization, and interpretation operate quickly and without our awareness. pg49

supporting ethical behavior

code of ethical construct: motivate and guide conduct train and regularly evaluate about their knowledge of proper ethical conduct. training, hotlines, audits, and realted activities pg 38

generating positive emotions at work

companies try to inject more positive expiriences into the work place. critiques argue that the orgs main focus should be to create positive emotions through the job itself as well as natural everyday occurrences like polite customer and supportive coworkers. corporate leaders need to keep in mind that emotions shape employee attitudes and attitudes influence various forms of work-related behavior arrows: automatic emotional responses that are learned or hardwired by heredity for particular situations pg65

Self- Concept and How we Perceive ourselves

compare images of profession with who we are and who we want to be we have individual self, relational self, and collective self pg43

achievement nourishing communication

competitive vs cooperative high ANC like people who are tough and aqcuiting money and material goods low ANC: people who care about relationships and the well-being of others pg40

self concept complexity, consistency, and clarity

complexity: # of roles or identities you identify yourself with and the SEPARATION of those selves (low complexity when they all relate and are HIGHLY INTERCONNECTED (you;re the manager and family wage earner, and the engineer) consistency: consistent when your roles require the same personality traits. clarity: clear, confidently defined, and stable self concept. confident about who you are. pg44

Situational Factor

conditions beyond control environmental cue (hazards)~~~ workplace behavior is better when things are defined pg26

ABCs of OB mod

consequences: are events following a particular behavior that influence its future occurence ~ can also include no outcome at all Antecedents: events preceding behavior, informing employees that a particular action will produce scientific consequences pg 93

Stereotyping in organizations

consist of personality traits and physical characteristics. formed through personal expiriences but mainly through media shared beliefs across entire society and sometime across several cultures assigns percieved attributes to individuals who are a part of a group often defined as exaggerations or falsehoods: distort kernals of truth pg50

Organizational Citizenship

cooperation and helpfulness to others that support the org social and psychological context. toward individuals (adjusting work schedule) or corporation (public image) sometimes viewed as discretionary behaviors (dont have to preform them) but some employees believe that is is part of their job. often supported and encouraged by company. when engaged: employees/teams perform better negative consequences: have higher work-family conflict. takes time and energy away from performing tasks. pg 27

biased decision heuristics

decision heuristics: automatically distort either the probability of outcomes or the value of those outcomes ~ anchoring and adjustment heuristic ~availability heuristic ~ representative heuristic pg112

Making Choices more effectively

decisions tend to have higher failure rate when leaders are decisive rather than contemplative about available options. 1) systematically asses altern. against relevant factors, decision makers minimize the implicit favorite and satisficing probs. 2) remember that decisions are influenced by both rational and emotional procesess. 3) think about what would happen if a signif. environmental condition changed and what the org would do to anticipate and react to such an outcome. pg116

evaluating decision outcomes

decison makers arent completely honest with themselves when evaluating the effectiveness of their decisions PROBLEMS: confirmation bias( or post decisional justification): inflates the decision makers initial evaluation of the decision pg116

Contemporary challenges for organizations

deeply affected by external environment so orgs need to maintain a good organization- environment fit by anticipating and adjusting to changes in society. -----------------globalization---------------------------- orgs. globalize when they actively participate in other countries cultures. info tech and transportation systems allow a much more intense level of connectivity and interdependence on our planet. Advantages- lower costs, larger markets, and greater access to knowledge and innovation But- does it help developing countries (work intensification)? reduce job security and work life balance in developed countries? MOST IMPORTANT ISSUE: is how corporate leaders and employees alike can lead and work effectively in this emerging reality. (effects teamwork, diversity, cultural values, org structure, leadership, and other themes) ------------- increasing work place diversity---------------- surface-level/ deep-level consequences- opportunities vs challenges opportunities: provides diverse knowledge, teams with more diversity make better decisions on complex problems than teams with similar backgrounds. gain higher financial returns. improves customer service challenges: teams take longer to perform effectively bc of communication problems which creates "faultlines" . can be source of conflict, which can reduce info sharing and morale. diversity is: moral and legal imperative. fairness is a well-known predictor of employee loyalty and satisfaction. ----------------emerging employment relationships--------- NOW: w/ tech, work hours are longer, more work-related stress= family and personal relations are suffering MAIN BENEFIT: work- life balance (cause=) people spend too much time a week performing or thinking about their job in workplace home or vacation. virtual work: not traditional workplace. connected to office when traveling or at clients offices, or HOME. telework: perks among job applicants. attracts young applicants that are well educated and tech savvy. can help work-life balance bc less time travelling to office. increases productivity bc less stress and tend to allocate commuter time to work time. environmental benefit- less greenhouse gas emissions. financial: save money on travel Challenges/ limitations: more social isolation less cohesion with their coworkers. can be unfair if people do not have the means to telework. teleworkers feel that they are at a disadvantage because they think that people on the premise receive more support and promotion opportunities. ~ better suited for people who are self motivated, organized, can work effectively with broad band and other tech. and have sufficient fulfillment of social needs elsewhere in life. ch1 pg6-7-8

moral intensity

degree to which an issue demands the application of ethical principals. pg36

feedback through strengths-based coaching

describe areas of work where they excel or demonstrate potential. motivate employees because they inherently seek feedback about their strengths, not their flaws. these inquisitions sometimes produce so much negative feedback that employees become defensive focusing on weakness companies fail to realize the full potential of the employees strengths pg96

Motivation

direction: oath along which people steer their effort. ~~motivation is goal directed, not random. intensity: the amount of effort that is allocated. how you push yourself to the task. persistence: continuing the effort for a certain amount of time. (think about driving a car to remember) these three elements are cognitive and emotional conditions that directly cause us to move. pg24

managing workplace emotions

display rules: norms or explicit rules requiring is within out role to display specific emotions and to hide other emotions. emotional labor increases when employees must precisely rather than casually abide by the display rules pg67

Maintaining Work Attendance

even low absenteeism can disrupt the workflow of other employees and undermine customer service. employees with job dissatisfaction, workplace incivility, or work related stress are more likely to be absent Presenteeism: show up but incapable to perform at capacity bc of illness, etc pg28

Historical Foundations of Organizational Behavior

distinct field around 1940. became unified discipline around WWII Plato: essence of leadership Confucius: virtues of ethics and leadership Adam Smith: benefits of Job specialization and division of labor. Max Weber: rational organizations, the work ethic, charismatic leadership Frederick Winslow Taylor: systematic ways to organize work processes and motivate employees through goal setting and rewards. Elton Mayo: human relations- emphasized the study of employee attitudes and informal group dynamics in the workplace. Mary Parker Follett: new ways of thinking about constructive conflict, team dynamics, power and leadership. Chester Bernard: insightful views of regarding organizational communication, coordination, leadership and authority, organizations as open systems and team dynamics. ch1 pg4

Self- directed tems

distinctive features 1) teams complete and entire p iece of work requiring several interdependent tasks 2) substantial autonomy over the execution of the tasks ~ popular way to organized employees pg 142

Open Systems Perspective

earliest and well-entrenched ways of thinking about organizations. views organizations as complex organisms that "live" within an external environment. depend on the external environment for resources (raw materials, job applicants, financial resources, information, and equipment). resources get transformed into outputs or turned into subsystems includes a number of subsystems (departments, teams, informal groups, work processes, tech configurations, and other elements) subsystems are dependent on each other as they transform inputs to outputs --------organization-Environment FIt----------------- according to open system perspective, orgs are effective when they maintain a good "fit" with their external environment. Good fit = orgs inputs, processes, and outputs are aligned with the needs and expectations of the external environment. 3 ways to maintain: 1) change the company's product and services and outputs 2) actively managing their external environment (marketing) 3) move to a new environment ------------------internal subsystems effectiveness----------- also view effectiveness by how well the organization internally transforms inputs to outputs. org efficiency= ratio of inputs to outcomes. more services/ goods with less labor. need processes that are adaptive an innovative ~ allows orgs to better respond to changing conditions and customer needs. innovation allows a company to design work processes that are superior to what competitors offer. IMPORTANT FEATURE: how well the internal subsystems coordinate with each other. rely on coordinating mechanisms to maintain an efficient and adaptable transformation process. ch1 pg 12-13

team cohesion

emotional experience, not just a calculation of whether to stay or leave it exists when team members make the team a part of their identity pg 139

four-drive theory

emotions are at the core of employee motivation human being have several hardwired drives, including social interaction, learning, and getting ahead. ~~~ these drives generate emotions, which represent the prime movers or sources of effort of individual behavior. everyone has four drives: the drive to acquire, the drive to comprehend, the drive to defend, the drive to bond. are innate and universal pg88

Emotions and Personality

emotions are partly determined by a person's personality, not just work place expiriences people with more positive emotions typically have higher emotional stability and are extroverted positive and negative emotional traits affect a persons performance but the actual situation in which people work has been a noticeably stronger influence on their attitudes and behavior pg67

Emotions at the work place

emotions: brief "episodes" that typically subside or occur in waves lasting milliseconds to a few seconds. Are directed toward something or someone. expiriences. represent changes in state. emotional reactions are subtle; they occir without us knowing. they put us in a state of readiness. moods: not directed toward anything. pg 61

uncertainty avoidance

employees with high UA like structure prerfer direct communication pg40

Equity Theory

equality principal: operates when we believe that everyone in the group should receive the same outcomes. need principal: is applied then we believe that those with the greatest need should receive more outcomes than other with less need. equity principal: people should be paid in proportion to their contribution. outcome input ratio: the value of the outcomes you receive divided by the value of the inputs you provide in the exchange realtionship equity theory: we compare our outcome- input ration with the comparison of another. pg97

Individual Differences in Needs

everyone has the same drives; they are hardwired in us through evolution. people develop different intensities of needs in situations. self-concept, social norms, and past experience amplify or suppress drive-based emotions.~ALSO, regulate a persons motivated decisions and behavior pg85

emotions serve as info when we evaulate alt

everyone pays attention to emotions when choosing alt. pg114

evaluating goal setting and feedback

excellent rep for increasing motivation concern: 1) focuses employee on narrow subset of measurable performance indicators 2) goal achievement is tied to financial rewards- employees are motivated o set easy goals pg97

Control Stress Consequences

excerisze, sleep meditation nutrition fitness employee assistance programs pg80

team norms

exist only on behaviors that are important to the team (grimace or sarcastic comment) member conform to prevailing norms without direct reinforcement or punishment bc they identify with the group pg139

Critical Psychological States

experienced meaningfulness experienced responsibility knowledge of results pg 103

Evaluating Four-Drive Theory

explains why needs vary from one person to the next, but avoids assumption that everyone has the same needs hierarchy. theory satisfies two of maslows criteria- its holistic and humanistic its far from complete: social norms, personal values, and past experience probably dont represent the full set of individual characteristics that translate emotions into goal-directed effort.

Procedural Justice

fairness of the procedures uses to decide the distribution of resources several ways to improve procedural justice 1) voice: feel better when they have to opportunity to speak their mind. its higher when its unbiased and relies on complete and accurate info. when they are given a full explanation of the decision and they are treated with respect throughout the complaint process. pg99

Receive social support

families, coworkers friends, supervisors provide emotional and informational support ~ improves optimism and self confidence bc it makes people feel valued and worthy "tend and befriend" "fight or flight" pg80

characteristics of effective feedback

feedback is info that lets us know we have the achieved the goal or are properly directing our effort motivates when it is constructive and when employees have strong self-efficacy specific, relevant, timely, credible, sufficiently frequent consider: their knowledge of task and how long it takes to complete that task pg95

Attribution theory

forming beliefs about causes of behavior or events internal, external 3 attribution rules: consistency, distinctiveness, consensus: to decide whether someones behavior and performance are mainly cause by their personal characteristics or environmental influences ~we relyon this process to form cause-effect relationships, which enables us to work more effectively. ~helps us determine responsibility for event pg53

Increasing E-to-P

important part= matching abilities to job requirements and clearly communicating the tasks required for the job. behavior modeling and supportive feedback generally stengthen the idivids. belief pg92

Problems with the Rational Choice Paradigm

impossible to apply because people cannot be perfectly rational pg109

Five Factor Model

found in scholarly research but is increasing used to access job applicants CANOE conscientious and stability stand out as the best personality predictors of individual performance for most job groups. conscientious employees set higher goals for themselves, more motivated, and have higher performance indicators and organizational citizenship work better in orgs that give them freedom. people with higher emotional stability have more positive belief system and are better are directing their attention to the task at hand. Other 3 factors are more specific. Extraversion is associated with performance at a sales and management job, where employees and interact with others. Agreeableness: where employees are expected to be cooperative and helpful (customer relations) Openness to experience: tend to be more creative and open to change. personality influences well-being, including emotional reactions to situations and preferred coping mechanisms. pg30

Escalation of commitment

four influences of why leaders are led into deeper and deeper into failing projects 1) self justification: engage in behaviors that convey a positive public image of themselves 2) self-enhancement: natural tendency to feel good about themselves 3) prospect theory effect: experience stronger negative emotions when losing something of value than the positive emotions of gaining something of equal value. motivates us to avoid losses. 4) sunk costs: value of resources already invested in the decision escalation of commitment is usually framed as poor decision making pg117

goal setting and feedback

goal setting 1) amplifies the intensity and persistence of effort 2) gives employees clearer role perceptions so their effort is channeled toward behaviors pg95

False- Consensus Effect

happens because:1) we are comforted in believing that others are similar to us, particularly regarding less acceptable behavior. "everyone does it" 2) we interact more with people who have similar views and behaviors.3) we are likely to remember information that is consistent with our views 4) our social identity process homogenizes people within groups, so we tend to think that everyone in that group has similar opinions and behavior, including the false- consensus attitude and behavior. pg56

Global Mindset

includes a) an awareness of, openness to, and respect for other views and practices around the world. b) the capacity to empathize and act effectively across cultures c) the ability to process complex information about novel environments d) ability to comprehend and reconcile intercultural matters with multiple levels of thinking. 1) develop more global frame of reference about their business and its environment 2) understanding the mental models held by colleagues from other cultures as well as their emotional expirences in a given situation 3) process and analyze large volumes of information in new and diverse situations 4) involves the capacity to quickly develop useful mental models of situations, particularly at both a local and global level of analysis. pg 59

emotional intelligence outcomes and development

helps us understand what goes on in social relations people with high EI are better at interpersonal relations, perform better in jobs req. emotional labor, are superior leaders, and make better decisions involving social change. increase intelligence though training programs designed for that purpose generally employees improve their emotional intelligence though awareness of the concept, self awareness of the concept, self awareness of EI scores, and coaching and other forms of feedback. pg69

Harassment and incivility

hostile or unwanted conduct, verbal comment, actions, and gestures that undermine employee's dignity or psychological or physical integrity. sexual harassment: persons employment or job performance is conditional and deoends on unwanted sexual realtions. interferes with workplace -- hostile work environment pg77

Role perceptions

how people understand their duties assigned to or expected of them exists in three forms:1) understand the specific duties and consequences the are accountable for 2)understand priority of the tasks and performance expectations 3) understanding the preferred behaviors or procedures for accomplishing the assigned tasks. ~~~ important bc they represent how well employees know where to direct their effort. work more accurately and effectively, essential to coordinate with shareholders and coworkers motivates employees bc they they believe that their behavior will get expected outcome. pg 25

Withdraw from the Stressor

if you cant remove you should find an alternative strategy - permanently or temporarily remove employees from the stressor. -transfer jobs that are more compatible -vacations -time off, sabbaticals -game rooms, ice cream carts pg80

Self-Regulation

important feature: human beings set goals and engage in othe forms of intentional, purposive action. pg94

Ethical Values and Behavior

integrity: the leader's ethical standards ethics: study of moral principals or values that determine whether actions are right or wrong and the outcomes are good or bad. pg35

evaluating equity theory

isnt always to easy to put into practice because it doesnt identify the comparison other and doesnt indicate the inputs best solutions: 1) know employees well enough to minimize risks 2) equity theory accounts for only some of our feelings of fairness or justice in the workplace pg99

primacy effect

it is the notion of first impressions are lasting impressions. happens because we need to make sense of the world problems: difficult to change. we tend to select info that supports this pg56

Why Study Organizational Behavior

it makes a difference to one's career success-- helps make sense of and predict the world we live in. use the theories to question or personal beliefs and assumptions to adopt more accurate models of workplace behavior. how to work successfully with others to get the job done. (build high performance teams, motivating coworkers, handling workplace conflicts, influencing your boss, and changing employee behavior) -------------OB is for everyone----------------- -not just for managers- for everyone who works in and around organizations- as the workplace increasingly expects us to be self-motivated and work effectively with coworkers without management intervention. "everyone is a manager" ------------OB and the bottom line----------- OB knowledge is just as important as orgs financial health. OB practices are powerful predictor of orgs success and survival. companies with higher rate of employee engagement have higher sales and profitability than other companies in same industry the bottom line value of organizational behavior is supported by research into the best predictors of investment portfolio performance. (suggest that leadership, performance-based rewards and employee development, and employee attitudes, and other specific OB characteristics are positive screens for companies with highest and most consistent long term investment gains. ) OB characteristics, concepts, behaviors, theories and practices make positive differences on you, the org, and society. ch1 pg5

Individual Differences

job design doesn't increase work motivation for everyone in every situation. tends to increase work stress and reduce job performance growth-need strength: refers in individual need for personal growth and development pg103

Job design and Work Efficiency

job: a set of tasks performed by one person cycle time: time requires to complete a task job specialization: reduces labor waste by improving the mechanical efficiency of work why?? 1)job spec improves work efficiency 2) employees become more proficient in task quicker 3) shorter work cycles gives more practice so jobs are masters. 4) employees can be matched more precisely to the jobs for which they are best suited pg101

practical implications of four-drive theory

jobs and work-places should provide a balanced opportunity to fulfill the four drives. 1) workplaces should help employees fulfill all four drives 2) fulfillment must be kept in balance--- orgs should avoid too much or too little opportunity to fulfill each drive. adn wokrplace should offer enough opportunity to keep all four drives in balance. pg89

evaluating opportunites

just as important as problems. is solution exciting and rare so there is emotional attachment emotional attach. short circuit any detailed evalutaion pg114.

values ethics and corporate social responsibility

key strengths on stakeholder perspective Values help us know what is right and wrong or good/bad shared values; team department, org profession, or entire society. Ethics: the right thing to do ethical behavior is driven by the moral principles we use to make decisions CSR: view that companies have a contract with society and serve stakeholders triple bottom line: economic, social, and environmental spheres of sustainability get profit and benefit society Friedman- only one responsibility of business and that is to participate in activities that increase profit.

halo effect

likely occurs when concrete information about the perceived target is missing or we are not sufficiently motivated to search for it. we use general impression to fill in the missing information. pg56

Problems with Maximization

main assumption of rational choice paradigm is that people want to - and are able to- choose the alternative with the highest payoff BUT rather than aiming for maximization people engage in satisficing 1) OCCURS when select first alternative that exceeds a standard of acceptance for their needs and preferences 2) people lack the capacity to and motivation to process the huge volume of info required to identify the best choice when lots of choices they dont choose any pg113

Maslows contribution to motivation

may have failed the reality test but he brought a more holistic, humanistic, and positive approach to the study of human innovation holistic approach: Humanistic perspective Positive Experience pg86

Increasing p-to-o

measure employee performance accurately and distribute more valued rewards to those with higher job performance. pg92

Consequences of Team Cohesion

members of high cohesion teams spend more time together, share information more frequently and are more satisfies with eachother. 1) less effective on team performance when team has low task interdependence- dont need to work together if their work doesnt realte 2) team norms are compatible with or opposed to the organizational objective high cohesion can relate to counter productive norms ~~ teams performance will likely affect its cohesion whereas a team;s cohesion has less of an affect on its performance og141

evaluating decision outcomes more effectively

minimize escalation by 1) ensure that people who made the original decision are not that same people who evaluate it. 2) publically establish a preset level at which the decision is abandoned or reevaluated. 3) find a source of systematic and clear feedback pg118

Emotions change the decision eval. process

moods and specific emotions influence the process of evaluating alternatives. emotions shape how we evaluate info, not just which we choice we select pg 114

meaningful interactions

more indirect, yet potentially powerful, approach to improving self-awareness and mutual understanding. contact hypothesis strongest when people work closely and frequently with each other on a shared goal hat requires mutual cooperation and reliance. everyone should have equal status in that context. reduces dependence on stereotypes because we gain better knowledge about individuals and experience their unique attributes in action. improves empathy towards others. both cognitive and emotional. pg58

regency effect

most easily recalled. happens when making an evaluation involving complex info pg56

Identify problems and opportunities

most important step is problem identification pg109

Jungian Personality theory and the Myers-Briggs Type Indicator

mostly used to team and career development measured through the Myers Briggs Type Indicator idea that personality is primarily represented by the individuals regarding perceiving and judging information. Sensing: perceiving directly through 5 senses. here and now, Intuition: acquire factual and preferably quantitative details. relies on insight and subjective to see relationships among variable- future looking thinking: logic, objective, impersonal rely on rational cause-effect logic systems feeling: rely on emotional response to options perceiving: open, curious, and flexible prefer to adapt spontaneously. judging: types prefer order and structure and want to resolve problems quickly. MBTI: good job at represent Jung;s pychological types bad job at predicting job performance and is generally not recommended for employee selection or promotion decisions. unuseful at predicting team;s development. overlaps with Big Five but does a worse job so much worse pg 32

Sources of feedback

multi source feedback: provide more completend and accurate information than feedback from a supervisor alone. but can be 1) expensive 2) produce ambigious and conflicting feedback 3) peers infate 4) stonger emotional reaction from feedback from a lot of people pg96

Employee involvement in decision making

natural process in every org. find problem, discover alt, pick alt, and implement. pg122

Developing global mindset

need self-awareness : more open-minded and nonjudgmental. through: formal programs: diversity training, and immersion in cultures. pg 59

team development

need to know and trust develop common mental models and mutual understanding routine effective performance to complete work. ~forming ~ storming ~ norming ~ performing ~ adjourning pg 136

Learned Needs Theory

needs are shaped, amplified, or suppressed through self- concept, social norms, and past experience. ~ Maslow recognized that a person's needs can be strengthened or weakened through reinforcement, learning, and social conditions pg87

learning needs

needs can be learned ( strengthened of weakened) study with training programs showed that paticipants who attended achievement motivation programs started more businesses, had greater community involvement, invested more in expanding thier businesses, and employed twice as many pg88

emotional display norms across cultures

norms about displaying or hiding emotions vary considerably across cultures.

Change Stress Perceptions

not percieved as threatening. personal goal setting and self reinforcement can also reduce the stress that people experience when they enter new work settings humor pg80

increasing outcome valences

one size does not fit all org. leaders need to find ways to individualize rewards or identify rewards that do not have a negative valence for some staff. watch out for countervalent outcomes that offset outcomes with positive valences

nominal group technique

only group in name for 2 of three steps no criticism or debate although ask for clarification applied in labs generate higher number of ideas and better quality ideas than to traditional interacting pg 147

Virtual teams

operate across space, time, and org boundaries 1) members are not usually co-located 2) depend primarily on info tech virtuality both possible and necessary pg 143

Organizational Learning Perspective

org learning intellectual capital Human Capital: is a competitive advantage because it is valuable, rare, and difficult to imitate and nonsubstitutable. it is valuable because employees are essential for company's survival and success. it is costly and challenging for competitors to duplicate another firms human capital (rare) and cannot be easily replaced with technology. when they leave they remove valuable knowledge and make companies less effective Structural Capital: includes orgs finished products because knowledge can be removed when you take it apart and figure out how it works. Relationship Capital: includes goodwill, brand image, combination relationship that members have with people outside the org. it is developed and maintained through acquiring, sharing, using and storing knowledge. ---knowledge acquisition: extracting info and ideas from the external environment as well as through insight, get through: 1)actively recruiting talented people and buying competing businesses. 2) experimentation 3) environmental scanning ------knowledge sharing: distributing knowledge throughout an org. through communication with and learning from coworkers. informal communication through org structure, physical work space, corporate culture, and social activities. -------Knowledge use: advantage comes from using it in ways that add value to the org and its stakeholders. employees must now knowledge exists, be able to locate it, and have enough freedom to apply it. requires a culture that encourages experimentation and open communication and recognizes mistakes are part of the process. -------Knowledge storage and organizational memory holding info for later retrieval. org. memory- includes knowledge that employees recall as well as knowledge embedded in orgs systems and structures. to retain 1) motivating employees to stay in the company 2)systematically pass knowledge to other employees 3) document knowledge that was previously hidden in minds. ~~~ process of learning and unlearning routines and patterns of behaviors, and attitudes and beliefs and assumptions that are no longer appropriate. ch1 pg 14-15

Perspectives of Organizational Effectiveness

organizational effectiveness "ultimate dependent variable" in org. behavior. org effectiveness is what most theories are trying to achieve PAST: thought best indicator of a company;s effectiveness was how well it achieved its stated objectives. TODAY: 4 perspectives- open systems, organizational learning, high performance work practices, and stakeholders. they are effective when they have a good fit with their external environment, are learning organizations, have efficient and adaptive internal subsystems and satisfy the needs of key stakeholders. ch1 pg 11

Joining and Staying with the Company

orgs have difficulty finding quality applicants for specific jobs. when they find applicants they need to find ways to ensure they will stay with the company companies with high turnover rate suffer from high cost of replacing employees and intellectual capital they take with them- resulting in lower productivity, poorer customer service. pg28

How emotions influence attitudes and behaviors

our brain tags incoming sensory info with emotional markers based on quick and imprecise evaluation of whether that info supports or threaten our innate drives. The experienced emotions then influence our feelings about the attitude object. ~~ positive emotions would have produced a more positive attitude toward the company cognitive reasoning and emotions are most apparent when they differ ~~ should pay attention to both the cognitive and emotional sides of the attitude model, and hope they agree with each other og64

Low Task COntrol

people are more stressed when they do not have control over how and when they perform their tasks as well as lack control over how and when they perform their tasks as well as over the pace of the work activity. ~ its a burden of resp. that the employee must carry. ~ is a stressor bc they face high work loads with the inability to adjust pace, or attention span, or other resources. pg77

Informal groups

people assembled together, whether or not they have any interdependence or organizationally focused objective. why do they exist? 1) drive to bond 2) social identity theory 3) accomplish personal objectives that cannot be achieved by individuals working alone. pg128 coalitions

emotions and making choices

people do not evaluate alt. as well as paradigm sats. rational choice completely ignores the effect of emotions in human decision making. pg114

Behavior Modeling

people learn by imitating and practicing their behaviors. increases self- efficacy pg94

Learning Behavior Consequences

people learn the conseq. oh behavior by observing or hearing about what happened to other people. people logically anticipate consequences in related situations pg94

self enhancement:

people tend to rate theselves higher than they are POSITIVES: better mental and physical health and adjustment when they amplify their self concept. can-do attitude NEGATIVE: self-enhancement encourage people to overestimate returns, high accident rate successful companies help to make sure thier employees feel valued pg45

perceiving the world around us.

perceptual energy is usually focused on outside world. begins when *environmental stimuli are receieved through our sense. *selective attention ~ we recieve info, we process it emotional markers help us store information PROBLEMS: affects our assumptions and expectations of the future, confirmation bias (outweighs valuable info) *perceptual organization and interpretation *attitudes and behavior pg48

the Social Self

personal identity: consists of attributes that make us unique and distinct from people in the social groups to which we connect. we are social animals and like to be associated with other groups. social identity: people define themselves by the groups they are in factors that determine importance: 1) how easily you are identified as a member of the group 2) your minority status in the group 3) groups status (makes you feel better) ~~ all try to balance personal and social identity. people who speak out more frequently against majority. stong social identity follow team norms and easily peer pressured. pg47

Values and Individual Behavior

personal values guide our decisions, behavior and performance to come extent deviate from hierarchy of personal values more than we realize. bc of 1) situation 2) we do not actively think about them much of the time pg34

Personality Testing in organizations

personality is measures using a self-completed paper and pencil test try to estimate personality from facebook, blogs, and other public sources. used to be avoided bc companies did not think they related to job-related behavior and may unfairly discriminate against visible minorities. testing flourishes to a point where we may have gone too far bc studies where showing specific traits correlated with specific indicators of job performance. pg32

Stakeholder perspective

personalizes the open system perspective. identifies specific people and social entities recognizes that relationships are dymanic; they can be negotiated and managed. orgs are more effective when they consider the needs of individuals stakeholders has conflicting interests. requires org leaders to understand manage and satisfy the interests of stakeholders. ~~ need to decide which groups receive higher or lower priority and resources. this is based on leaders personal interest and how much influence and power stakeholder has. cannot ignore less powerful stakeholders bc that violates norms and standards of society. ch1 pg16-17 states that to manage the interests of diverse stakeholders, leaders need to rely on their personal and organizational values for guidance

team diversity

positive affects: 1) people from different backgrounds offer different angles/ different mental models 2) broader pool of technical abilities. 3) offer better representaion of the team's constituents- brings diferent view points challenges: 1) longer to be high performing team/ binding is slower 2) susceptible to faultiness (divide) pg 136

Consequences of OB Mod

positive reinforcement punishment: decreases frequency or prob of a specifc behavior extinction: no consequence negative reinforcement: removal or avoidance of consequence maintain the frequency of future behavior WHATS BEST? positive reinforcement and extinction bc dont generate negative emotions schedules of reinforcement: frequency and timing of reinforcers. most effective reinforcement schedule: continuous reinforcement best schedule for motivating employees: variable ration schedule pg93

high performance work Practices

practice revolved aroung finding specific subsystem characteristics that make the transformation process more effective. figures out ways to generate the most value form human capital 1)employee involvement 2) job autonomy 3) competency development 4)reward ~ stronger effect when bundled together. 1) and 2) = self directed teams 3) = recruiting talent, training 4) linking performance and skill development to various forms of financial and non-financial rewards valued by employees. improvements made: 1) develop human capital ( improve individual behavior and performance 2) companies with superior capital tend to adapt better to rapidly changing environments. 3) strengthen employee motivation and positive attitudes ch1 pg15-16

Need for Achievement

prefer working alone and choose tasks with low risk pg87

the creative process

preparation: process of investigating the problem or opportunity incubation: convergent thinking illumination verification pg119

situational factors

pressure, pressure to change personal values

employee drives and primary needs

primary needs: we define as hardwired characteristics of the brain that attempt to keep us in balance by correcting deficiencies. drives are innate and universal drives and the emotions they create produce human needs. needs: goal-directed forces that people experience emotional reactions represent forces that move you but you channel those emotions towards a certain goal. pg85

Challenges of teams

process losses ~team members need time and effort to resolve disagreements, understand, bond, accomplish, ~process losses are amplified when more people are added or replace others on the team. ~increase even after new members are integrated because the larger the team requires more coordination. Brooks's laws pg130

problems with goals

provide a standard against which each alternative is evaluated often ambiguous or in conflict with each other pg112

Job Satisfaction and Customer Satisfaction

rationale is that customer satisfaction is a natural outcome of employee satisfaction specifically, workplace practices affect job satisfaction, which influences employee retention, motivation, and behavior--- these employee outcomes affect service quality which influences customer satisfaction and perceptions of value, referrals, and orgs profitability and growth. WHY? 1) employees are in a better mood when they are satisfied and that "rubs off" 2) less likely to to quit jobs so they have more knowledge. if they are there for a long time they can have consistency in service. (same employee everytime) pg73

awareness of perceptual biases

reduce by: knowing the exist by making people more mindful of their thoughts and actions. problem: 1) teaching people to reject stereotypes has the unintended consequence of reinforcing rather than reducing reliance on those stereotypes. 2) diversity training is ineffective for people with deeply held beliefs ~ managers continue to engage in negative self-fulfilling prophecies after they complete the training program. pg57

Task performance

refers to goal directed behaviors under the individual;s control that support organizational objectives. involves working with people, data, things and ideas. Proficiency: effectively and efficiently Adaptability: how well employees responds to, opes with, and supports new circumstances Pro activity: how well the employee anticipates environmental changes and initiates new work patterns that are aligned with those changes pg26

Values Congruence

refers to how similar a person's values hierarchy is to the value hierarchy of the organization, a co-workers, or another source of comparison. Person-organizational values congruence happens when a persons values are similar to the org dominant values. ( increases the chances the employee will in act in way consistent with orgs expectations. leads to higher job satisfaction, loyalty and organizational citizenship. lower stress and turnover diversity is good though. espoused-enacted values congruence; actions meet our words. important in leadership positions. gap/ difference undermines their perceived integrity. organizational- community values congruence. orgs values and those of the society. global orgs may experience higher turnover. pg35

Organizational commitment

represents "other half" of overall job attitude Affective organizational commitment: psychological bond whereby one chooses to be dedicated to and responsible for the organization Continuance commitment: calculation attachment to company 1) when employee has no alternative job 2) leaving the company would be a significant financial sacrifice pg73

ANCHORS OF ORGANIZATIONAL BEHAVIOR

represents the principals on which OB knowledge is developed and refined. -------systematic research anchor------ KEY FEATURE: of OB Knowledge is that it should be based on systematic research, which typically involves forming research questions,, systematically collecting data, and testing hypothesis against that data. evidence- based management ~~ amazing that corporate leaders embraces fads and pet beliefs rather than data. bc 1) bombarded from consultants and books 2) generic research: rarely applied to specific problem. 3) embrace fads bc or marketing not results. 4)humans have several perceptual errors and decision-making biases.(look for evidence that supports fad) suggestions: be skeptical of hype 2) embrace collective expertise rather than charismatic stars. 3)stories shouldn't be main foundation of support. 4) take neutral stance between fads and ideologies. -----------------multidisciplinary Anchor---------- field should welcome theories and knowledge from other disciplines, not just from isolated research base. subject to many social sciences orgs= people who interact with each other so there is an inherent intersection of between org behavior and most disciplines that study human behavior ------------ the contingency anchor-------------------------- no single solution is best all of the time. skeptical of surefire recommendations select plan of action UNDER THOSE CONDITIONS -------------the multiple layers of analysis anchor-------- 3 levels: individual, team, and organization. ch1 pg 9-11

team composition

require technical abilities. 5 Cs: first three are mainly task relate and the last two primarily assist team maintenance cooperating coordinating communicating comforting conflict handling

Mental Models

road map for achieving goals with predicitablilty and sanity they have visual or relational images in our mind. rely on the process of perceptual grouping to make sense of things they also make it difficult to see the world in different ways, block our recognition of new opportunites, SO ~~ be aware of perceptual problems and always question them. work with people with diverse background pg 50

other perceptional affects

stereotyping, attribution process, self-fulfilling prophecy, halo effect, primacy effect, recency effect, false-consensus effect pg55

Attribution errors

self- serving bias: take credit for good and blame others for bad. it is associated with self-enhancement process. fundamental attribution error: cant easily see the external factor and people like to think that people are primary sources of their own behavior. so we blame it mostly on internal factors in others pg54

Self-Evaluation:

self-esteem: the extent to which people like, respect, and are satisfied with themselves. rating of success in social inclusion. predicts attitudes and behaviors about that role vs general behavior and attitudes self-efficacy: belief you can complete a task. can-do attitude. performing well across a varity of situations locus of control: person's general beliefs about the amount of contril he or she has over personal life events. internal- you have control over it. external- events are due to fate, luck, condition in environment. pg 46

emotional dissonance

show emotions that are quite different from the emotions they actually experience surface acting: they pretend they can feel the expected emotion even though they actually experience a different emotion. Problems:1) leads to higher stress and burn outs; consumers personal energy 2) requires people to act in contradiction to self-view 3) pretending can be challenging. difficult to replicate. people can tell when youre faking. TO REDUCE problems: viewing their act as natural part of the role. ~~ demonstrate skill and professionalism deep acting: visualizing reality differently, which then produces emotions more consistent with the required emotions. requires emotional intelligence pg 67

Consequences of Affective and Continuance Commitment

significant competitive advantage have higher work motivation and organizational citizenship BUT WARNING: people who stay usually have high conformity and take extreme actions to defend company. continuance: lower performance and are less likely to engage in organizational citizenship behaviors companies should not rely on ^ pg74

electronic brainstorming

similar to brainstorming but uses computer technology rather than handwritten cards to document and share ideas pg147

team roles

some roles are formally assigned team members are assigned roles withing thier formal job responsibilities pg137

self-verification

stablilizes self-view which provides an important anchor in guiding behaviors and decision making. includes seeking feedback that is not necessarily flattering IMPLICATIONS:1) affects perceptual process 2) the clearer the self concept the less likely they are to accept feedback that contradicts that. 3) motivated to interact with people who affirm these self views. pg46

Consequences of Procedural Injustice

strong influence on a person''s emotions (anger, withdrawal, depression) unfairly threatens our self-concept and socail status employees can retaliate with counterproductive behaviors pg100

Contingencies of Self-fulfilling prophecy

stronger: 1) beginning of relationship 2) when many people hold the same expectation 3) person has history of low-achievement ~~~ leaders nned to maintain and develop a positive yet realistic expectation. og55

Limitations of Needs Hierarchy Models

studies show that people do not progress through the hierachy that maslow predicts 2) people do not fit into a one- size fits all 3) people have different hierarchy values and have parallel differences in their needs hierarchy, pg86

dynamics of trust

swift trust reasonanly competent trust is fragile tends to decrease over time pg141

Consequences of Distress

takes a huge toll in the human body muscle contractions, heart attacks, strokes, and cancer. job dissatidfaction, moodiness, depression, and lower org commitment. high or persistence stress with lower job performance, poor decision making and increased workplace accidents job burnout: emotional exhaustion, cynicism, and reduced feeling or personal accomplishment emotional exhaustion: lack of energy, tiredness, emotional resources are depleted. cynicism: indifferent attitude toward work, emotional detachment. reduced personal accomplishment: feelings of diminished confidence in ones ability to perform the job well. pg76

Team design elements

task characteristics team size team compositions

Types of individual Behavior

task performance, organizational citizenship, counterproductive work behaviors, joining and staying with the organization and maintaining work attendance. pg26

Other job characteristics

task-interdependence task variability task analyzability pg103

team processes

team development, team norms. team cohesion, team trust

overconfidence

team efficacy they set higher goals for themselves but they make worse decisions and create false sense of unvulnerability engage in less constructive debates and less likely to accept info from others inflated by the mutaully beliefs of the team pg145

team size

team should be large enough to provide necessary abilities and perspectives to perform the work yet are small enough to maintain efficient coordination and meaningful involvement of each member (have less process loss) a team exists when its members interact and influence each other are are mutually accountable for achieving common goals associated with org obj pg134

Model of team effectiveness

teams are effective when it benefits the org, its members, and survives long enough to accomplish its mandate 1) serve org purpose 2) effectiveness relies on well-being and satisfaction of its memebers 3) includes team;s ability to survive long enough to fulfill its purpose og131

Teams

teams are groups of two or more people who interact and influence each other. 1) exist to fulfill a purpose 2) held together by their interdependence and need for collaboration to achieve common goals 3) influence each other 4) when member perceive themselves to be a team CHARACTERISTICS: 1) team permanence 2) skill diversity 3) authority dispersion pg 127

Team decision making

teams can be more effective than individuals at identifying problems, choosing alts, and evaluating decisions. pg 144

time constraints

teams consume time organizing, coordinating, and maintaining relationships. production blocking: only one person can speak at a time 1) need to listen in on convo. and find an opportune time to speak up. 2) ideas are fleeting, so the longer you wait to speak up the more ideas will die out 3) if you concentrate on your thought youre not listening pg 145

Job Satisfaction and Business Ethics

the employee satisfaction is a virtue worth considerable goodwill to employers the company tries to hide this fact, and when morale problems become public, they quickly try and improve the situation pg73

Power Distance

the extent to which people expect unequal representation with high power distance there is unequal power (authority expects obedience, people are happy to take orders) low: relationships are interdependent pg39

How drives Influence Motivation and Behavior

the four drives determine which emotions are tagged to incoming stimuli. emotions do become conscious experiences when they are sufficiently strong or when they conflict with others. our mental skill set chooses courses of action that are acceptable to society, consistent without own moral compass, have high probability of achieving the goal of fulfilling that need drives produces emotions, various personal characteristics, interpret these emotions into goal-directed needs, and those personal characteristics also direct those needs into decisions and behavior. pg89

three ethical principals

utilitarianism: seek greater good for greatest number of people consequential principal individual rights:everyone has the entitlement that let her or him act in a certain way distributive justice: people how are similar to each other should receive similar benefits and burdens pg36

Intuition and making choices

these signals warn us of impending danger or motivate us to take advantage of an opportunity the main distinction is that intuition involves rapidly comparing our observations with deeply held patterns learned through experience. cant immediately analyze why this opportunity exists. the problem is that emotional responses are not always based on well grounded mental models. we sometimes compare the current situation to more remote templates, which may or may not be relevant. INTUITION: emotional experience and a process in which we compare the current situation with well-established templates of the mind. ACTION SCRIPTS: programmed decision routines that speed up our response to pattern matched or mismatches. ~~~ effectively shorten decision making process by jumping from problem identification to selection of a solution. ~ form of decision making ~ generic so we need to adapt them to situation pg115

Cognitive Dissonance

this inconsistency generates emotions that motivate the person to create more consistency by changing one or more of these elements. occurs because your attitude is inconsistent with your behavior. how do you reduce?: 1) reversing the behavior that might work 2) change your beliefs and feelings 3) emphasize how your decisions have been good pg66

Rational Choice Paradigm of Decision Making

this is vital to org health, rather like breathing it to human. how should people make decisions? -apply pure logic and use all available info to choose the alternative with the highest value. Subjective expected utility is the foundation of several organizational behavior theories, including the attitude. Rational choice paradigm: you would choose the supplier that will give the company the greatest satisfaction- the higher subjective expected utility. pg108

Maslows Hierarchy of Needs

this model refers to primary needs, condenses, and integrates the long list of drives that has been previously studied into a hierarchy of five basic categories of drives physiological, safety, belongingness/love, esteem and self-actualization ~Maslow proposed that human beings are motivated simultaneously by several primary needs, but the strongest source of motivation is the lowest unsatisfied need at that time. fill the one at the bottom before others the exception is the need for fulfillment process is self-act, they desire more rather than less of this. bottom for are deficiency needs top 1 is growth need pg85

Effects of Self-Concept Characteristics on Well-Being and Behavior

three cs affect well being, behavior, and performance. if with high consistency one c is damaged the boat floats if low consistency and one c is damaged youll sink have a better well being when they are consistent and selves are in harmony wellbeing tend to increase with self-concept clarity people who define themselves through thier work have low absenteesism and turnover. they have better performance due to more investment. low complexity results in high stress and depression when the main self aspect is damaged or threatened which undermine performance. self-concept clarity temds in improve performace abd considered vital for leadership roles. clarity focuses on personal energy and people feel less threatened by interpersonal conflict. pg44

Constraints

time constraints, evaluation apprehension, pressure to conform, and over confidence.

pressure to conform

to norms surpress their dissenting opinions we depend on opinions other have to validate ours pg145

Team Trust

trust- refers to positive expectations one person has towards another. identification based trust knowledge based trust pg 141

Values in the Workplace

values: stable and evaluative beliefs that guide our perferences.--- what we "ought" to do. influeced by socialization value system: arrange values in a hierarchy of preferences--- hierarchy is stable and long-lasting personal vs shared values personality= what we "TEND" to do- personality traits have minimal conflict with each other. more innate than values. pg33

organizational and team environment

viewed as a resource pool that either supports or inhibits the team's ability to function and achieve its objectives external environment: affects team dynamics pg 132

Counterproductive Work Behaviors

voluntary behaviors ex: harassing coworkers, creating unneccesay conflict, deviating from performed work methods, being untruthful, stealing ~substantially undermine organizations effectiveness pg27

Expectancy theory

what are we motivated to do?? subjective expected utility: basic economic model of deciding which choice offers the highest expected payoff. E-to-P: effort to performance: effort= level of perform. P- to-O: performance to outcome. effort= outcome. Outcome valences: A VALENCE IS the anticipated satisfaction or dissatisfaction than an individual feels towards the outcome. !!!! is a useful model that explains hoe people rationally figure out the best direction, intensity, and persistence of effort. pg90

Organizational behavior modification and social cognitive theory.

~ how do they learn? ~ explains how people learn about what to expect from their actions pg92

Problems with Problem identifiction

~Stakeholder Framing: employees, suppliers, customers, or stakeholders provide or hide info in ways that makes the decision maker see the situation or the problem differently. ~ decisive leadership: announce problems or opportunities before having the chance to logically analyze the situation. how quickly they determine that is situation is a problem ~ solution- focused problems: do not recognize that the situation requires a decision, they describe the solution as the problem. ~perceptual defense: they block out bad news as a coping mechanism. brain refuses to see info that threatens their self-concept. ~mental models: decision makers are victim of their own problem framing due to existing mental models. an blind us from seeing unique problems or opportunites because they produce a negative evaluation of things that are dissimilar to the model. pg110

social loafing

~higher when individual performance is hidden or difficult to distinguish from the performance of others ~ less when each member's contribution is more noticeable ~ less prevalent: when the task is interesting and when objective is important ~OVERALL, teams can be very powerful forces for competitve advantage, or they can be much more trouble than they are worth pg 131

Job Satisfaction and Performance

~moderately~ positive relationship between job satisfaction and performance. workers tend to be more prodictive ~ to an extent~ when they have more positive attitudes toward their job and workplace. ~~why is job satisfaction associated with performance relationship only to some extent 1) general attitudes do not predict specific behaviors very well 2) some employees are so tethered to technology or coworkers that they are have little control over thier performance. 3) job performance may cause job satisfaction, not the other way around pg72

Job Satisfaction and Work behavior

~~~ what degree job satisfaction influences behavior in the workplace? A: it has a considerable effect on employee behavior. exit: leaving the org, transferring, and trying to get away from dissatisfying situation. voice: any attempt to change, rather than escape from dissatifying situation. Loyalty: determined whether people exit or voice NeglectL reducing work effort, paying less attention to quality, and increasing absenteeism and lateness. passive activity. ~~~ how they respond depends on person and situation. pg71