MGT: Final (Ch. 10,11,12,13,14,16)

Four truths about culture change

(1) Leaders are the architects and developers of organizational change (2) Changing culture starts with one of the three levels of organizational culture: artifacts, espoused values, basic underlying assumptions (3) Consider how closely the current change aligns with the organization's vision & strategic plan (4) Use a structured approach when implementing culture change 564

functional conflict

- commonly referred to as constructive or cooperative conflict - is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take -people feel comfortable expressing opposing views 380

dysfunctional conflict

- disagreements that threaten or diminish an organization's interests 381

conflict

- has both positive and negative consequences -occurs when one party perceives that its interests are being opposed or negatively affected by another party pp 380

personality conflicts

- interpersonal opposition based on personal dislike or disagreement -can escalate into bullying

intuition model

-"it just feels right" intuition: -judgements, insights, or decisions that come to mind on their own, without explicit awareness of the evoking cues and of course without explicit evaluation of the validity of these cues 428

simons normative model (nonrational)

-"satisfactory is not good enough" -guided by bounded rationality bounded rationality: -the concept that decision makers are "bounded" or restricted by a variety of constraints when making decisions (lack of information) -leads managers to obtain manageable rather than optimal amounts of information satisficing: -consists of choosing a solution that meets some minimum qualifications and thus is "good enough" 427-428

types and models of change:

-Lewin's change model -systems model of change -kotter

leadership

-a process whereby an individual influences a group of individuals to achieve a common goal 505

what is the bottom line of intuition?

-intuition and rationality are complementary and managers should use both 429

consensus

-reaches when all members can say they either agree with the decision or have had their "day in court" and were unable to convince the others of their viewpoint. in the final analysis, everyone agrees to support the outcome 447

three reactions to our attempts to manage and otherwise influence them

-resistance -compliance -commitment 469

How can I become a better follower

-understand your boss -understand your own style -conduct a gap analysis -accommodate the leaders different style 535

two pitfalls to avoid regarding empowerment

1. empowerment is not a zero sum game in which one persons gain is another loss; sharing power via empowerment ... 2. empowerment is a matter of degree, not an either or proposition 473

tips to prepare emotionally for an upcoming negotiation

1. identify your ideal emotions 2. manage emotions 3. know your hot buttons 4. keep your balance 5. identify your take-away emotions 409-411

common elements of change

1. learn and unlearn 2. motivate or fail 3. people make or break it 4. even winners resist 5. reinforce to sustain 644

hierarchy culture

has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility -control is strategy -reliable internal processes, extensive use of measurement, control mechanisms -effectiveness measured in efficiency, timeliness, quality, safety and reliability 557

presenteeism

when employees show up but are sick or otherwise in no condition to work productively

difference between leading and managing

-Managers typically perform functions associated with planning, investigating, organizing, and control -Leaders deal with interpersonal aspects of the manager's job like inspiring others, providing emotional support, and trying to get employees to rally around a common goal. Also play a key role in creating a vision and strategic plan. -leaders focus on influencing others -managers are charged with implementing the vision and plan -good leaders are not necessarily good managers 507

stages of rational decision making

-Stage 1: Identify the problem or opportunity (determining the actual versus the desirable) -Stage 2: generate alternative solutions (both the obvious and the creative) -Stage 3: Evaluate alternatives and select a solution (ethics, feasibility, and effectiveness) -Stage 4: Implement and evaluate the solution chosen 424-425

apology

-a form of trust repair in which we acknowledge an offense and usually offer to make amends effective apologies: -acknowledge wrongdoing -accept responsibility -express regret -promise that the offense will not be repeated -failure to apologize, or to do so in a timely manner, can turn a bad situation worse 495

negotiation

-a give and take decision making process between two or more people with different preferences 407

evidence based decision making

-a process of conscientiously using the best available data and evidence when making managerial decisions -avoiding biases big data: -the massive quantity of data available for decision making -Involves the collection, sorting, and analysis of information and the techniques to do so -can make information more transparent and usable -one problem with big data is that private or sensitive information is more easily obtained, which means it can be leaked to others 435-437

general types of change

-adaptive change -Innovative change -radically innovative change 642

step 4:

-after the solution has been implemented, stakeholders need to evaluate how effectively it solves the problem -If effective, it should eliminate or reduce the difference between the problem state and the desired outcome 425

system 2 thinking

-analytical and conscious thought -slow, logical, deliberate mode of decision making -helps us identify when our intuition is wrong or when our emotions cloud our judgement -requires more cognitive effort -used when contemplating a discrete task: parallel parking, how to best climb a tree 424

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 489

trait approach

-attempts to identify personality characteristics or interpersonal attributes that differentiate leaders from followers 508

behavioral styles approach

-attempts to identify the unique behaviors displayed by effective leaders task oriented relationship oriented passive transformational 512-513?

Leader-Member Exchange (LMX) Theory

-based on the assumption that leaders develop unique one to one relationships (exchanges) with each of the people reporting to them in-group exchanges: -creating trust and mutual obligation outgrip exchanges: -creating more formality in expectations and rewards 531

benefits of mentoring

-both mentor and protege possess emotional intelligence -formal rather than informal -mentor is skilled at coaching, good role model, and possess social capital -protege possesses high levels of human and social capital 579

frequently used political tactics

-building a network of useful contacts -using key players to support initiatives -making friends with power brokers -bending the rules to fit the situation -using self promotion -creating a favorable image -praising others -attacking or blaming others -using information as a political tool 484 chart

Influence Tactics

-conscious efforts to affect and change a specific behavior in others 477

relationship oriented

-consideration -empowerment -servant-leadership -ethical leadership consideration: -creates mutual respect or trust and prioritizes group members needs and desires empowering leadership: -represents the leaders ability to create perceptions of psychological empowerment in others -leading for meaningfulness, self-determination or choice, competence, progress 515-516 psychological empowerment: -employees belief that they have control over their work, is believed to drive intrinsic motivation servant leadership: -focuses on increased service to others rather than to oneself -listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth of people, interest in building community (517 chart) ethical leadership: -represents normatively appropriate behavior that focuses on being a moral role model (518)

empowerment

-consists of efforts to enhance employee performance, well-being and positive attitudes -found to favorable influence job satisfaction, organizational commitment, performance, turnover, and employee stress two forms: -structural empowerment -psychological empowerment 472

how to handle intergroup conflict

-contact hypothesis -conflict reduction -the creation of psychologically safe climates

why styles matter

-culture -results -reduced turnover -contingency approach 403

common pitfalls effective change agents should avoid

-decisions that disrupt cultural traditions or group relationships -personality conflicts -lack of tact or poor timing -poor leadership style -failing to legitimize change 654

anti bullying strategies

-develop a workplace bullying policy -encourage open and respectful communication -develop clear procedures -Identify and model appropriate behaviors -have a system for reporting bullying -Identify and resolve conflicts quickly and fairly, avoid escalation -determine the situations, policies, and behaviors likely to cause or allow bullying to occur -provide training to employees about managing conflict -have clear consequences for engaging in bullying -monitor and review employee relationships with particular attention to fairness 398

how to create bad impressions

-doing only the minimum -having a negative mindset -overcommitting -taking no initiative -waiting until the very last minute to deliver bad news 494

the evolution of power from domination to delegation

-domination -consultation -participation -delegation 473

conflict reduction

-eliminate specific negative interactions -conduct team building to reduce intragroup conflict and prepare for cross-functional teamwork -encourage and facilitate friendships via social events -foster positive attitudes -be a role model

stage 3:

-evaluate your alternatives on several criteria -cost and quality are important, but consider the following questions: is it ethical? is it feasible? will it remove the causes and solve the problem? 425

personal power

-expert and referent -possess independent of your position or job 468

non-rational models of decision making

-explains how managers actually make decisions -decision making is uncertain -decision makers do not possess complete information -managers struggle to make optimal decisions two models: -normative -Intuition 427

rational model of decision making

-explains how managers should make decisions -assumes that managers are completely objective and possess all information for their decisions -decisions demonstrate logic and promote the organizations best interests 424

level 2: espoused values

-explicitly stated qualities and norms preferred by an organization enacted values: -the qualities and norms that are exhibited or converted into employee behavior 549

12 mechanisms or levers for creating culture change

-formal statements of organizational philosophy -the design of physical space -slogans -deliberate role modeling -explicit rewards -stories -the organizational activities and processes -leader reactions to critical incidents -the rituals used to celebrate important events or achievements -the workflow and organizational structure -organizational systems -organizational goals 564-570

subcultures

-functional/ occupational groups -geographical areas -products, market, or technology -divisions or departments -levels of management -work role 562

decision tree

-graphical representation of the process underlying decision making an ethical decision tree: -Is the proposed action legal? -If yes, does the proposed action maximize shareholders/ stakeholders value? -If yes, is the proposed action ethical? -If no, would it be ethical not to take the proposed action? 443

brainstorming

-helps groups generate multiple ideas and alternatives for solving problems electronic brainstorming: -brainwriting -allows participants to submit their ideas and alternatives over a computer network -webinars work for this 447-448

House's Path-Goal Theory

-holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction 1. reducing roadblocks that interfere with goal accomplishment 2. providing that guidance and support employees need 3. linking meaningful rewards to goal accomplishment 524

decision making style

-how an individual perceives and comprehends stimuli and the general way he or she chooses to respond to such information value orientation: -the extent to which an individual focuses on either task and technical concerns or people and social concerns when making decisions tolerance for ambiguity: - directive style: -action oriented decision makers who focus on facts -efficient, logical, practical and systematic -exercise power and control and focus on short run analytical style: -careful and slow decision makers who like lots of information conceptual style: -Intuitive decision makers who involve others in long term thinking -focus on the people or social aspects of work -broad perspective and consider many options -long term view behavioral style: -highly people oriented decision makers -work well with others and enjoy social interactions where opinions are exchanged 439-441

decision making

-identifying and choosing from alternative solutions that lead to a desired state of affairs 423

practicing contingency recommendations for group decision making

-if the decision happens frequently, use groups because they tend to produce more consistent decisions than do individuals -given time constraints, let the most competent individual rather than the group make the decision -In the face of environmental threats, groups use less information and fewer communication channels; this increases the probability of a bad decision 447

reasons for leader apologies and desired outcomes

-individual: leader offended another -Institutional: follower offended another organizational member -Intergroup: follower offended an external party -moral: a wrongdoing is genuinely regretted 495

three levels of political action

-individual: pursuit of general self interests -coalition: cooperative pursuit of group interests in specific issues -network: cooperative pursuit of general self interests 486

organizational politics

-intentional acts in pursuit of self interests that conflict with organizational interests good: -when political action helps an organization to adapt -when bad actors, such as destructive leaders, create organizational goals and objectives to suit their own interests. political tactics that counter these interests are likely to be positive bad: -Individual level: increase stress and turnover intentions, reduce job satisfaction, organizational commitment, and OCB -group and organizational level: wasted time and resources, diverted decision maker attention, and restricted and distorted information flow 483

common causes of conflict

-interdependencies -Incompatibilities -overlapping or unclear boundaries -competition over limited resources -unreasonable or unclear organizational policies -organizational complexity 381

system 1 thinking

-intuitive and largely unconscious -automatic, instinctive and emotional mode of decision making -fast -relies on mental shortcuts that create intuitive solutions to problems as they come up -hit brakes when others hit brakes -detect anger in someones voice 424

considerations when choosing a negotiation approach

-know who you are -manage outcome expectations -consider the other person's outcome -adhere to standards of justice -remember your reputation 409

passive leadership

-laissez-faire leadership -represents a general failure to take responsibility for leading -avoiding conflict, failing and avoiding... 518

fostering a psychologically safe climate

-leaders are inclusive and accessible -hire and develop employees who are comfortable expressing their own ideas and are receptive to others -celebrate the value of differences

Takeaways from Fiedler's contingency Model

-leadership effectiveness goes beyond traits and behaviors -organizations should attempt to hire or promote people whose leadership styles fit or match situational demands -leaders need to modify their style to fit a situation 522

questionable and unethical tactics in negotiations

-lies -puffery -deception -weakening the opponent -strengthening one's own position -nondisclosure -Information exploitation -maximization 412

six principles of persuasion

-liking -reciprocity -social proof -consistency -authority -scarcity 480

Least Preferred Coworker (LPC) scale

-measures the extent to which an individual takes a task or relationship-based approach toward leadership 520

challenges associated with increased group cohesiveness:

-members of in-groups view themselves as a collection of unique individuals, while they stereotype members of other groups as being "all-alike" -In-group members see themselves positively and as morally correct, while they view members of other groups negatively and as immoral -In-groups view outsiders as a threat -In-group members exaggerate the differences between their group and other groups, which typically leads them to a distorted perception of reality 389

Delphi Technique

-multipurpose planning tool -a group process that generates anonymous ideas or judgements from physically dispersed experts in multiple rounds of brainstorming -useful when face to face discussions are impractical.... etc (multiple uses look in textbook) 448

major causes of political behavior

-negative emotions and lack of trust are the strongest individual and group level -perceived lack of justice is the strongest for organizational 483

psychological empowerment

-occurs when we feel a sense of meaning, competence, self-determination, impact at work meaning: -belief that our work values and goals align with those of our manager, team, or employer competence: -our personal evaluation of our ability to do our job self-determination: -sense that we have control over our work and its outcomes impact at work: -feeling that our efforts make a difference and affect the organization 474

level 3: basic underlying assumptions

-organizational values so taken for granted over time that they become assumptions guiding organizational behavior -deep seated beliefs about their company and core of organizational culture sustainability: -a company ability to make a profit without sacrificing the resources of its people, the community, and the planet 550

categories of leader behavior in revised path-goal theory

-path goal clarifying -achievement oriented -work facilitation -supportive -Interaction facilitation -group oriented decision making -representation and networking -value based 525

the many forms and progression of ADR

-peer review, arbitration, and mediation four general benefits over litigation: -speed -low cost -confidentiality -winning solutions forms: -facilitation -conciliation -peer review -ombudsman -mediation -arbitration 405

implicit leadership theory

-people have beliefs about how leaders should behave and what they should do for their followers leadership prototype: -a mental representation of the traits and behaviors people believe leaders possess -we tend to perceive someone as a leader who exhibits traits or behaviors consistent with our prototypes 511

creativity

-process of producing new and useful ideas concerning new products, services, processes, and procedures 450

leaders want followers who are:

-productive -reliable -honest -cooperative -proactive -flexible 535

contingency theories

-propose that the effectiveness of a particular style of leader behavior depends on the situation contingency theory: -based on the premise that a leaders effectiveness is contingent on the extent to which the leaders style matches characteristics of the situation at hand 520

pros and cons of the rational model

-rational model is prescriptive -It outlines a logical process managers should use, assuming they are optimizing when making decisions optimizing: -solving problems by producing the best possible solution based on a set of highly desirable conditions -leaving emotions out of the decision making process, honestly evaluating all alternatives etc... three benefits: -quality of decisions are enhanced -transparency -responsibility 425-426

how do the five bases relate to to commitment and compliance

-reward, coercive, and negative legitimate power tend to produce compliance and sometimes resistance -positive legitimate power, expert, and referent power tend to foster commitment -commitment is driven by internal or intrinsic motivation -expert and referent power generally have a positive effect -reward and legitimate power have a slightly positive effect -coercive power has a slightly negative effect 470

cohesiveness

-sense of "we-ness" tends to override individual differences and motives 446

how to make a good first impression

-set goals for networking events -consider the message that the appearance of for example that your outfit sends -pay attention to your nonverbal communication -manage your emotions and mood -be interested to be interesting 490 chart

Reduce the escalation of commitment bias

-set minimum targets for performance, and have decision makers compare their performance against these targets -regularly rotate managers in key positions throughout a project -encourage decision makers to become less ego-involved with a project -make decision makers aware of the costs of persistence

conflict states

-shared perceptions among team members about the target and intensity of the conflict -targets can be tasks (goals or ideas) or relationships 388

human resource problems or prospects

-stem from employee perceptions about the way they are treated at work and the match between individual and organizational needs and desires -dissatisfaction is a symptom of unmet needs or mistreatment 639

how do structural and psychological empowerment differ?

-structural draws on job design and characteristics -psychological is related got self efficacy and intrinsic motivation 474

pros and cons of both systems of thinking

-system 1 can lead to poor follow-through on plans because it focuses on concrete, immediate payoffs, which distract us from considering the long term implications of decisions -system 2 can be too time consuming and is ineffective when we don't have the cognitive or emotional energy needed to drive this mode of thinking 424

conflict escalation often exhibits these five characteristics:

-tactics change -number of issues grow -Issues move from specific to general -number of parties grow -goals change

when is each style most effective

-task oriented leadership should be most effective in either high control or low control situation -relationship oriented leadership should be most effective in situations of moderate control 521

emotional intelligence

-the ability to manage yourself and your relationships in mature and constructive ways 1. emotional intelligence is an input to transformational leadership 2. emotional intelligence has a small, positive, and significant association with leadership effectiveness 509

power

-the discretion and the means to enforce your will over others 465

five elements that drive organizational culture

-the founders values -the industry and business environment -the national culture -the organizations vision and strategies -the behavior of leaders drivers and flow of organizational culture: 548

conflict processes

-the means by which team members work through task and relationship disagreements 388

organizational culture

-the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments characteristics: -shared concept -learned over time -Influences our behavior at work -Impacts outcomes at multiple levels 547

position power

-the source of influence is associated with a particular job or position within an organization -legitimate, reward, and coercive -managers have this because they control pay, work assignments, hiring, firing, and evaluations 468

task oriented:

-to assist others in accomplishing their goals and those of the work unit -Initiating structure: leadership behavior that organizes and defines what group members should be doing to maximize output -transactional leadership: focuses on calcifying employees role and task requirements and providing followers with positive and negative rewards contingent on performance 513

structural empowerment

-transfers authority and responsibilities from management to employees -changing policies, procedures, job responsibilities, and team designs 472

transformational leaders

-transform followers to pursue organizational goals over self-interests inspirational motivation: -Includes the use of charisma, relies on an attractive vision of the future, emotional arguments, and demonstrated optimism and enthusiasm idealized influence: -to instill pride, respect, and trust within employees; sacrificing the good of the group individualized consideration: -consists of behaviors that provide support, encouragement, empowerment, and coaching to employees intellectual stimulation: -encourages employees to question the status quo and to seek innovative and creative solutions to organizational problems 527-529

Takeaways from Trait Theory

-we cannot ignore the implications of leadership traits -the positive and dark triad traits suggest the qualities you should cultivate and avoid if you want to assume a leadership role in the future -organizations may want to include personality and trait assessments in their selection and promotion processes -a global mindset is an increasingly valued task oriented trait global mindset: -the belief in ones ability to influence dissimilar others in a global context 511

stage 2:

-where you can be creative and share your ideas brainstorming: -common technique that both individuals and groups use to generate possible solutions three key decision making blunders: -rushing to judgement -selecting readily available ideas or solutions -making poor allocation of resources to study alternative solutions 425

balancing/ reducing conflict

-work-family balance begins at home: family and spousal support is critical for reaching senior-level positions -an employer family-supportive philosophy: more important than specific programs, organizational culture must support the use of family friendly programs in order for employees to benefit from them -the importance of work-family balance varies across generations -balance requires flexibility 394

Outcomes Associated with Organizational Culture

1 - Clearly related to measures of organizational effectiveness. 2 - Employees are more satisfied and committed to organizations with clan cultures. 3 - clan and market cultures are more likely to deliver higher customer satisfaction and market share 4. operational outcomes, quality, and innovation are more strongly related to clan, adhocracy, and market cultures than to hierarchal ones 5. an organizations financial performance is not strongly related to organizational culture 6. companies with market cultures tend to have more positive organizational outcomes 562

Four Functions of Organizational Culture

1. Establish organizational identity 2. Encourage collective commitment 3. Ensure social system stability 4. Act as sense-making device 551

symptoms of groupthink

1. Invulnerability 2. Inherent morality 3. Rationalization 4. Stereotyped views of opposition 5. Self-censorship 6. Illusion of unanimity 7. Peer pressure 8. Mindguards 446

desired outcomes of conflict management

1. agreement 2. stronger relationships 3. learning 384

a three phase model of organizational socialization

1. anticipatory socialization 2. encounter phase 3. change and acquisition 571

takeaways from behavioral theory

1. behavior is more important than traits when it comes to leaders effectiveness 2. leader behaviors can be systematically improved and developed 3. there is no one best style of leadership 519

bullying

1. bullying is usually evident to others 2. bullying effects even those who are not bullied 3. bullying has group level consequences

how to build support for your ideas

1. create a simple slogan that captures your idea 2. get your idea on the agenda 3. score small wins early and broadcast them widely 4. form alliances with people who have the power to decide, fund, and implement 5. persist and continue to build support 6. respond and adjust 7. lock it in 8. secure and allocate credit 488

applying a collaborative interest-based approach

1. define and frame the issue in terms of parties interests 2. explain the respective interests (listen, learn, share) 3. explore expanding the pie (create value rather than claiming it) 4. create options 5. evaluate options in light of the interest described in step 1 6. choose the option that best meets the interest described 7. develop and agree on a plan of implementation 408

Five most significant digital enterprise trends in business

1. digital engagement of customers 2. use of big data and advanced analytics 3. digital engagement of employees and external partners 4. automation 5. digital innovation 637

potential stressors

1. individual level: -job demands -work overload -underload and monotony -role conflict -role ambiguity -job security 2. group level: -group dynamics -managerial behavior -harassment 3. organizational level: -culture -structure -technology -introduction of change in work conditions 657

phases of mentoring

1. initiation stage: starts during encounter phase, mentors socialize new employees about the values, norms, and expectations 2. cultivation stage: protege receiving a host of career and psychosocial guidance; ability to learn the ropes and master tasks is essential for future promotions 3. separation: detach from mentor and become more autonomous 4. redefinition: you and mentor start acting as peers 579

conflict handing styles

1. integrating (problem-solving): interested parties confront the issue and cooperatively identify it, generate and weigh alternatives, and select a solution 2. obliging (smoothing): you tend to show low concern for yourself and a great concern for others 3. dominating: high concern for self and low concern for others 4. avoiding: passive withdrawal from the problem and active suppression of the issue are common 5. compromising: a give-and-take approach with moderate concern for both the self and others 402

differences in men and women

1. men were observed to display more task leadership and women displayed more relationship leadership 2. women used a more democratic or participative style than men, and men used a more autocratic and directive style 3. female leadership was associated with more cohesion, cooperative learning, and participative communication among team members 4. peers, managers, direct reports, and judges/trained observers, rated women executives as more effective than man. men rated themselves as more effective than women evaluated themselves 510

Three Levels of Organizational Culture

1. observable artifacts 2. espoused values 3. basic underlying assumptions 548

how to overcome resistance to change

1. offer information 2. inform employees 3. address employees questions 4. provide opportunity to discuss the change 663

causes of resistance to change

1. recipient characteristics: perceptions and a variety of individual differences that help explain actions and inactions -dispositional resistance to change: a stable personality trait, less likely to voluntarily initiate changes and more likely to form negative attitudes toward the changes they encounter -surprise and fear of the unknown -fear of failure -loss of status and or job security -peer pressure -past success 2. change agent characteristics: -a change agent: someone who is a catalyst in helping organizations deal with old problems in new ways -external consultants or internal employees -can include actions or inactions 3. change agent-recipient relationship: -resistance is reduced when change agents and recipients have a positive, trusting relationship 654

four psychosocial functions were:

1. role modeling 2. acceptance and confirmation 3. counseling 4. friendship 579

five career functions that enhanced career development were:

1. sponsorship 2. exposure and visibility 3. coaching 4. protection 5. challenging assignments 579

how to manage stress

1. stress reduction techniques: -relaxation -biofeedback -meditation -cognitive reconstruction -holistic wellness 2. leisure activities: -watching sports, shopping, reading 3. a five-step process of cognitive restructuring ABCDE's -A: name the event or problem -B: list your beliefs about the event or problems -C: identify the consequences of your beliefs -D: formulate a counterargument to your initial thoughts and beliefs; pessimistic thoughts are generally overreactions, so the first step is to correct inaccurate thoughts -E: describe how energized and empowered you feel at the moment 666

uncertainty triggers political actions

1. unclear objectives 2. vague performance measures 3. ill defined decision processes 4. strong individual or group competition 5. any type of change 483

takeaways of path goal theory

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 525

styles for handling interpersonal conflict and the situations where they are appropriate and inappropriate

404 -Integrating -obliging -dominating -avoiding -compromising

techniques for preventing groupthink

446

rules for brainstorming

448

a model of creativity

450

inputs and outcomes of psychological empowerment across organizational levels

475

transformational leadership implications

530

helpers, independents, rebels

535

practical guidelines for managers (socialization)

575

personal implications of mentoring

581

decision support systems (dss)

Computer-based interactive systems that help decision makers use data and models to solve unstructured problems 449

stress outcomes

Stress has psychological, attitudinal, behavioral, cognitive, and physical health consequences or outcomes -workplace stress: decreases in job satisfaction, organizational commitment, organizational citizenship behavior, positive emotions, and performance; increases in emotional exhaustion, burnout, absenteeism, and turnover health ones: 660

Alternative Dispute Resolution (ADR)

The resolution of disputes in ways other than those involved in the traditional judicial process. Negotiation, mediation, and arbitration are forms of ADR. -uses faster more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches, such as unilateral decision making or litigation 405

cohesiveness

a "we feeling" that binds group members together too much can breed groupthink 388

devils advocacy

a decision-making method in which an individual or a subgroup is assigned the role of critic 400

charisma

a form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm 527

group decision making

advantages: -greater pool of knowledge -different approaches to a problem -greater commitment to a decision -better understanding of decision rationale -more visible role modeling disadvantages: -social pressure -a few dominant participants -goal displacement: occurs when the primary goal is overridden by a secondary goal -groupthink: a mode of thinking that people engage in when they are deeply involved in a cohesive ingroup, when members strivings for unanimity override their motivation to realistically appraise alternative courses of action 445

expertise

an individuals combined explicit knowledge, or information that can be easily put into words and tacit knowledge, or information we gain through experience that is difficult to express and formalize 429

incivility

any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying

resistance to change

any thought, emotion, or behavior that does not align with real or potential changes to existing routines resistance is caused by an interaction between change recipients, change agents, and the relationships between the two 652

observable artifacts: level 1

artifacts: -the physical manifestation of an organizations culture -acronyms -manner of dress -awards -myths and stories told about the organization -published list of values -observable rituals and ceremonies -special parking spaces -pictures and images hanging on the walls 548

blame and politics

assigning blame: 1. blame others 2. blame self 3. deny blame 485

a systems model of change

based on the notion that any change, no matter how large or small, has a cascading effect throughout an organization -what to change and how to evaluate the success of a change effort inputs: -"why change?" -mission: the reason the organization exists -vision: compelling future state -readiness: the strengths of our beliefs and attitudes about the extent to which changes are needed, and our capacity to successfully implement them; necessity for change, top management support, personal ability to cope, perceived personal consequences (648) -Internal strengths and weaknesses -external opportunities and threats 647

pros and cons of using intuition

benefits: -It can speed up the decision making process -useful when resources are limited cons: -Intuition is subject to the same type of biases associated with rational decision making -hard time convincing others that the intuitive decision makes sense so a good decision may be ignored 429

dialectic method

calls for managers to foster a structured debate of opposing viewpoints prior to making a decision

four basic skills for leaders

cognitive abilities, interpersonal skills, business skills, strategic skills 510 chart

internal forces of change

come from inside the organization -low job satisfaction -low productivity, conflict or strikes -come from both human resource problems and managerial behavior and decisions 639

program conflict

conflict that raises different opinions regardless of the personal feelings of the managers criticize ideas based on relevant facts 400

coping strategies

control strategy: -consists of behaviors and cognitions that directly anticipate or solve problems -take charge tone -talking to professor about workload -confronting someone spreading rumors escape strategies: -those in which you avoid or ignore stressors -can be beneficial if you have no control over stressors symptom management strategies: -focus on reducing the symptoms of stress -relaxation, meditation, medication, exercise 660

two types of negotiation:

distributive negotiation: -usually concerns a single issue- a fixed pie- in which one person gains at the expense of another -win lose approach -the most common type of negotiation -dividing up pieces of a pie integrative negotiation: -a host of interests are considered, resulting in an agreement that is satisfactory for both parties -more collaborative, problem-solving approach 407

kotter's eight-stage organizational change process

eight steps for leading organizational change to avoid typical implementation errors 1. establish urgency 2. create the guiding coalition 3. develop a vision and strategy 4. communicate the change vision 5. empower broad based action 6. generate short term wins 7. consolidate gains and produce more change 8. anchor new approaches in the culture 650

phase 2: encounter

employees come to learn what the organization is really like on boarding programs: -help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, cultures, and politics and by clarifying work-role expectations and responsibilities 573

managerial behaviors and decisions

excessive interpersonal conflict between managers and their subordinates or board of directors is a sign that change is needed 641

flex time

flexible scheduling, covering either the time when work must be completed or the limits of the workday

an integrated model of leadership

four types of leadership behavior: -task oriented -relationship oriented -passive -transformational 506

market culture

has a strong external focus and values stability and control -competition is strategy -strong desire to deliver results and accomplish goals -customer and profits take precedence -Improve productivity, profits, and customer satisfaction 556

adhocracy culture

has an external focus and values flexibility -creation of new products and services is their strategy -being adaptable, creative, and fast to respond to changes -do not rely on centralized power -encourage employees to take risks, think outside of the box, and experiment 556

clan culture

has an internal focus and values flexibility rather than stability and control -family-type organizations -encourages collaboration, trust, and support -employee focused -cohesion through consensus and job satisfaction and commitment through employee involvement and development 555

two forms of intuition:

holistic hunch: -a judgement that is based on a subconscious integration of information stored in memory; reflects system 1 thinking automated experience: -a choice that is based on a familiar situation and a partially subconscious application of learned information related to it pp 428

radically innovative change

introduces a practice new to the industry -Introduction of sharing economy has been a radical change (uber and airbnb) 642

decision making biases

judgmental heuristics: -cognitive shortcuts or biases that are used to simplify the process of making decisions 1. confirmation bias: -pertains to how we selectively gather information -subconsciously deciding something before investigating why it is the right decision -seeks information that supports or confirms the decision while discounting something that does not -leads us to collect information that supports our beliefs 2. overconfidence bias: -results in us overestimating our skills relative to those of others and overestimating the accuracy of our predictions 3. availability bias: -the availability heuristics is a decision makers tendency to base decisions on information that is readily available in memory 4. representative bias: -used when people estimate the probability of an event occurring based on our impressions of similar occurrences -leads us to look for information that supports previously formed stereotypes 5. anchoring bias: -when decision makers are influenced by the first information received about a decision, even if it is irrelevant 6. hindsight bias: -happens when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier 7. framing bias: -relates to the way a question is posed or framed 8. escalation of commitment bias: -the tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reverse 432-434

five bases of power

legitimate power: -what most people think authority is -anchored to formal organizational position -managers who obtain compliance primarily because of their formal authority to make decisions -positive: focuses on job performance -negative: threatening and demeaning to those being influenced reward power: -Individuals and organizations have this power if they can obtain compliance by promising or granting rewards -pay for performance plans and positive reinforcement coercive power: -the ability to make threats of punishment and deliver actual punishment expert power: -valued knowledge or information gives an individual expert power over those who need such knowledge and power -knowing about pay raises before they do referent power: -comes into play when our personal characteristics and social relationships are the reason for others compliance -charisma is commonly associated -reputation 466

spillover effect

making conflicts worse hostilities in one domain can manifest into other domains

dark triad traits of narcissism

narcissism: -a self-centered perspective, feelings of superiority, and a drive for personal power and glory -inflated views of themselves -In control of everything -like to attract admiration from others machiavellianism: -the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles psychopathy: -lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others 509

phase 1: anticipatory socialization

occurs before an individual joins an organization, and involves the information people learn about different careers, occupations, professions, and organizations realistic job preview (RJP) -gives recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job 573

minority dissent

occurs when group members feel comfortable disagreeing with other group members 446

work-family conflict

occurs when the demands or pressures from work and family domains are mutually incompatible -work interference with family -family interference with work

external forces for change

originate outside the organization -can either present new opportunities for the organization to realize and grow, or can cause ultimate demise four key: -demographic characteristics -technological advancements -shareholder, customer and market changes -social, political, and regulatory

Drivers of Creative Performance Behaviors

person factors: -creativity requires motivation and domain-relevant knowledge -other drivers of creativity include the big five personality dimensions situational characteristics: -creative behavior is promoted by high-commitment work systems -other important situational factors include interpersonal diversity, time pressure, positive relationships with supervisors and coworkers, mutual accountability among group members high commitment work systems: -rely on selective hiring, comprehensive training, comparatively high pay, pay contingent on performance, and good benefits 451-452

rites and rituals

planned and unplanned activities and ceremonies that are used to celebrate important events or achievements 568

key characteristics of the two fundamental forms of negotiation:

position based: (distributive) -adversarial -focus on winning -acquire the most value -personal goal focused -Impose or sell your own position -use salesmanship and manipulation -choose between relationships and achieving goals -yield reluctantly to other positions/interests -outcomes are win/lose or compromise interest-based: (integrative) -partner -focus on challenge to be met -create value for all parties -solution focused -find mutual interests and satisfaction -make honest disclosure of respective interests -emphasize relationship and substance -be open and willing to yield -win-win collaborative outcomes are possible 408

key task oriented traits and interpersonal attributes

positive task oriented traits: -Intelligence -conscientiousness -open to experience -emotional stability positive/ negative interpersonal attributes: -extraversion (+) -agreeableness (+) -communication skills (+) -emotional intelligence (+) -narcissism (-) -machiavellianism (-) -psychopathy (-) 508

stage 1:

problem: -a difference or gap between an actual and desired situation opportunity: -a situation in which results that exceed goals and expectations are possible 424

Competing Values Framework (CVF)

provides a practical way for managers to understand, measure, and change organizational culture 1. clan 2. adhocracy 3. hierarchy 4. market 555

adaptive change

reintroduces a familiar practice either in a different unit or in the same unit at a different point in time -least complex, costly, and uncertain -allowing a market group to operate on flextime -not threatening because they are familiar 642

creative performance behaviors

represent four key behaviors that drive the production of creative outcomes -Accurate problem formulation/definition. -Preparation/information gathering to build a base of tacit and explicit knowledge from which creativity will flow. -Idea generation by making new mental connections regarding the creative task or problem at hand. -Idea evaluation/validation to select the most creative and promising idea from multiple options. 451

phase 3: change and acquisition

requires employees to master important tasks and roles and to adjust to their work group's values and norms 575

What do followers want from leaders?

significance, community, excitement 535

three dimensions of situational control

situational control: -the amount of control and influence the leader has in her or his immediate work environment -leader-member relations: the extent to which the leader has the support, loyalty, and trust of the work group (most important) -task structure: measures the amount of structure contained within tasks performed by the work group -position power: the leaders formal power to reward, punish, or otherwise obtain compliance from employees 521

hard vs soft tactics

soft tactics: -rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals -friendlier and not as coercive hard tactics: -exert more overt pressure -exchange, coalition, pressure, and legitimating tactics 478

flex space

such as telecommuting, occurs when policies enable employees to do their work from different locations besides the office (coffee shops, home, or the beach) blurs the boundaries between work and other areas of life

contact hypothesis

suggests that the more members of different groups interact, the less intergroup conflict they will experience naive and limited prejudice reduced contact 390

job stress

the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker 656

innovative change

the introduction of a practice that is new to the organization -midway on the continuum of complexity, cost, and uncertainty -utilizing social media for recruiting but your company hasn't in thee past 643

creative outcome effectiveness

the joint novelty and usefulness (quality) of a product or service as judged by others 450

organizational socialization

the process by which individuals acquire the knowledge, skills, attitudes, and behaviors required to assume a work role 573

cognitive appraisals

the process by which people evaluate the meaning of events and demands in your life primary appraisals: -our perceptions of whether a stressor is irrelevant, positive, or negative secondary appraisals: -our perceptions of how able we are to cope with a given demand 659

mentoring

the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person -contributes to a sense of oneness -promotes positive interpersonal relationships 578

human capital

the productive potential of an individual's knowledge, skills, and experiences 579

social capital

the productive potential resulting from relationships, goodwill, trust, and cooperative effort 580

Zone of Possible Agreement (ZOPA)

the range of possible outcomes you are willing to accept 411

influence in virtual teams

to reduce ambiguity: 1. share information 2. create accountability 3. provide examples 480

Lewins model of change

unfreezing: -create the motivation to change -demonstrate that current practices are less than ideal changing: -Introduce new information, models, and procedures -learning and doing things differently refreezing: -support and reinforce the change -Integrate new ways into the accustomed way of change -positive reinforcement can encourage the desired change -continuous reinforcement with extrinsic rewards -role modeling 645