MSM 6610 Final

Wide vs narrow span of control

"flat" hierarchy vs "tall" hierarchy

Creativity

1) Ability to generate new ideas or to conceive of new perspectives on existing ideas 2) Creative individuals share 3 traits a. Background experiences where creativity was nurtures b. Certain personality traits (openness, attraction to complexity, high levels of energy, independence and autonomy, strong beliefs in self confidence and self-creativity) c. Cognitive abilities: not all intelligent people are creative, but all creative people are intelligent and can think convergently and divergently

Conflict culture-shared norms for managing conflict

1) Active conflict MGT norms: resolve openly 2) Passive conflict MGT norms: avoid addressing conflict 3) Agreeable conflict MGT norms: resolve conflict in cooperative way 4) Disagreeable conflict MGT norms: resolve conflict competitively

Skills to overcome barriers to communication

1) Active listening: becoming actively involved in the process of listening to what others are saying and clarifying messages' meaning 2) Giving and receiving feedback: feedback should be timely, frequent, consistent, specific, and private 3) Writing skills: communications should have correct, spelling, grammar, punctuation, style, and tone 4) Presentation skills: be clear and enthusiastic, develop rapport, control body language, be concise and organized, watch the audience, end with a bang 5) Meeting skills: come prepared, use an agenda, be punctual, have a clear purpose, encourage participation

4 kinds of cultures of conflict

1) Active-disagreeable: dominating, Open conflict. 2) Active-agreeable: Collaborative, cooperative. 3) Passive-disagreeable: Passive-Aggressive, refuse to participate. 4) Passive-agreeable: Avoidant, preserve order and harmony.

Management tools: practical approaches to empowerment

1) Articulate a clear vision and goal 2) Foster personal mastery experiences 3) Model successful behaviors 4) Send positive messages, arouse positive feelings 5) Give effective feedback 6) Display competency honesty and fairness

4 levels of org culture

1) Artifacts: physical manifestations of culture (myth, story, award, ceremony, dress) 2) Espoused values/norms: preferred values and norms explicitly stated by the org 3) Enacted values/norms: values/norms exhibited. Override espoused 4) Assumptions: org values that have become so taken for granted that they are core of culture. Unconscious. Ultimate source of values and behaviors

Leadership is both a process and a property

1) As a Process: use of non coercive influence to direct and coordinate the activities of group members to meet a goal 2) As a Property: the set of characteristics attributed to those perceived to use influence successfully 3) Influence: the ability to affect the perceptions, beliefs, attitudes, and motivation, and or behavior of others

Goal setting theory (locke and latham)

1) Assumes that behavior is a result of conscious goals and intentions, therefore gains influence behavior (performance) 2) Characteristics a. Goal difficulty: extent to which a goal is challenging and requires effort b. Goal specificity: the clarity and precision of a goal

Herzeberg's two factor (dual structure) theory

1) Assumes that motivation, as a construct, has 2 dimensions a. Motivation factors which affect satisfaction b. Hygiene factors which determine dissatisfaction 2) Assumes motivation occurs through job enrichment once hygiene factors are addressed

Trait approaches to leadership

1) Attempt to ID stable and enduring character traits that differentiate effective leaders from non leaders focusing on a. ID leadership traits b. Developing methods for measuring leadership traits c. Using methods to ID and select leaders 2) Currently accepted limited set of leadership traits a. Emotional intelligence, drive, motivation, honest and integrity, self-confidence, cognitive ability, knowledge of the business, and charisma

Vroom's decision Tree approach

1) Attempts to prescribe how much participation subordinates should be allowed in making decisions 2) Premises a. Situational characteristics determine the degree to which subordinates should be encouraged to participate in a decision making b. Managers can choose between two decision trees c. Managers can adopt the endpoint decisions styles

Conflict escalation

1) Begins when one party begins using aggressive tactics against the other 2) The more conflict escalates, the harder it is to back down 3) Results in dysfunctional conflict

Understanding costs and benefits of teams

1) Benefits a. Enhanced performance b. Reduced costs c. Other org benefits d. Employee benefits 2) Costs a. Difficulty of change b. Slowness of the process c. Premature abandonment of the team model

Diversity and multicultural teams

1) Benefits of diverse teams a. Creativity and innovation b. Improved decision making c. Improved problem solving 2) Challenges of diverse teams a. More misunderstandings and conflict b. Less integration and communication c. Less able to provide for all members needs

Conflict management skills

1) Best conflict resolution behaviors a. Listening actively b. Questioning c. Questioning d. Communicating nonverbally e. Mediating

Does org culture matter?

1) Boosts org performance when a. Strategically relevant b. Strong c. emphasizes innovation adapting 2) Can be a source of competitive advantage 3) Strong vs weak cultures a. Strong help b/c energize employees and coordinate emp behavior. clarify appropriate behavior, widely shared, internally consistent b. Strong aren't always better than weak, must be positive. May be slow to change

Persuasion skills to help

1) Build credibility 2) Don't begin with a hard sell 3) Find a common ground 4) Develop compelling positions 5) Connect with people emotionally 6) Create a continuous feedback loop 7) Be patient

Determinants of org structure

1) Business strategy: low cost = hierarchy, innovate = informal 2) External env: rapid changing vs stable 3) Nature of org talent: if pro skills (lawyers, docs) then flatter, team based 4) Org size: larger orgs have more specialization, hierarchy than smaller 5) Expectations of how emp's behave: explicit rules vs informal 6) Org's production tech: unit production w/ custom prods then flat 7) Org change: as env changes business structures should too

Acquired needs framework (McClelland)

1) Centers on three learned needs a. Achievement: desire to accomplish a task or goal more effectively than was done in the past b. Affiliation: need for human companionship c. Power: desire to control the resources in one's environment

Learning based perspectives on motivation

1) Classical conditioning 2) Cognitive process 3) Reinforcement theory 4) Social learning 5) Behavior modification

Influence Tactics

1) Coalition: united front 2) Consultation: request advice or mutually set goals 3) Exchange: trade favors 4) Ingratiation: flattery 5) Inspirational: use aspirations, values, ideals 6) Legitimating: enhance formal authority by rules etc... 7) Personal: because friends 8) Pressure: aggression, nagging 9) Rational: logic/facts

Other behavioral forces in decision making

1) Coalitions: an informal alliance formed to achieve a common goal 2) Intuition: an innate belief about something without conscious consideration 3) Escalation of commitment: occurs when a DM stays with the decision, even if it appears to be wrong 4) Risk Propensity: the degree to which a decision maker is willing to gamble when making a decision 5) Ethics: a person's beliefs about what constitutes right and wrong behavior 6) Prospect theory: when people make decisions under a condition of risk they are more motivated to avoid losses than they are to seek gains

Interpersonal conflict management styles

1) Collaborating: reflects a desire to give both parties what they want 2) Compromising: each side sacrifices something to end the conflict 3) Competing: pursuing one's own interest at the expense of the other party 4) Accommodating: a cooperative conflict management style 5) Avoiding: ignoring the conflict or denying it exists

Response to Influence Attempts

1) Commitment 2) Compliance 3) Passive resistance 4) Active resistance

Evidence based MGT Decision Making (EBM)

1) Commitment to ID and utilize the best theory and data available to make decisions through 5 principles a. Facing the hard facts and building a culture in which people are encouraged to tell the truth b. Being committed to "fact-based" DM-getting the best evidence and using it to guide actions c. Treating your org as an unfinished prototype-encouraging experimentation and learning by doing d. Looking for the risks and drawbacks in what people recommend e. Avoiding basing decisions on untested beliefs, what was done in the past, or uncritical benchmarking of what winners do

Virtual teams leadership skills

1) Communicate effectively by matching tech to the situation 2) Build community among members based on trust respect and fairness 3) Establish a clear and motivating shared vision, team purpose, goals, and expectations 4) Leady be example and focus on measurable results 5) Coordinate and collaborate across org boundaries

Types of individual rewards

1) Compensation package: total array of money, incentives, benefits, perks, and awards 2) Base pay: symbolizes an employee's worth, can improve motivation and performance if part of an effectively planned and managed pay system, is a major cost of doing business, can reduce turnover and increase morale when well-designed

Causes of political behavior

1) Conflict 2) Uncertainty 3) Scarcity of valued resources 4) Inaction 5) Org policies that reward emps who engage in political behavior and punish those who don't

Teamwork competencies

1) Conflict resolution abilities 2) Collaborative problem solving abilities 3) Communication abilities 4) Goal setting and self management abilities 5) Planning and task coordination abilities

Effects of groupthink

1) Consideration of and focus on fewer alternatives 2) Failure to perceive nonobvious risks and drawbacks of an alternative 3) Rejection of expert opinions 4) Ignoring potential for setbacks or actions of competitors in not developing contingency plans

Measuring performance

1) Considerations a. Desired decisions to be made based on job related criteria b. Instruments must be valid, reliable, and free of bias 2) Choices of measurement a. Graphic rating scales, checklists, essays/diaries, behaviorally anchored rating scales, forced choice systems b. Comparative methods such as ranking, forced distribution, paired comparisons, multiple raters 3) Common problems a. Tendency to rate individuals equally b. Inability to discriminate among various levels of performance

Reward system

1) Consists of all org components involved in allocating compensation and benefits to employees in exchange for their contribution to the organization a. Components i. People ii. Processes iii. Rules iv. Procedures v. Decision making activities

Schedules of reinforcement:

1) Continuous: behavior is reinforced every time it occurs 2) Fixed interval: reinforced according to some predetermined, constant schedule based on time 3) Variable interval: after periods of time, but the time span varies 4) Fixed ratio: based on # of behaviors exhibited 5) Variable ratio: based on # of behaviors exhibited but changing baseline

Common political tactics

1) Control info: restrict info to certain ppl 2) Control lines of comm: gatekeepers restrict access 3) Use outside experts: pay to say something 4) Control agenda: only certain topics 5) Game play: leak info, only friends give feedback 6) Image building: PR spins image 7) Building coalitions 8) Controlling decision parameters: influence before decision is made 9) Eliminating political rivals

Traditional leader tasks

1) Control situations 2) Direct work 3) Supervise people 4) Closely monitor situations 5) Make decisions 6) Structure activities

Job characteristics theory (hackman and Oldham)

1) Critical psychological states of workers to improve outcomes a. Experience meaningfulness of the work b. Experience responsibility for work outcomes c. Have knowledge of results 2) Motivational properties of tasks to improve outcomes a. Skill variety b. Task identity c. Task significance d. Autonomy e. Feedback

Cross cultural leadership

1) Culture encompasses both int. diff and diversity based diff within 1 culture 2) Religious differences

Endpoint decision styles for managers

1) Decide 2) Delegate 3) Consult (individually) 4) Consult (group) 5) Facilitate

Org consequences of stress

1) Decline in performance 2) Absenteeism/turnover 3) Decreased motivation/satisfaction 4) Burnout. Too little stress can lead to boredom, too high to tension/anxiety

Motivating the right behavior:

1) Define the problem 2) ID and define specific behaviors to change 3) Record and track occurrences of target behavior 4) Analyze the current negative consequences of undesired behavior and arrange for more positive consequences to follow the desired behavior 5) Evaluate whether the behavior has improved and by how much

ERG theory (Alderfer)

1) Describes Existence, Relatedness, and Growth needs 2) Assumptions a. More than one need may motivate a person at the same time b. Satisfaction-progression and frustration-regression components

Behavioral approach to decision making, Admin model

1) Describes how decisions are often actually made 2) Characteristics of the admin model a. Bounded rationality: DMs can't deal with all the info, so they tackle some subset of it b. Sub optimizing: knowingly accepting less than best outcome in order to avoid unintended negative consequences on the rest of the org c. Satisficing: examining alternatives only until a solution that meets minimal req's is found

Situational leadership model

1) Differ from traits models and behavior models 2) Assume that appropriate leader behavior varies from one situation to another situation 3) Seek to identify how key situation factors interact to determine appropriate leader behavior

Sources of conflict in orgs

1) Differing task goals: disagreements over what is to be accomplished 2) Differing process goals: disagreements over how to accomplish tasks or goals 3) Interpersonal differences: differences in motivation, aspirations, or personality 4) Resource constraints: incompatible needs or competition over perceived or actual resource constraints 5) Change: the uncertainty of change often creates conflict and changes the relative importance of different org groups 6) Differing values: perceived or actual incompatibilities in beliefs about what is good or bad, right or wrong, or fair or unfair 7) Poor communication: when people lack necessary info, are misinformed, interpret differently, or disagree about which data is relevant 8) Task interdependence: when one person or unit is dependent on another for resources or information, the potential for conflict increases 9) Org structure: conflict (either horizontal or vertical) can result from structural or process features of the org.

The appraiser: alternatives

1) Direct supervisor 2) Multiple rater systems (including self eval) 3) 360 degree feedback (A system in which people receive performance feedback from all sides)

Other challenges

1) Direct vs indirect communication a. In non Western cultures, meaning is embedded int eh way the message is presented b. Member of western cultures have difficulty interpreting indirect communication 2) Different attitudes toward hierarch and authority a. Members of status oriented cultures feel uncomfortable arguing with the team leader, older people, or others perceived to have a greater status 3) Conflicting decision making norms a. Cultures differ in how quickly and decisively decisions ought to be made

Characteristics of Org Structure

1) Division of labor: The degree to which employees specialize 2) Span of control: # of ppl reporting directly to a person 3) Hierarchy: degree to which some emp's have formal authority 4) Formalization: extent to which org rules, procedures, and coms are written down and followed 5) Centralization: degree to which power and DM authority are concentrated at higher levels of the org rather than distributed

Detecting impression MGT

1) Elevated speaking pitch 2) Speech errors/pauses 3) Negative statements 4) Eye shifting 5) Increased blinking and pupil dilation 6) Fondling or manipulating objects in hands 7) Leg fidgeting 8) Using fewer gestures and keeping head still

Techniques and issues in employee involvement

1) Empowerment through work teams 2) Decentralization of decision making and increased delegation

Communication process steps

1) Encoding: converting a thought, idea, or fact into a message composed of symbols, pictures, or words 2) Message: the encoded info 3) Channel: the medium used to send the message 4) Decoding: Translating the message back into something that can be understood by the receiver 5) Feedback: a check on the success of the communication 6) Noise: Anything that blocks, distorts, or changes in any way the message the sender intended to communicate

Charismatic leader attributes

1) Envisioning: articulating a vision, setting high expectations, modeling consistent behaviors 2) Energizing: demonstrating personal excitement, express confidence, seek/find/use success 3) Enabling: express support, empathize, express confidence in people

Managing Stress

1) Exercise 2) Time management 3) Support groups 4) Role management 5) Relaxation

Equity theory of motivation

1) Focuses on the desire to be treated with equity and avoid perceived inequity a. Equity is a perceptual belief that one is being treated fairly in relation to others b. Inequity is a perceptual belief that one is being treated unfairly in relation to others

Porter-Lawler Model

1) Focuses on the relationship between satisfaction and performance 2) Conventional theory assumed satisfaction leads to performance 3) Assumes that a. If rewards are adequate, high levels of performance may lead to satisfaction b. Satisfaction is determined by the perceived equity of intrinsic/extrinsic rewards for performance

Path-goal theory of leadership (evans and house)

1) Focuses on the situation and leader behaviors in suggesting that leaders can readily adapt to different situation 2) Assumes that leaders affect subordinates' performance by clarifying the behaviors (paths) that will lead to desired rewards (goals) 3) Defines types of leader path-goal behaviors a. Directive b. Supportive c. Participative d. Achievement oriented

Informal groups

1) Friendship group a. Relatively permanent b. Draws benefits from the social relationships among its members 2) Interest group a. Organized around a common activity or interest b. Relatively temporary

Org structures that come from emp groupings

1) Functional: groups ppl with same skills or use similar tools/processes into departments. For Stable, few products, good economies of scale. Poor com, resp, coord, high conflict. 2) Divisional: collection of functions organized around a particular geographic area, product, or market. Common w/ orgs w/ many products, areas, and customers. Flexible, coord,. Rivalries, conflict, bad economies of scale. 3) Matrix: emp's report to both a project and product team and to a functional MGR. good cust serv., flexible, responde quick, best for complex in uncertain. 4) Team based: horizontal or vertical teams, permanently assigned with no f(X) MGR. Best when collaboration and inputs from several F(X) areas are req'd 5) Lattice: cross(FX) and cross level subteams are formed and dissolved as necessary to complete specific projects and tasks. 6) Network: collection of autonomous units or firms that act as a single larger entity, using social mechanisms for coordination and control. Good for infrequent exchanges, supply certainty, no customization. Use Joint Payoffs and Restricted Access

Work/life balance

1) Fundamental work-life relationships a. Interrelationships between a person's work life and personal life 2) Balancing work-life linkages a. Importance of long term versus short term perspectives b. Balance needs of both wage earners in double income families c. Accept that there's a work life integration

Virtual team challenges

1) Geographic and temporal separation 2) Isolation 3) Difficult to perfveorm standard integration, mentoring, and development 4) Many functions must be performed by the team without the leader present

Expanded goal setting theory (Locke)

1) Goal directed effort is a function of goal attributes a. Goal difficulty: extent to which a goals is challenging and requires effort b. Goal specificity: clarity and precision of a goal c. Goal acceptance: extent to which a person accepts a goal as his/her own d. Goal commitment: extent to which a person is personally interest in reaching a goal

Factors that determine ideal group size

1) Group members' ability to interact and influence each other 2) Maturity of the group 3) Group tasks 4) Ability of the group leader to deal with communication, conflict, and task activities

Build/maintain culture with remote emp's

1) Harder to reinforce cultural values 2) Affect emp ID with the org

Decision Maker does...

1) Has goal 2) Valuates outcomes of alternative COAs 3) Selects on alternative

Leaders as coaches/mentors

1) Helps select team members and other new employees 2) Provides general direction' 3) Helps train/develop the team and member skills 4) Helps acquire info/resources 5) Helps resolve conflict and mediate disputes

Four ethical issues for teams

1) How do teams fairly distribute work? 2) How do teams assign blame and reward credit? 3) How do teams ensure participation, resolve conflict, and make decisions? 4) How do teams avoid deception and corruption?

Focus of process based perspectives

1) How people behave in their efforts to satisfy their needs 2) How people evaluate their satisfaction after they attain these goals 3) Includes equity and expectancy theories Theories include: equity, expectancy, porter lawler

Org Coping Strategies

1) Institutional programs a. Properly designed jobs/schedules b. Fostering healthy work culture c. Supervision-keep workloads reasonable 2) Collateral programs a. Org programs specifically created to help employee's deal with stress i. Stress MGT, health promotion, employee fitness programs, career development

New ventures innovation

1) Intrapreneurship: entrepreneurial activity that takes place within the context of a large org. 2) Require entrepreneurship and good MGT

Alternative dispute resolution

1) Involving a third party in a negotiation to overcome a stalemate 2) 3 types a. Conciliation: a third party builds a positive relationship between the parties, improves their communication, and facilitates their discussions b. Mediation: an impartial third party (the mediator) facilitates a discussion using persuasion and logic c. Arbitration: a third party who has the authority to impose a settlement on the parties d. Ombudsman: someone who investigates complaints and mediates fair settlements between aggrieved parties

Using intranets to build culture

1) Issue isn't just about using the latest tech but about leveraging the right tech for creating and maintaining positive culture 2) Ways intranets influence culture a. By their scope b. By their openness to employee feedback c. By how frequently they're updated d. By the number of intranets e. By the use of symbols, stories, and ceremonies

A workplace perceived as highly political creates

1) Job anxiety 2) Intentions to leave 3) Lower job satisfaction 4) Low org commitment 5) Low productivity 6) More political behavior

Motivation techniques

1) Job design 2) Participation/empowerment 3) Flexible work 4) Goa setting 5) Performance MGT 6) Rewards

Early alternatives to job specialization

1) Job rotation: systematically moving workers from one job to another in an attempt to minimize monotony and boredom 2) Job enlargement (horizontal): giving workers more tasks to perform 3) Job enrichment (vertical): giving workers more tasks to perform and more control over how to perform them

Job specialization (Frederick Taylor)

1) Jobs should be scientifically studied, broken into components, and standardized 2) Follows Adam smith's concept of the division of labor 3) Jobs designed for efficiency can become boring/monotonous, resulting in job dissatisfaction

Dominant Situational Theory Refinements

1) LPC theory: Fiedler added stress as major element of situational favorableness. Said that leader's intel and exp enable to cope with various levels of stress. 2) Path Goal Theory: started as two forms of leader behavior, now four 3) Vroom's Decision Tree: continuously revised. Now software versions.

3 Contemporary Situation Theories

1) Leader-Member Exchange Model 2) Hersey and Blanchard Model 3) Refinements and Revisions of Other Theories

New leader tasks

1) Leaders as coaches 2) Gender and leadership 3) Cross cultural leadership 4) Int. leadership and project GLOBE

Decentralized org

1) Lower levels have more autonomy and authority 2) Flatter structures, less middle MGT 3) Promotes product innovation and faster DM 4) Best for non-routine tasks in a complex env

Tips for effective negotiation

1) Make sure each side knows the others interests and perception of the issues 2) Identify what you can and cannot part with 3) Identify and use sources of leverage 4) Show the other side that you understand their position 5) Suppress your emotions 6) Know your BATNA: "best alternative to a negotiated agreement"

Changing org culture

1) Managing symbols 2) Difficulty of change: culture can be difficult to change when upper MGT inadvertently reverts to old behaviors 3) Stability of change: new values and beliefs must be seen as stable and as influential as old ones a. Changing value systems require enormous effort because value systems tend to be self-reinforcing

Behavioral approaches to leadership

1) Michigan 2) Ohio

Corporate Research innovation

1) Most common means of developing innovation in a traditional org, also known as R&D

Stages of group and team development

1) Mutual acceptance: members share info and get to know each other 2) Communication and decision making: members discuss feelings more openly, set group goals and individual roles 3) Motivation and productivity: members cooperate and help each other 4) Control and organization: mature group, members are flexible, adaptive, and self correcting

Using theories of motivation

1) No single theory explains motivation 2) More than one theory or method can be used 3) Each theory must be translated into operation terms

Frequency of appraisals

1) Often done annually 2) Determined by convenience for admin purposes, cultural appropriateness, and relevance

Cultural Values

1) Often taken for granted 2) Taught to new members as they're socialized into the group 3) Take a long time to evolve and a long time to change 4) Can enhance org performance 5) Made up of formal and informal practices, artifacts, espoused values and norms, and assumptions

One way and two way communication

1) One way: info flows from sender to receiver 2) 2way: info flows from sender to receiver and then feedback is given and received

Reinforcement theory and learning

1) Operant conditioning (Skinner) a. Behavior is a function of its consequences b. Reinforcement is the consequence of behavior 2) Types of reinforcement a. Positive: reward or other desirable consequence that a person receives after exhibiting behavior b. Negative: opportunity to avoid or escape from an unpleasant circumstance after exhibiting behavior c. Extinction: decreases frequency of behavior by eliminating a reward or desirable consequence that follows that behavior d. Punishment: unpleasant or aversive consequence that results from behavior

Types of Power

1) Organizational a. Legitimate: due to position of authority b. Reward: due to control of rewards c. Coercive: due to control of punishments 2) Personal a. Expert: due to knowledge/skills b. Informational: due to control of info c. Referent: due to control because subs respect, admire, and ID with leader d. Persuasive: due to ability to use logic and facts to persuade

Enhance motivation through participation and empowerment

1) Participation: giving employees a voice in making decisions about their own work 2) Empowerment: enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority

Indirect compensation (employee benefits)

1) Payment for time not worked 2) Social security contributions 3) Unemployment compensation 4) Disability and workers compensation benefits 5) Life and health insurance programs 6) Pensions or retirement plans

Areas of employee involvement

1) Personal job related decisions 2) Admin matters 3) Product quality decisions

Individual rewards

1) Piecework programs: pay per unit produced 2) Gain sharing: additional earnings for cost reduction ideas 3) Bonus: lump sum 4) Long term: more $ based on stock performance, etc... 5) Merit pay plans: pay raises on performance 6) Profit sharing plans: profits distributed to emps at premade rate 7) Employee stock option plans

Contemporary Situational Theory: Hersey and Blanchard Model

1) Popular among young practicing managers. 2) Based on the premise that appropriate leader behavior depends on the readiness of the leader's followers (ie the subordinate's degree of motivation, competence, experience, and interest in accepting responsibility). 3) Leader's Task behavior goes from telling, selling, participating, delegating. 4) Leader's Relationship Behavior is low then high then low as readiness increases

Centralized org structures

1) Power/DM at high level 2) Clear lines of com and responsibility 3) Decision implementation is straight forward 4) Best in noncomplex and stable env

Org Structures

1) Prebureaucratic: small org with low standardization, total centralization, mostly one to one com 2) Bureaucratic: formal division of labor, hierarchy, standardization of work. Bases for grouping emps a. Knowledge/skill b. Business function c. Work process d. Output e. Client f. Location

The Creative Process

1) Preparation (education and training) 2) Incubation (less intense conscious concentration) 3) Insight (spontaneous breakthrough to achieve new understanding) 4) Verification (test of the validity or truthfulness of the insight)

Team performance factors

1) Process gain: performance improvements that occur because people work together rather than alone 2) Process loss: performance decrements that occur when a team performs worse than the individual members would have 3) Team efficacy: a team's shared belief that it can organize and execute the behaviors necessary to reach its goals

Types of decisions

1) Programmed decision: recurs often enough to develop decision rules: statements that tell DMs which alternative to choose once they have predetermined info about the decision situation 2) Non programmed decision: recurs infrequently, unique situations, no previously established decision rules

Leadership grip (originally managerial grid)

1) Provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior 2) 2 axes a. Horizontal axis represents concern for production b. Vertical axis represents concern for people c. Five management styles identified

Roles, purposes, and meaning of rewards

1) Purposes: to attract, retain, and motivate qualified employees 2) Roles of compensation structures: a. To be equitable and consistent b. To be a fair reward for the individuals contribution c. To be competitive in the external labor market 3) Meanings of rewards a. Surface value: objective meaning or worth of reward b. Symbolic value: subjective and personal meaning or worth of reward

De-escalating conflict

1) React equivalently to the other party, don't overreact 2) Underreaction can de-escalate conflict 3) Set personal behavior limits at the start 4) Managers can model de-escalation and set/enforce limits on escalating behaviors

Additional vocab related to sources of conflict

1) Relationship conflict: conflict due to incompatibility or differences between individuals or groups 2) Conflict of interest: conflict due to incompatible needs or competition over perceived or actual resource constraints 3) Values conflict: conflict arising from perceived or actual incompatibilities in belief systems 4) Information conflict: conflict that occurs when people lack necessary info, are misinformed, interpret info differently, or disagree about which info is relevant

Mechanistic structure

1) Rigid, traditional bureaucracies 2) centralized power 3) hierarchical coms 4) uniform job descriptions 5) may minimize costs 6) slow to capitalize on new opportunities 7) best for stable, slow change env

How Subunits gain power

1) Scarce resources 2) Centrality: extent to which a subunit's activities influence the work of many other subunits 3) Substitutability: extent to which a subunit's activities can be performed by others 4) Subunits most capable of dealing with uncertainty tend to have greater power

Barriers to effective communication

1) Selective perception: We selectively see and hear based on our expectations and beliefs 2) Misperception: messages are not always decoded by the receiver in the way the sender intended 3) Filtering: info is intentionally withheld, ignored, or distorted to influence the message that is ultimately received 4) Org Barriers: a firm's hierarchical structure and culture can influence who is allowed to communicated what to whom, and may limit how messages can be sent 5) Cultural barriers: different national cultures have different ways of expressing things 6) Noise: anything that blocks, distorts, or changes the message the sender intended to communicate

4 principles of integrative negotiation

1) Separate relationship issues (or people problems) from substantive issues 2) Focus on interest, not position-negotiate about the things people need, not the things they say they want 3) Look for new solutions to the problem that will allow both sides to win 4) Insist on outside, objectives fairness criteria

Upward Influence Styles (combo of tactics)

1) Shotgun: uses most influence and emphasizes assertiveness/bargaining 2) Tactician: uses avg amount of influence and emphasizes reason 3) Bystander: uses little influence with superiors 4) Ingratiator: uses friendliness strategy

Perquisites

1) Special privileges awarded to selected members of an organization, usually top managers 2) Add to the status of their recipients and thus may increase job satisfaction and reduce turnover

Communities of practice best tips

1) Start with clear area of business need 2) Start small 3) Recruit MGT involvement 4) Use tech that supports community's needs and they like to use 5) Respect and build on informal emp initiatives already used 6) Celebrate contributions and build on small successes

Rational Approach to decision making Steps

1) State the situation goal 2) ID the problem 3) Determine the decision type 4) Generate alternatives 5) Evaluate alternatives 6) Choose an alternative 7) Implement the plan 8) Control: measure and adjust

3 emerging issues in leadership

1) Strategic leadership: understand complexities of org and environment and lead change in org to achieve/maintain superior alignment between them 2) Ethical leadership: leading based on consistent principles of ethical conduct 3) Virtual leadership: leadership via distance technologies

Rational Approach to decision making + and -

1) Strengths a. Forces decision in a logical sequential manner b. In depth analysis enables the DM to choose on the basis of info rather than emotion or social pressure 2) Weaknesses a. Rigid underlying assumptions often unrealistic b. Info limited by time or cost constraints, MGRs ability to process info c. Not all alternatives easily quantified d. Outcomes unknown due to unpredictability of the future

Org structure and conflict

1) Structural conflict: results from structural or process features of the org 2) Vertical conflict: occurs across different hierarchical levels of the org

Coworker violence risk factors

1) Supervising others 2) Working in a high stress environment 3) Personality conflicts 4) Understaffed workplaces 5) Economic downturns

Groupware and group decision support systems

1) Synchronous and asynchronous info tech support virtual teams 2) Meeting MGT software, electronic whiteboards, collaborative documents editors 3) Reduces travel time/expense 4) Meetings created online, agendas and other documents can be amended

Ways to manage org culture

1) Take advantage of existing culture 2) Teach the org culture through socialization a. Socialization: process through which individuals become social beings b. Org socialization is the process through which emp's learn about the firm's culture and pass their knowledge and understanding to others

Org communication

1) The exchange of info among two or more individuals or groups in an organization that creates a common basis of understanding and feeling 2) Can be formal or informal 3) Can be downward, upward, horizontal, or diagonal

Leadership continuum model

1) The model of Robert Tannenbaum and warren h Schmidt that laid the foundation for research in this field 2) Tannenbaum and Schmidt leadership continuum was an important precursor to modern situational approaches to leadership. The continuum identifies seven levels of leadership, which range between the extremes of boss centered and subordinate centered leadership

Vroom's Decision tree choices

1) Time driven decisions must be made on a timely basis 2) Development driven decisions can be used to improve/develop subordinates' decision making skills

Int. Leadership and Project GLOBE

1) To learn more about int. leadership, researchers ID 6 traits a. Charismatic, value based leadership b. Team oriented leadership c. Participative leadership d. Humane oriented leadership e. Autonomous leadership f. Self-protective leadership

Steps of MBO

1) Top MGRs establish overall goals for the firm 2) MGRs and emps collaborate to set subsidiary goals 3) MGRs and emps ensure that the emps have the resources 4) Process flows downward as each sub MGR repeats the steps 5) MGR periodically meets with subs to check progress/adjust

Promoting effective performance

1) Top MGT must support changes 2) Org's need to understand the time frames involved 3) Requires adjustments to the org rewards system (skill based pay, gain sharing systems, team bonus plan)

Early perspectives on motivation

1) Traditional a. Scientific MGT (Frederick Taylor) assumes that employees are motivated solely by money 2) Human Relations a. Assumes people want to feel useful and important b. Fostering a (false) sense of employee's inclusion in decision making will result in positive attitudes and motivation to work hard 3) Human Resource a. Assumes people want to and are able to make genuine contributions b. Managers should encourage their participation by encouraging participation and make full use of HR

How learning occurs

1) Traditional view: classical conditioning (Pavlov). Simple form of learning that links a conditioned response with an unconditioned stimulus 2) Contemporary view: learning as a cognitive process. Assumes people are conscious, active participants in how they learn

3 leadership styles

1) Transformational 2) Transactional 3) Charismatic 4) Attribution Perspective of Leadership

LPC Theory of leadership

1) Tries to reconcile and explain a leader's personality and the complexity of a situation 2) Assumes a task or relationship focus for leaders 3) Uses the LPC scale (least preferred coworkers) to measure leader motivation a. High LPC leaders are more concerned with interpersonal relationships b. Low LPC leaders are more concerned with task relevant problems 4) 3 factors measure situational favorableness to help determine proper leadership focus a. Leader-member relations (high importance) b. Task structure (moderate importance) c. Leader position power (low importance)

Role of national culture in influence effectiveness

1) Understand diverse cultures, values, and perspectives enhances sensitivity to what's important to others and how best to influence them 2) Influence tactics must be compatible with social values in the national and organizational cultures

Enhancing creativity in organizations

1) Use explicit goals to make creativity a part of the org culture 2) Reward creative successes 3) Don't punish creative failures

How leaders create and maintain culture

1) Varies by industry and national identity/society 2) Culture is influenced by company founders/leaders a. Shaped early on then reinforced by philo, values, vision, goals b. Cultural choices influence co structure, compensation, customer relations and HR, ppl behavior, and motivation c. All these items reinforce culture 3) Culture may need to change due to changes in strategy, tech, or org structure 4) Culture may vary across diff areas of the org

Contemporary issues in org structure

1) Virtual orgs: org that contracts out almost all of its F(X)s except for the company name and managing the coordination among contractors 2) Integrating emp's: segmenting emp's into divisions, F(X) areas, or groups a. Direct contact: informal, MGRs coordinate b. Liaison role: formal, direct com c. Task force: temp committee for a specific task d. Cross functional team: perm task force for specific task 3) Communities of practice: groups of ppl whose shared expertise and interest in a joint enterprise informally bind them together 4) Effects of restructuring: a. Can improve struggling org's performance b. Not a cure all c. Stressful and demotivating d. Emp's who survive downsizing suffer stress, less commitment, and higher turnover

Organic Structure

1) flexible, decentralized 2) open com channels 3) focus on adaptability 4) faster response to market and competitive changes 5) may increase job satisfaction and commitment

Gender and leadership

1) stereotyping no longer allowed 2) Women tend to be more democratic DMs; men more autocratic a. Women may have stronger interpersonal skills b. Women may confront more opposition and therefore involve others in DM to reduce conflict

Job sharing

2 or more part time employees share full time job

Group problem solving

3 techniques can help the process work better 1) Brainstorming: used in the idea-generation phase to assist in developing many COAs 2) Nominal group technique: members generate many ideas, discuss them, and then vote-repeating the cycle until they reach a decision 3) Delphi technique: method of systematically gathering judgements from experts for use in developing forecasts

Leadership motive pattern

A high need for power (with high impulse control) and a low need for affiliation

Power

A person's or group's potential to influence another person or group's behavior

Flexible reward system

Allows employees to choose the combination of benefits that best suits their needs, increases employee satisfaction with benefits and admin costs for the employee

Position power

Based on one's position in the org

Personal Power

Based on the person's individual characteristics, stays with a person regardless of his or her job/org

Joint Payoff

Because network is organized around specific products, payments are arranged based on the final product. If not made, no one gets paid

Categories of groups

By degrees of formalization 1) Formal groups: established by org 2) Informal groups: self created by members

Restricted access

By restricting exchanges to a few long term partners, networked orgs are more dependent on each other.

Broader perspectives on goal setting (MBO)

Collaborative goal setting process through which organizational goals cascade down throughout the organization, customized for each org

Upward influence Tactics

Combinations of upward influence tactics that tend to be used together 1) Ingratiation 2) Exchange 3) Rationality 4) Assertiveness 5) Coalition forming 6) Upward appeals

Organizational chart

Diagram of the chain of command and reporting relationships in a company

How to de-escalate conflict

Do 1) Empathetic listener 2) Focus on other person 3) Delay tactics to create time to diffuse emotion 4) Control your body language 5) Remind both that win-win can be found 6) Stay focused on issues Avoid 1) Hostile words / body language 2) Rejecting all requests from start 3) Challenge, threaten, dare 4) Raise voice 5) Blaming or defaming 6) Minimize the situation or conflict

Cultures of inclusion

Extent to which majority members value efforts to increase minority rep, and whether the quals and abilities of minority members are questioned. Important aspect of diversity MGT. pro-diversity cultures are related to lower turnover and reduced absenteeism

Leadership neutralizers

Factors that render ineffective a leader's attempts to engage in various leader behaviors (group (cohesion stronger than leader), job (assembly line constant speed), or org factors (strict payrolls no bonuses))

Charisma

Form of interpersonal attraction that inspires support and acceptance

Global team

Has members from different countries

Self monitoring

Having a high concern with others' perceptions of us and adjusting our behavior to fit the situation

Attribution perspective of leadership

Holds that when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors.

Motivational Framework:

How motivational processes occur 1) Need: anything an individual requires or wants 2) Need deficiency: triggers attempts to satisfy the need 3) Goal-directed behaviors: result from individuals trying to satisfy their need deficiencies 4) Rewards and punishments: consequences of the goal directed behavior 5) Reassessment of need deficiency: assessment of the extent to which the outcome addressed the original need deficiency

Influence Tactics Overall

How people translate their power to affect the behavior of others. Rational persuasion, inspirational appeals, and consultation are most effective. Pressure is the least effective. Using multiple tactics can be effective if they're compatible.

Leadership Substitutes

Individual (professional, motivation, experience, training, indifference to rewards), task (structured, controlled, satisfying, feedback), group (norms, cohesion), and org characteristics (procedure/rules, goals/obj, rewards) that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance.

An organization's structure affects its performance by...

Influencing how it operates, employee's communicate, and how they are expected to behave

Upward influence

Influencing superiors

Innovation and Culture

Innovation: the process of creating and doing new things that are introduced into the marketplace as products, processes, or services 1) Radical (disruptive) major breakthrough that changes or creates whole industries 2) Systems: creates new functionality by assembling existing parts in new ways 3) Incremental: continues the tech improvement and extends the applications of radical and systems innovations

Prevention of groupthink

Leader Prescription 1) Make everyone critical evaluator 2) Be impartial 3) Assign devil's advocate 4) Use outside experts to challenge group 5) Be open to dissenting POV Org prescriptions 1) Set up several indep groups to study same issue 2) Train MGRs and leaders in prevention Ind. Prescriptions 1) Be critical thinker 2) Discuss group deliberations with trusted outsider Process prescriptions 1) Periodically break group into subgroups to discuss issue 2) Take time to study external factors 3) Hold second chance meetings to rethink issues before commitment

Charismatic leadership

Leadership based on personal charisma. Charisma is a personal characteristic of the leader which inspires support and acceptance

Transactional Leadership

Leadership focused on routing, regimented activities

Hybrid approaches to decision making

MGRs use a combo of rational, behavioral, and practical approaches to make decisions. Research has shown that speed of DM isn't a factor in the quality of the decision

Social Learning in organizations

Occurs when people observe the behaviors of others, recognize the consequences, and alter their own behavior as a result 1) Conditions for social learning i. Behavior being observed and imitated must be relatively simple ii. Observed and imitated behavior must be concrete, not intellectual iii. Learner must have the physical ability to imitate the observed behavior 2) Behavior modification i. Application of a reinforcement theory to influence the behaviors of people in organizational settings

Contemporary Situational Theory: Leader-Member Exchange Model In Group

Often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules

Incentive pay systems

Plans in which employees can earn additional compensation in return for certain types of performance

Managing Org Politics

Political behavior can be reduced by 1) Formal rules/procedures a. Clear expectations b. Open comm c. MGR confronts poorly behaved emps d. MGR is good role model 2) Keep # of subs per MGT reasonable 3) Know motivations / aspirations of emps

Impression MGT

Process of portraying a desired image or attitude to control the impression others form of us

Business strategy should be matched to org structure for best performance

Production Tech 1) Unit production: small batches, unique. Flat structure low MGT 2) Mass production: large volumes of identical stuff. Tall, bureaucratic 3) Continuous production: machines constantly make the product and emp's monitor the machines. Tall and thin structure, possibly inverted triangle

Contemporary Situational Theory: Leader-Member Exchange Model Out Group

Receive less of the supervisors time and attention and are likely to be assigned the more mundane tasks the group must perform and not be in the loop when info is being shared

Balanced scorecard approach to performance management

Relatively structure performance MGT technique that IDs financial and non-financial performance measures and organizes them into a single model (Finance, internal business processes, innovation/learning, and customer centered around vision and strategy)

Other awards

Rewards for seniority, perfect attendance, zero defects, cost reduction suggestions Related issues in rewarding performance Linking performance and rewards: employee perception of link between pay and performance results in symbolic value of pay

Mentor

Role of helping a less experience person learn the ropes to better prepare for career success

Empowerment

Sharing power with employees and giving them the authority to make and implement at least some decisions. Must give them power of their work and train them.

Path Goal theory

Situational factors affecting the leader behavior choice 1) Personal characteristics of subordinates a. Locus of control b. Perceived ability 2) Environmental characteristics that cause uncertainty a. Task structure b. The formal authority system c. The primary work group 3) Leader behavior will motivate subordinates if it helps them cope with environemntal uncertainty 4) Path-goal theory of leadership specifies 4 kinds of leader behavior: directive supportive, aprticipative, and achievement oriented. Leaders are advised to vary their behaviors in response to such situational factors as personal characteristics of subordinates and environemntal characteristics

Org politics

Social influence attempts directed at those who can provide rewards that will help promote or protect the self interests of the actor 1) Affected by org culture, ind. Emp's 2) More likely to occur in ambiguous, uncertain env 3) Constructive politics are unnoticeable

Friederich Glasl's 9 stage model of conflict

Stage (main conflict) [behaviors] {trigger to next} 1) Hardening (obj) [discussion] {argumentation tactics} 2) Debate (obj, superiority) (argue, em pressure, debates) {action w/o consult} 3) Actions over words (obj, self image, proving) [action w/o consult, block goals, force to yield, lower verbal, more nonverbal] {covert attacks at identity} 4) Images/coalitions (win or lose mentality) [coalitions, attack ID] {loss of face} 5) Loss of face (values, dignity, exposure, distrust) [attack face, restore prestige] {ultimatums or threats} 6) Threats (control) [extend conflict, ultimatum, threat] {execute threat or ultimatum} 7) Limited attempts to overthrow (hurt opp more, survival) [opp not person, minor overthrow] {attack core} 8) Fragmentation of enemy (survival, malice) [no comm, shatter] {total war} 9) Together in abyss (annihilation, personal destruction) [limitless violence, accept personal destruction if necessary]

Org Culture

System of shared values, norms, and assumptions that guide members' attitudes and behaviors

Rational Approach to decision making

Systematic, step by step approach to make decisions. Assumptions 1) MGRs follow a systematic, step by step process for making decisions 2) Orgs are dedicated to making logical choices 3) Orgs want to do what makes the most sense economically 4) Decision makers are completely objective and have complete info 5) Planning may require a contingency plan: alternative actions to take if the primary plan fails or is disputed 6) Implementation may result in post-decision dissonance: doubt about a choice that's already been made

Group polarization

Tendency for a group's average post-discussion attitudes to be more extreme than its average pre-discussion attitudes. Occurs because a. Increasing confidence from shared opinions b. Persuasive arguments convincing weaker supporters c. Individuals substituting group responsibility for individual responsibility for the decision

Organizational structure

The formal system of task, power, and reporting relationships

Task interdependence leads to an increase in communications requirements

The higher the level of interdependence the greater the requirement for effective communication

Organizational design

The process of selecting and managing aspects of organizational structure and culture to enable the organization to achieve its goals

Transformational Leadership

The set of abilities that allows the leader to recognize the need for change, to create a visions to build that change, and to execute the change effectively

Abuse of power

Using any type of power to demean, exploit, or take advantage of another or influencing someone to do something the person later regrets

Need for power

Wanting to control and influence others, or to be responsible for others

Acquiring power

Your power is greater if the things you control are 1) Important 2) Rare 3) Without substitute

Workgroup

a formal group established by the organization to do its work Types of workgroups 1) Command group: relatively permanent group with functional reporting relationships; usually included in the org chart 2) Affinity group: relatively permanent collection of employees in the same hierarchical level who meet regularly to share info and solve problems

Downward comm

a higher level employee communicates to a lower level employee

Upward comm

a lower level employee communicates to a higher level employee

Groupthink

a mode of thinking that occurs when members of a group are deeply involved in a cohesive in-group and the desire for unanimity offsets their motivation to appraise alternative COAs. Symptoms 1) Illusion of vulnerability 2) Rationalizing or discounting warnings 3) Unquestioned belief in the group's morality and ethics 4) Stereotyped views of the enemy 5) Pressure against alternative opinions 6) Shared illusion of unanimity due to self-censorship 7) Self appointed mindguards

Negotiation

a process in which 2 or more parties make offers, counteroffers, and concessions in order to reach an agreement

Social Networks

a set of relationships among people connected through friendship, family, work, or other ties

Integrative negotiation

a win-win negotiation in which the agreement involves no loss to either party

Internet and communication

a. Info pull: occurs when someone receives requested info b. Info push: occurs when info is received that was not requested c. Internet media include websites, video chats, podcasts, email, instant messaging d. Telework: home based telecommuting, satellite offices, neighborhood work centers, mobile work

Horizontal comm

an employee communicates with others at the same organizational level

Team

an interdependent group of at least two people who share a common goal and accountability for outcomes

Informal comm

any communication that is not official

Distributive negotiation

any gain to one party is offset by an equivalent loss to the other party

Attitudes are generally formed...

around a sequence of cognition, affect, and behavioral intention. That is, we come to know something that we believe to be true (cognition). This knowledge triggers a feeling (affect). Cognition and affect then together influence how we intend to behave in the future.

Needs based theories of motivation

assume that need deficiencies in having needs met cause behavior. Maslow, ERG, Herzberg, Acquired Needs

Hierarchy of Needs (Maslow)

assumes that human needs are arranged in a hierarchy of importance 1) Basic (deficiency) needs Physiological Security Belongingness 2) Growth needs Esteem Self Actualization

Communication Process

begins with encoding a message then transmitting that message through a channel, and it then is decoded by the receiver. Feedback helps improve communication effectiveness but noise can block it.

Trust on Team Performance

belief that other people will honor their commitments, especially when it is difficult to monitor or observe others

Variable work schedules

can enhance employee motivation and performance 1) Compressed work schedule: 40 hours in fewer days 2) Job share: 2 or more employees share 1 full time job 3) Extended work schedule: work for relatively long periods of work followed by relatively long periods of paid time off

Integrated (or practical approach) to decision making

combines the unrealistic demands of the rational approach and the limited, short term orientation of the behavioral approach to create a more practical approach for making decisions in organizations. Practical approach is similar to rational, but recognizes personal limitations at each step

Nonverbal communication

communications that are not spoken or written but that have meaning to others 1) Body language: a body movement such as a gesture or expression that conveys information to others 2) Verbal intonation: the emphases given to spoken words or phrase

Expatriate compensation

compensation packages of emp's on overseas assignments must be adjusted to account for difference in costs of living and working conditions in working abroad versus their home base

Roles on Team Performance

define the behaviors and tasks each team member is expected to perform because of the position she holds

Michigan leadership behavioral studies

defined job-centered and employee centered leadership as opposite ends of a single leadership dimension a. Job centered behavior: involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance b. Employee centered behavior: involves attempting to build effective work groups with high performance goals

Ohio state leadership behavioral studies

defined leader consideration and initiating structure behaviors as independent dimensions of leadership c. Consideration behavior: involves being concerned with subordinates' feelings and respecting subordinates' ideas d. Initiating structure behavior: involves clearly defining leader subordinate roles so that subordinates know what's expected of them

Goal

desirable objective 1) Provides useful framework for managing motivation to enhance employee performance 2) Serve management as a control device for monitoring how well the organization is performing 3) Social learning theory: feelings of pride or shame about performance are largely related to how well people achieve their goals

Conflict

disagreement through which two or more parties perceive a threat to their interests, needs, or concerns 1) Dysfunctional conflict: destructive conflict focused on emotions and differences between the two parties 2) Constructive (functional) conflict a. Adaptive, positive conflict b. Balances the interest of both parties to maximize mutual gains and the attainment of mutual goals c. Contains elements of creativity and adaptation d. Can lead to ID of new alternatives and ideas

Collaboration software communication media

e. Workflow automation system f. Decision support systems

Pay secrecy

emp makes no info available to emp's regarding other emp's salaries/compensation

Participative pay systems

emp's are involved in the design/admin of their compensation

Diagonal comm

employees communicate across departments and levels

Telecommuting

employees spend all or part of their time working offsite 1) +: reduced absenteeism/turnover 2) +: reduction in indirect expenses for facilities 3) -: employees miss the workplace social interaction 4) -: employees lack self control/discipline 5) -: difficulties arise in coordinating in face meetings

Problem solving team

established to solve problems and improve work

Intranets communication media

g. Intranets give employees controlled access to shared info h. Portals are similar to intranets but are more project focused. Used for sharing: i. Scheduling ii. Collaboration iii. Databases, calendars, other documents i. Webcasts: live or prerecorded video segments j. Wikis: searchable, archivable websites that let people edit and comment on each other's work in real time k. Blogs: chronicles of people's personal thoughts and interests

Flexible work schedule (flextime)

gain more control over hours worked daily

Job Design

how orgs define and structure jobs

Importance of motivation

job performance (P) depends upon motivation (M), ability (A), and environment (E). P=M+A+E

Oral communication

l. Lowest possibility for miscommunication m. Important for building credibility and trust

Implementing teams

make the decision and plan the implementation Five implementation phases 1) Start up: team members are selected and trained, teams manage themselves 2) Reality and unrest (6-9 months): teams need help dealing with frustration and ambiguity, managers should stay visible and involved 3) Leader-centered teams: encourage strong internal team leaders, assist each team in development of its own sense of ID 4) Tightly formed teams: may be too internally focused, need to keep communication channels with other teams open, teams shouldn't become competitive 5) Self managing teams: could take months or years but teams are now capable of meeting or exceeding performance goals, flexible and able to take on new ideas

The core of performance MGT

measuring the performance of an individual or a group 1) Performance appraisal process a. Evaluate an employee's work behaviors by measurement and comparison with previously established standards b. Document the results c. Communicate the results to the employee 2) Purposes of performance appraisal a. Provide feedback b. Decide and justify reward allocations c. Determine training, development, and improvement d. Forecast future HR needs

Virtual team

members are geographically dispersed, communicate online

Cross functional team

members come from different departments or functional areas

Functional team

members come from the same department or functional area

Leadership Grid

method of evaluating leadership styles. The overall objective of an organization using the grid is to train its managers using organizational development techniques so that they are simultaneously more concerned for both people and production

Media richness

n. Ability of media to carry nonverbal cues, provide rapid feedback, convey personality, and support natural language use o. Depends on 4 things i. Interactivity, or the availability of feedback ii. The ability to transmit multiple cues, such as physical presence, voice inflection, nonverbal cues, and pictures iii. Language variety for conveying a broad set of concepts and ideas iv. Personal focus, or the degree to which it allows the expression of emotions and other social cues

Task interdependence

needed when one person or unit is dependent on another person for resources or info to get work done 1) Pooled interdependence: used when employees work independently and then their output is combined into group output 2) Sequential interdependence: used when tasks must be done in a certain order 3) Reciprocal interdependence: used when constant communication and mutual adjustment are needed for task completion

mechanistic/organic continuum

not a dichotomy, usually a mix of some parts

Social Facilitation on Team Performance

occurs when people are motivated to look good to others and want to maintain a positive self image (opposite of social loafing)

Formal comm

official, organization-sanctioned communications

Venture team

operates semi-autonomously to create and develop new products, processes, or businesses

Expectancy Theory (vroom)

people are motivated by how much they want something and the likelihood that they perceive of getting it 1) Effort to performance: perceived probability that effort will lead to performance 2) Performance to outcome: perceived probability that performance will lead to certain outcomes 3) Outcome: anything that results from performing a behavior 4) Valence: degree of attractiveness or unattractiveness that a particular outcome has for a person

Task specific self-efficacy

people's belief in their capabilities to do what is required to accomplish a specific task. 3 dimensions 1) Magnitude: beliefs about how difficult a task can be accomplished 2) Strength: beliefs about how confident the person is that the task can be accomplished 3) Generality: beliefs about the degree to which similar tasks can be accomplished

Other Team Performance factors

positive norms, shared team goals, feedback, team rewards, new member integration

Decision Making

process of choosing from among several alternatives

Learning

relatively permanent change in behavior or potential resulting from experience

low context cultures

rely on words to convey meaning. High does not.

Motivation

set of forces that leads people to behave in particular way

Self directed team

sets and pursues own goals

Problem Solving

special form of decision making that requires finding the answer to a question

Contemporary Situational Theory: Leader-Member Exchange Model

stresses the importance of variable relationships between supervisors and each of their subordinates. By George Graen and Fred Dansereau. Each pair referred to as a vertical dyad.

The results of the Michigan studies

suggested that there are two fundamental types of leader behavior, job centered and employee centered, which were presumed to be at opposite ends of a single continuum. The Ohio State studies also found two kinds of leadership behavior, "consideration" and "initiating-structure." These behaviors are somewhat parallel to those found in the Michigan studies but this research suggested that these two types of behavior were actually independent dimensions.

Group composition

the degree of similarity or difference among group members on factors important to the group's work 1) Homogeneity: degree to which members are similar in one or several ways that are critical to the group's work 2) Heterogeneity: degree to which members differ in one or more ways that are critical to the group's work a. Homogeneous groups are more productive when the task is simple, is sequential, requires cooperation, or requires quick action b. Heterogeneous groups are more productive when the task is complex, requires collective effort, demands creativity, and emphasizes thoroughness over speed

Group Cohesiveness

the extent to which a group is committed to staying together 1) Results from forces acting on the members a. Attraction to the group b. Resistance to leaving the group c. Motivation to remain a member of the group 2) Informal leaders a. Engage in leadership activities without a formally recognized right b. Often draw from referent or expert power c. Can be a tremendous asset when working in the firm's best interests d. Can cause a major disruption otherwise

Group size

the number of members 1) Affects resources available to perform the task 2) Affects degree of formalization of interactions, communication, and participation 3) Can increase the degree of social loafing: the tendency of some members of groups to put forth less effort than they would if working alone

Group norms

the standards against which the appropriateness of the behaviors of members are judged and determine behavior expected in a certain situation 1) Results from a. Personality characteristics of members b. The situation c. The historical traditions of the group 2) Are enforced only for actions that are important to group members 3) Purposes of norms a. Help the group survive b. Simplify and increase predictability of the expected behaviors of group members c. Help the group to avoid embarrassing situation d. Express the group's central values for membership ID and ID the group to others

Communication

the transmission of info from one person to another to create shared understanding and feeling

Vroom's time driven decision tree

this matrix is recommended for situations in which time is of the highest importance in making a decision. The matrix operates like a funnel. You start at the left with a specific decision problem in mind. The column headings denote situational factors that may or may not be present in that problem. You progress by selecting the High or Low for each relevant situational factor. Proceed down from the funnel, judging only those situational factors for which a judgement is called for, until you reach the recommended process.

Vroom's development driven decision tree

this matrix is to be used when the leader is more interested in developing employees than in making the decision as quickly as possible. Just as with the time driven tree shown, the leader assesses up to 7 situational factors. These factors, in turn, funnel the leader to a recommended process for making the decisions

Participation in DM

to what degree should emp's be involved in DM process? Benefits of participation 1) Better solutions in judgmental tasks 2) Produces more and better solutions in complex problem solving tasks 3) Creates a greater interest in the task Drawbacks, higher risk of polarization and groupthink

Group

two or more people who interact with one another such that each person influences and is influenced by each other person

Decision making conditions

where info levels about desired outcomes vary 1) Conditions of certainty: outcomes of alternatives are known with enough info to determine the probabilities of various outcomes 2) Conditions of risk: certainty of outcomes is unknown but there is enough info to estimate probabilities of various outcomes 3) Condition of uncertainty: there is insufficient info to estimate the probability of possible outcomes