OB Final

Consensus

- All members can say they either agree with the decision or have had their say and were unable to convince others of their viewpoint -Everyone agrees to support the outcome

Stage 1 (Decision Making)

- Identify problem/opportunity - determine actual vs desirable

Risks of being strictly non-political

- May experience slow promotions - May feel left out - May be considered poor team player

Risks of being highly political

- being perceived as self-serving - may lose credibility - may be considered a poor team player

Performing Stage

-Activity focused on problem solving -work gets done -strong cooperation

Group Roles

-Expected behaviors for members of the group as a whole -People often play multiple roles

Stage 2 (Decision Making)

-Generate alternative solutions -Slow down and generate more solutions

Norming Stage

-Group becomes cohesive -Increasing team member interactions and interdependence help overcome conflict

Analytical style of decision making

-High tolerance of ambiguity -Values ask and technical concerns

Conceptual Style of Decision Making

-High tolerance of ambiguity -Values people and Social concerns

Forming Stage

-Ice braking - Mutual trust is low -A lot of holding back -Conflict beneficial and leads to increased creativity

Stage 4 (Decision Making)

-Implement and evaluate the solution

What is power?

-Influence -the ability to marshal human, informational, and other resources to get something done.

Directive style of decision making

-Low tolerance of ambiguity -Values Task and technical concerns

Behavioral style of decision making

-Low tolerance of ambiguity -Values people and social concerns

Types of Roles in Groups

-Task Roles: Initiatior, evaluator, energizer, opinion seeker/giver, etc -Maintenance Roles: Encourager, compromiser, follower, gatekeeper

Storming Stage

-Time of testing -Subgroups take shape -subtle forms of rebellion

Stage 3 (Decision Making)

-evaluate alternatives and select a solution -Consider ethics & feasibility

Adjourning stage

-work is done -group moves on to other things -new beginnings -emphasis on valuable lessons learned

5 common teamwork competencies

1. Contributes to the team's work 2. Constructively interacts with team members 3. Keeps team on track 4. Expects quality work 5. Possesses relevant KSAs

Stages of Group Development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

3 levels of political action

1. Individual - Self interests are persued 2. Coalition - Cooperative pursuit of group interests in specific issues 3. Network- cooperative pursuit of general self interests

5 bases of power

1. Legitimate (formal authority) 2. Reward (compliance thru granting rewards) 3. Coercive (threats or punishments) 4. Expert (possessing knowledge others need) 5. Referent (compliance thru one's characteristics and social relationships)

Reactions to power

1. Resistance -indifferent -Passive Aggressive -Active 2. Compliance 3. Commitment

Representativeness Bias

A cognitive bias resulting from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode.

To have hope, one needs to have A. efficacy. B. resilience. C. mindfulness. D. a goal and a means for achieving the goal. E. optimism

A goal and a means for achieving the goal

Groupthink

A situation in which group members seek unanimous agreement despite their individual doubts

Listening styles

Active: Full investment Passive: Partial Investment Involved: Not responsible for keeping convo going Detached: Fully disinterested

Mike is involved in a group at work dealing with getting the company parking lot repaired and expanded. What level of political action is Mike likely a part of? A. Coalition level B. Safety committee level C. Network level D. Individual level E. Long term level

Coalition level

Rational decision making (Pros & Cons)

Cons: We rarely have enough time and resources to use this method Pros: at least trying to be rational leads to enhanced quality of decision, more transparency of process and greater responsibility

Michael's manager told him that if he finished his project before Friday he would not have to work on the weekend. Michael finished the project on time and was still required to work on the weekend. Which type of trust did Michael's manager betray? A. fairness trust B. competence trust C. respect trust D. communication trust E. contractual trust

Contractual Trust

Susan attended her company's annual meeting where she was not very interested in the presentation and did not try to receive and decode the messages. What is Susan's likely listening style? A. active B. detached C. involved D. defensive E. passive

Detached

Century Y Corporation invested $1 million to fix a computer system despite severe technical problems and complaints about the system not being "user-friendly." The decision maker was likely influenced by which judgmental bias? A.framing bias B. hindsight bias C. escalation of commitment bias D. representativeness bias E.anchoring bias

Escalation of Commitment Bias

Outcomes of bases of power

Expert and Referent power = generally positive Reward and Legitimate power = slightly positive Coercive power = slightly negative

Managers at Storm Kayak Corporation (SKC) changed their marketing strategy to target baby boomers. Which change force did SKC experience? A.internal: job dissatisfaction B.internal: leadership C.external: demographic D.external: domestic or international competition E.external: information technology

External: Demographic

George is the CEO of Big Sky Travel Corporation. He needs to convey bad news to his employees. The best medium to communicate the news is most likely A.e-mail. B.text. C.face-to-face. D.memo. E.telephone.

Face to Face

Stanley would like to increase his positivity. He should do all of the following EXCEPT A. establish social connections B. fake happiness. C. go for a run when he feels negativity coming on. D. use self-talk to stop negative thoughts. E. volunteer to help a friend who is in a difficult situation

Fake Happiness

T/F: Mindfulness decreases the effectiveness of interpersonal communications

False

Franco is part of a group which must resolve a quality control issue at his company. Franco is worried about what the group expects from him, and is not sure who is in charge. What stage of group development is the group likely in at this time? A. Forming B. Storming C. Norming D. Performing E. Adjourning

Forming

Jane works in an organization where quality and efficiency are highly valued. This organization's culture is likely A. hierarchy. B. adhocracy. C. goal-driven. D. clan. E. market.

Hierarchy

All of the following are transformational leader behaviors EXCEPT A.leader-member exchange (LMX). B.intellectual stimulation. C.inspirational motivation. D.individualized consideration. E.idealized influence

Leader Member Exchange (LMX)

The leader at Joe's organization believes that all organizations overstate their expenses in order to pay less income tax. What trait is this leader exhibiting?A.psychopathy B. Machiavellianism C. extraversion D.criminal intent E.narcissism

Machiavellianism

Janice would like to make a good impression when she goes on an interview next week. Janice should do all of the following EXCEPT: A. Make sure to wear flashy jewelry so she is noticed B. Be aware of nonverbal cues C. Be in a good mood D. Present information about job performance in a favorable light E. Come across as nice and polite

Make sure to wear flashy jewelry so she is noticed

Brittany prefers to communicate via e-mail, IM, and text messaging, and tends to avoid telephone calls. What generation does Brittany most likely belong to? A. Traditionalists B. Baby Boomers C. Gen Xers D. Millennials E. The Great Generation

Millennials

Which of the following about mindfulness is FALSE?A.Mindfulness requires a person to be present in the moment. B. Mindfulness decreases the effectiveness of interpersonal communications. C. Attentional deficit inhibits mindfulness. D. Mindfulness can be practiced. E. Mindfulness enhances a person's ability to develop and sustain loving relationship

Mindfulness decreases the effectiveness of interpersonal communications

What is PERMA?

PERMA are the five elements that impact well-being: positive emotion engagement relationships meaning accomplishment

Which of the following is NOT a component of PERMA?A. positive emotions B. relationships C. achievement D. policies and practices E. engagement

Policies and Practices

Intuitive decision making (Pros and cons)

Pros: Useful for quick decisions and low resources Cons: Susceptible to bias and may be difficult to gain acceptance

George is planning to give a presentation at a conference. Which of the following should he NOT do? A. Put multiple ideas on each slide to be efficient. B. Decide where he should start and end the story he will be telling. C. Plan on not reading a script to his audience. D. Realize that people expect him to be nervous. E. Keep any technology used simple so as not to distract the audience

Put multiple ideas on each slide to be efficient

The Positive Proton Company has a policy of using a panel of managers and various employees to resolve conflicts that arise. What organizational value does this represent? A. restorative justice B. greater good C. temperance D. integrity E. compassion

Restorative Justice

Gina promised her employees if they reached the goal of fewer than 5 customer complaints during December she would give them each a $500 gift card. What type of power is Gina using and what is her likely result? A. Coercive, commitment B. Positive legitimate, compliance C. Expert, resistance D. Referent, commitment E. Reward, compliance

Reward, compliance

roles vs norms

Roles At the individual level Pertain to a specific job or situation Norms Shared phenomena Apply to group, team, or organizational level Emerge on their own Can be created

Tech Innovations is in the process of hiring a leader. The organization has poor leader-member relations, low task structure, and weak position power. What type of leader should be hired according to Fiedler's contingency model? A.relationship-motivated B.passive C.task-motivated D.directive E.supportive

Task Motivated

Margaret leads her employees by having formal, well-developed guidelines and procedures for each task they perform. Which leadership style best describes Margaret's style? A. consideration B. passive C. servant leadership D. competent leadership E. Transnational leadership

Transactional Leadership

All of the following are causes of resistance to change EXCEPT: A. a change agent who is perceived as a transformational leader. B. fear of failure on the part of recipients. C. past success on the part of recipients. D. mistrust between recipients and change agent. E. change agent failing to legitimize change

a change agent who is perceived as a transformational leader

John is asking advice about how to effectively empower his employees. John should follow all of the advice below EXCEPT: A. only share responsibilities with those who are competent to do what is necessary B. a manager needs to be careful when sharing power by empowering employees as it will decrease the manager's power C. use job design and the job characteristics model as a way of empowering employees D. the extent to which employees have positive self-evaluations will enhance their sense of empowerment E. a common element of empowerment involves pushing decision-making authority down to lower levels

a manager needs to be careful when sharing power by empowering employees as it will decrease the manager's power

Norms

an attitide, opinion, feeling or action shared by two or more people that guides behavior

four decision making styles

analytical, conceptual, directive, behavioral

Which level of organizational culture is the hardest to change? A. artifacts B. transactional C. enacted values D. espoused values E. basic underlying assumptions

basic underlying assumptions

Judgemental Heuristics

cognitive shortcuts or biases that are used to simplify the process of making decisions

When managing organizational change, managers should do all of the following EXCEPT A. provide employees with new information to get the job done. B. be clear on the overarching motive for change. C. generate short-term wins. D. discourage individuals to replace old behaviors and attitudes with new ones. E. use feedback to determine the effectiveness of the intervention.

discourage individuals to replace old behaviors and attitudes with new ones

Jackson Electronics would like to change their organizational culture to emphasize clan culture. Jackson should use all of the following methods EXCEPT A. develop training programs to teach the underlying assumption of clan culture. B. have leaders keep information about negative events from employees. C. change the office structure to allow space for employees to collaborate and communicate. D. develop group and team reward systems. E. celebrate employee accomplishments and life event

have leaders keep information about negative events from employees

Willpower

having a goal and the determination to achieve it

Waypower

having access to alternative paths to achieve the goal

Positive OB

involves the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace

symptoms of groupthink

invulnerability inherent morality rationalization stereotyped views of opposition self-censorship illusion of unanimity peer pressure mindguards

Anchoring bias

occurs when decision makers are influenced by the first information received about a decision, even if it is irrelevant

Javier is a leader in his organization. Javier most likely engages in all of the following activities EXCEPT A. proposing a vision for the organization. B. getting employees excited and engaged in the process to meet sales goals. C. providing support for an employee dealing with the death of a family member. D. using effective managerial skills. E. planning the production schedule for the month

planning the production schedule for the month

Positive Psychological capital (PsyCap)

refers to positive states such as hope, resilience, optimism, and self-efficacy through leadership and organizational behavior that is oriented towards the positive psychological well-being and health of its members.

Janice is experiencing a stressful situation at work. She reacts to the situation by going out drinking after work. Which coping strategy is Janice using? A. control strategy B. presenteeism strategy C. escape strategy D. cognitive restructuring strategy E. symptom management strategy

symptom management strategy

Availability bias

the tendency for people to base their judgments on information that is readily available in memory

Hindsight bias

the tendency to believe, after learning an outcome, that one would have foreseen it

escalation of commitment bias

the tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed