Organizational Behavior Final Exam

Iceberg Model of Culture

"Overt culture" above the waterline- language, dress, behaviors, habits, food. "covert culture" below the waterline- values, norms, beliefs, attitudes, assumptions

When is team cohesion more critical for team performance?

When there is task interdependence

Define leadership

the ability to influence, motivate, and enable others to contribute toward the effectiveness of the org/ group which they are members of

What is power?

the capacity of a person, team, or org to influence others

team cohesion

the degree of attraction people feel toward the team and their motivation to remain members

Forming Stage of Group Development

the first stage of group development in which people join the group and then define the group's purpose, structure, and leadership

span of control

the number of subordinates who report directly to a manager

legitimate power

the power a person receives as a result of his or her position in the formal hierarchy of an organization

5 stages of team development

forming, storming, norming, performing, adjourning

5 tips for managing conflict

1. Have the right mindset of finding the best solution 2. put forward your view as one among multiple 3. develop positive team norms 4. Don't play the blame game 5. Do not ignore issues

What are the 3 key elements of power?

1. based on the perception that the power holder controls a valuable resource 2. Requires a minimum level of trust 3. involves asymmetric dependence

People oriented leadership style (POLS)

Concern for employee needs while showing interest in and listening to employees ideas

Storming Stage of Group Development

Conflict emerges as group members start to play their various roles, have their ideas heard, and try to negotiate use of various group communication skills.

reward power

Control rewards valued by others, remove negative sanctions

3 ways culture affects company performance

Control system: encourage desirable behaviors w/o management monitoring Social glue: builds trust, identity, and emotional bond Sense making: helps employees interpret ambiguous signals

Centralization

Degree to which decision-making authority is restricted to higher levels of management in an organization.

Do emotions or logic take control easier?

Emotions

T/F Low cohesion teams perform better

False

How to minimize social loafing

Form smaller teams, specialized tasks, and measure individual performance

How does an org coordinate efforts among individuals?

Formal hierarchy and standardization

What are 2 risks of high team cohesion?

Groupthink and extreme nationalism

Does decentralization typically occur when companies grow or shrink?

Grow

What are 3 components of trust?

Integrity, benevolence, ability

Does a mechanistic or organic structure work better in a stable environment?

Mechanistic

Are soft or hard tactics generally more acceptable?

Soft

Elements of formal org structure

Span of control, formalization, centralization

T/F Artifacts are contributors to organizational culture

True

T/F Human beings are hard-wired for stories

True

T/F our emotional brain is activated faster and more effortless than our rational brain

True

To solve conflict is to have a sense of...

Vulnerability and curiosity

servant leadership

focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.

Matrix structures

a mix or overlay of two types of structures

Organizational structure

a system that outlines how certain activities are directed in order to achieve the goals of an organization

Coercive power

ability to apply punishment

impression management

actively shaping others perceptions of us

network structure

alliance of firms creating a product or service

identification-based trust

based on common mental models and values, increases with person's social identity with team

calculus based trust

based on deterrence, fragile and limited potential because dependent on punishment

referent power

capacity to influence others through identification with and respect for the power holder

individualized consideration

care for and develop your people by providing customized support and attending to needs

Performing Stage of Group Development

characterized by group productivity derived from a sense of trust, unity, and supportiveness

relationship conflict

clashes on personal values and personality

Transformational Leadership

describes how a leader may transform his or her followers to perform beyond expectations, resulting in positive org change

Formal hierarchy

direct supervision and formal reporting relationships

task conflict

disagreement on procedures

intellectual stimulation

encourage innovation and divergence

Personal Power

expert power, referent power. based on personal attributes

espoused values

explicitly stated values and norms preferred by an organization

Adjourning Stage of Group Development

final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performances

Formalization

how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures

expert power

influence based on special skills or knowledge

4 elements of transformational leadership

inspirational motivation, idealized influence, individual consideration, intellectual stimulation

Inspirational Motivation

involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future

path-goal leadership theory

leaders job is to define the goals, clarify the path, and assist and motivate followers to attain their goals by providing resources and support

Cons of formalization?

less org flexibility less org learning and creativity lower work efficiency

Benefits of network structure

more efficient and highly flexible

Elements of a mechanistic structure

narrow span of control, high centralization and formalization

Culture Artifacts

observable symbols and signs are indicators of organizational culture

Divisional structure

organizes employees around clients, outputs, or geographic areas

What is trust in teams?

positive expectations on person has toward another person or group in situations involving risk

Positional Power

power that comes from an individual's formal place within an organization's structure

What is conflict?

process in which one party perceives that its interests are being opposed or negatively affected by another party

Soft Influence Tactics

rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals

What does network centrality offer?

referent power and expert power

enacted values

represent the values and norms actually exhibited in the organization

Team based structure

self directed work teams organized to complete an entire piece of work

Task oriented leadership style (TOLS)

set goals and deadlines while providing feedback

Hard Influence Tactics

silent authority, assertiveness, information control, coalition formation, upward appeal

Departmentalization

specifies how employees are grouped together

organizational culture

the set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization

Expectancy Theory

the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

Norming Stage of Group Development

the third stage in group development, characterized by close relationships and cohesiveness

Idealized Influence

to instill pride, respect, and trust within employees

Knowledge-based trust

trust based on the behavioral predictability that comes from a history of interaction

When do people engage in social loafing?

when individual performance is hidden or difficult to distinguish from each other

When is team cohesion stronger?

when members are more similar and smaller team size

When is a wider span of control possible?

when tasks are routine and interdependence is low

When does team cohesion grow?

when the team faces conflict with other groups (Ukraine v Russia)

Elements of a organic structure

wide span of control, decentralized decisions, and low formalization