Organizational Behavior Topics
Stereotypes
positive and negative, make sure they are stereotyped correctly 1.) categorize all: take a group of people and categorize them into groups; males and females, talkative and shy 2.) infer all: same characteristics example 3.) make expectations: example-expecting Dr. Byrne to say hi at the beginning of class 4.) maintain: keep your expectations, he will say "hi"
Low Context Societies
puts virtually nothing in non-verbal or para-lingual and all in verbal. Example: large airports or cafeteria
Nominal Group
structured method for group brainstorming that encourages contributions from everyone. Steps: generate ideas, record ideas, discuss ideas and vote on ideas.
Ashe Effect
study to see how groups acted. He took a group of 8 people in a room around a table, showed 2 cards, asked what line matched the same length. 1 person was assigned to say either the first or second card to influence what the last person says. 36% agreed to the lie 1/3 people give into what other people say no free think
grapevine
Communication: gossip/rumors
KSA
knowledge, skills, abilities used for getting jobs
Change Management
Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of change are achieved.
Tactics- Types of Socialization
Collective v. Individual Formal v. Informal Sequential v. Random Fix v. Variable Serial v. Disjunctive Investiture v. Divestiture
Helicopter Parents
Definition: A helicopter parent is a parent who pays extremely close attention to a child's or children's experiences and problems, particulary at educational institutions. * Parents do applications for their children, as well as phone interviews and personal interviews. * Parents calling the child's work wanting to know their kids duties so they can help them later at home to help them at the workplace. * Drawbacks for the organization: it shows a reflection of their kids are going to be like and lack motivational drive. * How to Solve: John Walsh-his child got molested and killed. This created parents to protect their kids from anything and everything at all costs. * Problems: LAWS * Solutions:1) fire and outsource or 2) hire both the parent and the child. You get two employees for the price of one and get double the work done.
Formal Teams vs. Informal Groups
Formal Teams: work, school, group project Informal Groups: no expectations of getting work done. Going out with friends to eat, drink, movies, etc.
Virtual Teams
Group of people working together on something to accomplish a task anywhere in the world. Never meet, enables creativity/other views and perspectives/diversity of thought COHESIVENESS IS LOW
Contact Hypothesis
The more time you force conflicts or employees to work together, the more they'll work the problem out
Locus of Control
In personality psychology, locus of control is the degree to which people believe that they have control over the outcome of events in their lives, as opposed to external forces beyond their control.
Presentation: Social-Learning Theory
* BoBo Doll * Albert Bandura * interested in vicarious learning, modeling, and imitation * most influential theory of learning and development * studied children's behavior after watching adult behavior * people can learn through observation * internal mental states are an important part of this process * just because something has been learned doesn't mean that it will results in a change of behavior * attention, attenuation, reproduction, motivation
Presentation: Why is NAFTA Not Working?
North American Free Trade Agreement * between U.S., Mexico, Canada * help create a stronger and fast growing economy for Mexico * create middle class and would discourage illegal immigration * create new jobs to avoid them coming to the U.S. * benefits have gone to the rich and shrinking middle class and growing the number of the power * job creation has not been able to keep up with the growing labor force in Mexico * the middle class is shrinking more than ever before (United States) they are dropping into the lower class * the U.S. made it so companies could produce goods cheaper in Mexico and not have to pay tariffs. Help contribute to stagnant wages and upward redistribution of wealth * Mexicans that came to the U.S influenced lower wages for Americans *NAFTA succeeded in eliminating tariffs on goods traded between Canada, US, and Mexico
Failure to Launch
People who moved out and went to college and when they graduate they end up moving back into the parent's home * Employability decreases significantly because as time goes on, that person is failing to not practice their skills. * The employee who gets hired will have to be trained which is NEGATIVE. Employees can show lack of motivation.
Presentation: Work-life Balance
* Comfortable balance between work and private lifestyles. * Better balance = better motivation/happy employees * Should benefit for the organization and also the employee. * Discussion: downside to job sharing: multiple people doing the same job with the same pay, issues will arise with who is in charge and also time and cost to train is costly. * Need to address the issues for managers when offering work/life balance ideas.
SHRM
* Society of Human Resource Management * Largest professional society * Original American society for personal admissions * Provides education, certification, and networking opportunities, and scholarships. * Benefits of being a member: discounts, newsletter, resources.
Presentation: Wells Fargo Scandal
* international banking and financial services * one of the "big 4 banks" of the U.S. * scandal- knowingly opened millions if unauthorized accounts in the names of their customers * collected fake accounts allowed employees to qualify for bonuses * agreed to refund all customers that were affected by the scandal
Presentation: Crowd Sourcing
* process of obtaining services, ideas, or content by soliciting contributions from a large group of people * put their input into projects * hiring from the crowd-sourcing pool is now most popular, effective methods of hiring in technology fields * Ex: Wake, McDonald's Burger Builder, Samsung Cellular, Lays "do us a flavor" some popular products * crowdfunding- helping back a product with money, not experience. Some projects include: reading rainbow, conan movie
Team Building
1. communication 2. problem solving 3. adaptability 4. planning activities 5. trust building
Brandon's 8 Multiple Intelligence to Stop Hurting People's Self-Esteem
1.) linguistic: foreign language, patterns, poetry 2.) logic/math 3.) musical 4.) kinesthetic: learn while doing 5.) spatial: shapes, geometry, trigonometry 6.) Inter-personal: learn from others, groups 7.) Intra-personal: learn by themselves 8.) Naturalist: learn in a natural setting, nature not a classroom
Cognitive Disonance
A belief in something and something ruins it Buying something and finding out that it was cheaper somewhere else.
moles
Communication: individual that takes the messages that have been overheard and use them for their own personal gain.
Sending Medium
Sender sending a message to receiver, they encode the message in a certain way( voice, email, text), the receiver decodes and the response will be encoded through another medium and send it, etc.
EEOC and Civil Rights Act 1964
* Civil Righs Act of 1964 prohibits discrimination based on race, color, religion, sex, and national origin. Also, in hiring, promotion, discharge, pay, job training, fringe benefits, classification, referral, etc. * Today, the EEOC enforces title VII of the Civil Rights Act, in addition to federal laws prohibiting employment discimination on the basis of the age 40 and older, disability, genetic information or family medical history in the private, publuc, and federal sectors. * Justice and equality in the workplace is important. * EEOC (Equal Employee Opportunity Commission) is the agency of the United States government that enforces the federal employment discrimination laws. * They can investigate charges, work to prevent discrimination, provides leadership and guidance to federal agencies, etc. * Why was the Civil Rights Act passed in the first place? - wars especially in Korea and the draft which dealt with African Americans and how they were treated. They were killed the same way as everyone else, but couldn't get jobs when they returned home afterwards.
Presentation: Technological Transformation
* Complete overhaul of an organization's information technology systems. * Going from desktop to MacBooks- change the environment so will peoples' behaviors and attitudes. * changes are fast * Advantages: help the company thrive, increase productivity, better equipment, better ways of getting work done. * Disadvantages: older generations may become hesitant or apprehensive, it's expensive, takes time to train and cost money, wokers may become hesitant and less productive.
Presentation: Employee Engagement
* Emotional committment: employees have to understand organization and their goals. * Engaged, not engaged, disengaged employees. * Engaged employees lead to better productivity. * Surveys, people analytics, online reviews are ways to measure employee engagement. * Better results, less absence, and company loyalty with employee engagement.
Presentation: Employee Socialization vs. Orientation
* Employee socialization helps develop programs and policies. * Example: social gatherings Pros of socialization- build friendships, get to know co-workers. Cons of socialization- new hires can be introverts, too close of a friendship. * Types: formal- formal/informal events-let them do it on their own, individual-gets the opportunity to drive themselves and collective and fixed-organizations accept new employees, variable-organization adopts different types of socialization, serial- experienced employees teach new employees, investiture- allow to bring other cultures, ways traditions, divestiture. * orientation: reduce anxiety, understand expectations, gain employee commitment, intro stage of new employee assimilation, etc. Pros: learn fundamental, fewer mistakes, rules of engagement Cons: preparation can be costly limited information Similar-both are getting employees involved Different- socialization takes place through social gatherings
Max Weber
* For the business * Every company breaks down jobs, so people can follow taylorisms, so they don't have to "actually" work. * Authority hierarchy-everyone has a boss to be watched and supervised. Efficiency then increases. * Formal Selection: Past was based on skills. Today you need knowledge and education. * Being personal is distraction and time consuming. * Career Orientation: don't need to hire/train. You only improve your own skills on your own. * control increases productivity
Schwartz Value and Motives
* Self-direction *Hedonism (all about themselves) * Benevolence (peace) * Stimulation (need to be given tasks on a regular basis, makes them think) * achievement (motivated by getting things completed) * power (driven by wanting to be the boss/in charge) * security * conformity/tradition * universalism (working for the betterment of society)
Motivation
* What's wrong with the American Business? How do we hire someone? * experience and education * problem- we don't typically look for both * we consider them over qualified because you have to pay them more. * hire either with experience with no education or hire with education with no experience * theoretical piece associated with motivation
Maslow and ERG Theory
* a theory of human motivation * study to find out what motivates people * Physiological: physical requirements for human survival, most important * Safety: security, stability * Love and Belonging: feeling of being accepted * Self-Esteem: acceptance and valued * Self- Actualization: master all of the needs * ERG Theory- existence, relatedness, and growth categorized maslows's theory * Existence: physiological and safety * Relatedness: desire people have to maintain interpersonal relationships * Growth: a need for personal development self-actualization * Regression Theory when higher needs weren't met spending more time in fulfilling lower needs. * can't move up until lower needs have been met and can't go backwards only one direction and in one only at one time. * Most famous motivation theory and least valid - New England Ivy League School: freshman class where it all started. Demographics: all males, white, wealthy. Food, water, and sex first important things in life. Next was safety as in financial security and this kept them out of the war. Third: was social because they party. Fourth: was self-esteem such as acceptance and respect because they feel entitled to it. Fifth: self-actualization because you can and do anything. All things are possible * two criticisms: frustrated regression and biased
Presentation: Exxon Mobile
* controversy over the last year * oil and gas, petroleum refining,chemical production, marketing of petroleum and chemical products. * global warming-did they know more about the climate than they led on? They denied and falsely educated people on the harmful aspects of petroleum. * afraid government would put regulations on them and cause sales/profits to suffer * accused of understanding more about the climate change decades ago
Presentation: Geert Hofstede
* dutch professor * values in the workplace are affected by culture * management studies in other countries (a study) * cultural dimensions such as power distance, focuses on inequality expected by the employees and how cultures respond to people with and without power. Ex: low power distance (a more comfortable, engaging, debating class lecture) High power distance (students know how to not talk while the teacher lectures "respect distance" * Individualism vs. collectivism (how employees work with others in their environment and how involved they want to be in each other's lives, "we" (collective) vs "I" (individual), privacy vs care about well-being of co-workers * Masculinity vs Femininity (focuses on how the culture treats the stereotypical roles of men and women. * Uncertainty vs Avoidance (focuses on how the people respond to situations where outcomes are unsure) 2 extremes: avoidance and accepting societies; feel threatened by taking risks * long term vs short term orientation (focuses on how cultures feel about tradition) perseverance/persistence, thrifty/saving, adapting to change-long term future rewards Nation pride, respect for tradition, preservation and fulfilling social obligations-short term past and present
CWB
* employee behavior that goes against legitimate interests of an organization. These behaviors can harm an organization or people in the organization including employees and clients, customers, or patients * demential models * productive deviance (ex: tardiness) * production deviance (ex: theft or sabotage) * political deviance (ex: gossiping or favoritism) * personal aggression (ex: sexual harassment or workplace bullying) * dimensions (absenteeism, abuse against others, bullying, cuber loafing, incivility (disrespectful and rude behavior), lateness, production deviance- sabotage, sexual harassment, substance abuse. Solutions: ask scenario questions , background checks * empowerment: supposed to the solution, giving employees the options of involvement to solve problems: 70% of companies have stopped using it.
Presentation: Big Data in HR Management
* enormous amounts of data that is used for computational analyses to show trends, patterns, etc. * Volume, variety, value, velocity * increase revenue, critical decision making, etc. for the business side * overwhelming amount of data, out of date data, high stress work environments are some risks * purposes: controlling communication, collaboration, recruitment and staffing, organizing, compensation, training
General Life Values
* family values: values are similar--> work family conflicts--> value attainment--> job satisfaction (needs to be a match) Value congruence (similarities between you and the boss) need to be a match -work values * attitude: affective (emotionally tied to the job), cognitive (evaluation of situation-causes a negative or positive attitude), behavioral ( intentions-based off evaluation will determine your next actions) * conflicts: intra-personal (internal conflicts such as not fitting in), interpersonal (conflict between people), and individual (organization)
Presentation: Gamification Training
* gaming designs and concepts to learning * Proven to boost motivation and encouragement * identify business objectives, plan, model, and test, engagement, ranking and performance makers, accessible paths for achievement. * example: starbucks reward programs-gets customers engaged in the brand * example: walmart ( games, competition, used to improve safety) * increase retention, incentives to employees, raise competency levels, performance feedback. * costly, geared more towards millennials, excludes other forms of training.
Presentation: Data Breaching in HR Management
* hackers * Health Information * SSN, bank information, etc. * How?- Phishing scams, trojan horse, drive-by downloads, bypassing passwords, using open wifi * steal your identity * be prepared, have professionals ready, make others aware
Presentation: Competency-based Training
* hands-on, tested on skill, work at your own pace * can move on after completed and seen as competent * learner-centric * outcomes-based * differentiated: adjusted to meet needs * measured by assessments * Benefits: work at your own pace, flexibility, and low cost * college is set up with competency-based training (most but not all) * government made this happen
Presentation: Hackman and Oldham
* job characteristics model- a task itself is key to motivate employees * skill variety, task identity (make them see where they fit into the bigger picture), task significance (make them see how important their job is), autonomy (ability to pick and choose things on the job), feedback (to know what they did right and wrong) * experienced meaningfulness, experienced responsibility, knowledge of outcomes-critical psychological states * meaningfulness of work is derived from skill variety, task identity, and task significance. * responsibility is derived from autonomy * knowledge outcomes is derived from feedback * outcomes: higher motivation, increased job performance, higher job satisfaction, employees are less to quit * skill variety, task identity, and task significance = meaningfulness = high intrinsic motivation, high job performance
Presentation: The Decline and Eventual Collapse of GMC in 2008
* largest auto manufacturer (past) * economy, unemployment rates were low, no one buying houses which was the reason for bankruptcy. * too many incentives-marketing paying massive pensions to employees; raised prices of cars didn't work so they made a cheap car. offered rebates: 0% financing; higher prices turned people away * GMAC allowed people to finance cars, allowed dealers to purchase inventory-acted as a personal bank. * GMAC covered their costs, hurt them tremendously * got bulk money, but lost sales because harder to fianance cars and to get approved. * started making trucks and SUVs * poor financial decisions, bad advertising, bad time entering the markets were cause for bankruptcy.
Presentation: Mobile Learning
* mobility paths * smartphones, tablets, laptops * multiple ways to deliver information * any kind of learning that takes place via portable, handheld electronic devices * can learn at your own pace * information readily available instantly\ * something you can get distracted or rely on technology
Presentation: Virtual Teams
* people working together technologically across a wide area to get a task accomplished * fostering trust, encourage open dialog, clear goals and guideline * the right team: size, people, roles * right technology: conference calls, direct calling and text messaging, discussion forums * advantages: low cost, leverage of global talents, retention of employees, increased productivity, newer opportunities * disadvantages: conflicts, lack of trust, poor leadership, cost of technology
Presentation: McClelland's Achievement Theory
* pioneered workplace motivational thinking, developing achievement based motivational theory * he proposed that an individual's specific needs are required over time and shapes by ones life experiences * motives are all important just ranked on a certain scale * the need for achievement: attainment of realistic but challenging goals, takes risks to accomplish their goals, advancement in the job, often likes to work alone or other high achievers * need for power: authoritative motivated, produces a need to be influential, effective, and to make an impact, strong need to lead, likes to be recognized. Personal or institutional-institutional (making others more strong and more capable) and personal (yourself stronger and more capable) * need for affiliation: friendly relationships and motivated to work with other people, need to be liked, team players, comfort to the norms of their group. * to make all of these work, you need to figure out what motivates that individual.
Presentation: workplace violence
* robbery, harassment, actions by frustrated and dissatisfied people, physical violence * delivery drivers, healthcare professionals, public service workers, customer service agents are mostly at risk * indicators: absence, decreased productivity, concentration problems, etc. * causes: lack or pre-employment screening, stress, lack of employee assistance programs, denial, disgruntled customers and employees. * solutions: zero-tolerance policies, assessment of worksites, identification of threats, organizations take immediate action with trigger situations
Presentation: Work-life Balance in College
* set realistic goals * learn good study habits * set priorities * eat well and exercise * know when to take breaks * employers needing to offer work/life balance- important to millennials. * helpers: workout, set time aside to relax, don't over commit * after college, you have more time for leisure, more things to balance during college. * Stephen Covey's Time Management Matrix: important, immediate deadlines, long-term strategizing and development * differentiated priorities for different people * signs: anxiety, irritable, chest pain, lack of sleep
Presentation: Aging Workforce vs Millennials
* skill gap * future: skill shortages, lose experience and knowledge, programs to overcome gap. * Managers providing training workshops on generation diversity. * Older workers show less workplace aggression, substance abuse, and tardiness. * Millennial views- need immediate attention, work when they want, see work environment as flat (no hierarchy)
Adam's Equity Theory
* someone who studies and does bad on a test and someone who doesn't study and does really well. * in the workplace or classroom we are currently comparing ourselves and our level of effort to peers or employees as we got as a grade or pay * outcomes: overpaid (do nothing at all) 7%, underpaid (do significantly less until they are appropriately paid) 80%, and appropriately paid (not changing) 13% same as applied in classroom. * 9/10 goofing off in the workplace
Q-12
* survey looking at employee engagement * how much loyalty a person is to the company * outcomes: actively engaged, actively disengages, not engaged at all * 36% engaged, 50% not engaged at all * Saudi Arabia, Iraq, etc. is the most disengaged
Presentation: Micro-learning
* teaching content in small bits/ chunks * found in the workplace * attention span is decreasing * can gradually learn less complex tasks, skills, behaviors in a short time * can learn in segments * make learning flexible and mobile, less information at a time, make it interactive.
Diversity of Thought
* transitioning of diversities in the workplace * bringing people together to understand one another. * age, gender, culture, ethnicity, demographics. * advantages: increase creativity, more ideas, multiple solutions to a problem. * negatives: conflicts and communication barriers * helping managers/owners with discrimination * ASA Model (attraction, selection, attrition) Attraction: people are differently attracted to careers and different industries, select a certain person who has similar interests, etc. Selection: compatibility, people find who will work together and mesh well with the company and staff based on the culture of the company. Attrition: opposite of attraction (people will leave if they don't fit in) they become disengaged or mentally checked out and could possible quit. * people with the same interest usually get along with those similar to them. * Example: DuPont company, the have no diversity, no creation, and no innovation. Solution would be to change the environment. Laid off 40% of the employees and new hires had to have qualifications and diversity of thought (think differently)
Frederick Herzberg's 2 Factor Theory of Motivation
* white collar workers vs. blue collar workers * Pittsburgh * motivator and hygiene theory * most famous for introducing job enrichment and 2 factor theory * hygiene will not motivate but if they're not there they can lower motivation. * hygiene: something I give to motivate you doesn't actually motivate you but once taken away you get upset (such as pay and rewards, working conditions, appropriate supervision and recognition, understood job status and security) Factors that demotivate if not present but do not actually motivate employees to work hard. * motivators- meaningful and fulfilling work, responsibility at work, achievement and recognition, growth and advancement -factors that motivate people to work harder * job enrichment and empowerment are possible motivators * K.I.T.A (kick **********) * hygiene factors example: give you free dental coverage, not working any harder for it, kids get braces, exams, etc. but you accidentally gives it to the wrong person and takes it away, now you're mad. * motivation factors: get up and put clothes on and come to school but once you understand you'll get to graduate and benefit yourself, it will motivate you to push through
Presentation: Mary Parker Follett
* writer, "mother" who invented modern management * 2 Books (community democracy and government) * creative interaction of people in groups * lateral processes, informal processes, idea of authority of expertise * conflict resolution through integration often results in a win-win * genuine power is not coercive but co-active * true leaders create group power rather than expressing personal power. * power with NOT power over
Presentation: Correlation Between Poor Decisions and Bad Grades
*early behavior is important to notice * poor decision makers could lea to bad choices such as substance abuse. * College kids and alcohol: international journal study-minimum concerns about grades lead to higher consumption of alcohol. * Penn State Study: binge drinking shows lower grades, the more frequently you drink during the week, your GPA suffers * Solutions: have a plan, avoid peer pressure, set goals, make schedules of priorities, find a balance suitable for your life.
4 Layers of Diversity
- Personality - Internal dimensions- age, gender, sexual orientation, physical ability, ethnicity, race; no control over - External dimensions- geographics, income, religion, personal habits - Organizational Management status- work location, seniority, work content/field * external and internal is losing impact * personality and organization management status is the key today * they figure you already have the skills because you wouldn't be where you are * do you fit? does your personality fit in with the company? are you the best candidate? * candidate has the responsibility to ask questions, especially during an interview
Cohesiveness: (Group Thinking)
- Social Emotional: (groupthink) trying to not violate assigned to group/teams having friends, emotional ties and connections -Instrumental: cohesiveness when that group/team relies on others to do their part to be successful Goal and individua; tasks becomes dependent on each other.
Social Loafing
- issues of brainstorming - exerting less effort in a group than when you're alone
Conflict Resolution Techniques
1. Avoid: pospone: "worry about it later", avoid conflict, stake are low so issues aren't worth investigating, heated arguments. 2. Smoothing: avoid tough situations, busy and no time, temporary solutions to problems. 3. Collaboration P.S.: discuss issues with all parties to find a solution, finding a consensus, distribute responsibilities 4. Compromise: suggestions from both sides, try and make compromises, need temporary solution 5. Forcing: agree with one party's viewpoint, win-lose situation, need a quick solution, relationships aren't important, stakes are high
Extrinsic Success
1. incentives (incentive contracts (if you do this, you get this) 2. pay for performance (ex: everything you produce, you get "x" amount, commission) 3. employee determined formulas (ex: how to calculate your commission) 4. rewarding teamwork (don't reward individuals, but reward the entire team)
5 Sources of Power
1. legitimate: have a title 2. reward: ability to reward employees, not negative, always expect rewards 3. coercive: force employees to follow order by force 4. referent: who-you-know power, charismatic power 5. expert: natural to respect authority
Resist
1. overcome opposition (allow employees to give input) 2. effectively engage employees (listen to people, receive and respond to feedback, ask questions) 3. implement changes in several stages (prepare, then take action, support change) 4. communicate change effectively (keep employees informed, forma and informal communication)
4 functions of culture
1.) Organization ID (Ex: Americans not UniteStatesians) 2.) Collective System (Ex: 911- love for America, more people joining army 3.) Social System 4.) Sense-Making (Ex: trying to make sense of other country's actions, terroristic threats)
Hawthorne Effect
Example: when someone is looking over you or you know someone is watching your every move, you will perform differently. Study: improve working conditions to see if productivity changes (ex: lights or temperatures). Productivity kept going up because the people interviewed knew it was an experiment. *Micromanaging always works.
Fielder's: Least Preferred Co-worker Theory
Fielder identified the least preferred co worker scoring for leaders by asking them to first think of a person with which they worked what they would like least to work with again, and then to score the person on a range of scales between positive factors (friendly, helpful, cheerful) and negative factors (unfriendly, unhelpful, gloomy etc.) a high LPC leader generally scores the other person as positive and a low LPC leader scores them as negative High LPC leaders tend to have close and positive relationships and act in a supportive way, even prioritizing the relationship before the task. Low LPC leaders put the task first and will turn to relationships only when they are satisfied with how the work is going. 3 factors: - leader-member relations: the extent to which the leader has the support and loyalties of followers and relations with them are friendly and cooperative. - task structure: the extent to which tasks are standardized, documented, and controlled. - leader's position-power: the extent to which the leader has authority to asses follower performance and give reward or punishment * the best LPC approach depends on a combination of these three.
Types of Organizations
Functional CEO: functional departments, work is broken down into departments and people stay in those departments, no projects Weak Matrix: same setup (departments), individuals reporting to multiple bosses, temporary teams, 80% in a weak matrix, FM > PM Balanced Matrix: FM = PM Strong Matrix: FM < PM dedicated teams Projected CEO: functional-day to day work, V.P-projects two different organizations lumped into one Ex: pharmacy, auto, aerospace
Function & Dysfunctional
Functional: positive, trying to reach a goal (ex: yelling/forcing) Dysfunctional: bad thing (ex: accusing of gossip, doesn't aline with goals of the organization too little conflict: no body is arguing, everyone gets along, tend to have groupthink the peak: keep functional conflicts high too much conflict: too much change into dysfunctional
Performance Improvement Cycle
Goals: set a goal to achieve - performance goals (tasks, jobs, functions you want people to perform) and learning goals ( new KSAs want people to learn) need to have a mixture of both Feedback & Coaching: effort, growth, job performance, job satisfaction - distribution of criteria - needs Extrinsic Rewards ("I give to you for doing something") & Intrinsic Rewards ("own rewards" self-esteem, happiness) Rewards and Reinforcement: organizational factors- culture (of the company), job design (properly designed situational factors), quality of supervision (management know what their doing or not) Situational Factors: traits (traits on that person and manager), KSA (they don't posses them to do the job), motivation (what if they lack to improve)
Frederick Taylor & Taylorisms
He described how the application of the scientific method to the management of the workers could greatly imporve productivity. Scientific Management methods called for optimizing the way that tasks were performed and simplifying the job enough so that the workers could be trained to perform their specialized sequence of motions in the one "best" way. Four Principles: 1.) Replace the rule-of-thumb methods with methods based on a scientific study of the tasks 2.) Scientifically select, train, and develop, each worker rather than passively training them to train themselves. 3.) Cooperate with the workers to ensure that the scientifically developed methods are being followed. 4.) Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
Self-Efficacy Beliefs
High- prior experience High- behavior models Low- persuasion of others ( peer pressure) Low- assessment of physical and emotional state: whether you believe you will succeed or believe you will fail * high self-efficacy makes you want to try and take on obstacles, solve problems, less stress. * Low self-efficacy makes you doubtful, question yourself and abilities, no effort, spend more time trying to quit than trying to succeed, excuses, etc. * Self-monitoring (back of mind always questioning your self-esteem) and insensitive vs. chameleon and dishonest, insincere. * Low-self monitoring- don't care what people think of themselves-insensitive * High-self monitoring: constantly looking over their own shoulders) insecure, insincere, dishonest. * Cameleon: constantly changing to adapt to situations, don't really have a "self" -emotional contagion
Organizational Commitment Model
How committed you are to see how engaged you are with your own conscience. * obligation: culture (acceptance), socialization (feel properly socialized), psychological contract (unwritten with understandings sometimes gets broken) * affective: Culture, fit (feel like you belong), leader (like management/boss), personal (introvert/extrovert) * outcomes: turnover, on-job behavior * continuance: investment-how much have you invested mentally, physically, etc. lack of alternatives- back up plan, finding other jobs
Victor Vroom Expectancy Theory
How to motivate someone when you give someone a job to do * motivation = expectancy (do I have the ability to do it but also making it challenging) X instrumentality (what's in it for me) X valence (told you why and it made you think do I care about doing whatever is asked of me or do I care about the reward) M = E x I x V
McGregor
Motivation Theory * best known for theory x and theory y * two contrasting theories of workforce and human motivation and management * how a manager's perception of what motivates their team members. * theory x- is an authoritarian style where management must actively intervene to get things done. Employees are naturally unmotivated and dislike work, no ambition, avoids responsibility, and needs to be controlled or supervised. * theory y- participative style where employees are ally actively involved, happy to work, self-motivated, don't need to be directed, responsible, see work as a natural part of life, managers are indecisive, no final say * many managers tend towards theory x, but see poor results later on * blue collar workers
Kelley's Model of Attribution
Perception on what you use in your mind to blame ^ consistency do you consistently give the same behavior (down) consensus did you act as your peers would've acted in the same situation (down) distinctiveness (other jobs) is your behavior out of the ordinary = personal (blame it on the person) ^ consistency ^ consensus ^ distinctiveness = environmental (blame it on the environment) (down) consistency (down) consensus ^ distinctiveness = circumstances only complaining about it today and not complaining about any other job and no one else is complaining about it.
Barriers
Personal: stereotypes, ego, biased, skills (not good communicators) Physical: time zones, lack to communicate (computers and cell phones not working) Semantic: choice of words over someone's head
Myer-Briggs
Personality test: how people perceive the world how they make decisions- introverts/extroverts, sensing and intuition/ thinking and feeling, judging/perceptions etc.
Pygmalion Effect
Phenomenon whereby the greater the expectation placed upon people, the better they perform Golem Effect: psychological phenomenon in which lower expectations placed upon individuals either by supervisors or the individual themselves lead to poorer performance by the individual. Galatea Effect: the power of self-expectations. compelling factor in employee performance. The manager who can assist employees to believe in themselves and in their efficacy has harnessed a powerful performance improvement tool Implicit Cognition: unconscious influence such as knowledge, perception, or memory, that influences a person's behavior, even thought they themselves have no conscious whatsoever of those influences Halo Effect: the tendency for an impression created in one area to influence opinion in another area. Leniency Effect: perception difficulty where we give more importance to the positive traits of a person and gives less importance to negative traits. It is more like rating people positively more than usual. Ex: a pal of your whom others dislike, you are really fond of. Central Tendency: avoid making extreme judgments example: everybody gets the same outcome: Ex: a grade Recency Effect: the most recently presented items or experiences will most likely be remembered best. If you hear a long list of words, it's most likely you'll remember the words you heard last than words that occurred in the middle. Contrast Effect: Enhancement or diminished, relative to normal, of perception, cognition or related performance as a result of successive (immediate previous) or simultaneous exposure to a stimulus or less or greater value in the same dimension (compare me to my sisters)
Presentation: Social Media in the Workplace
Problem: 4 new hires (all from different generations) * giving a generational presentation about social media *How to go about it to each generation? - you are going to have to sit them all down together at one time and show them what they can and can't do and also set rules, policies, and guidelines.
Team or Group for management to consider
Role Overload: condition where isn't distributed properly and 1 person takes on too much work purposely or not Role Conflict: go left and right at the same time. This puts them into a position with 2 opposing orders Role Ambiguity: tell one person one thing and the other another thing deliberately changing/holding onto from someone else/people.
Perception Model
Stage 1: competing, environment stimuli (salient) most interesting, threatening, etc. thing that's happening (ex: first day of class and a lot going on ) Stage 2: interpretation (of what you're seeking) and categorization (schema)- mental pictures of what you see (ex: walking into class the first say and compare it to what you see each and every time because you're looking for difference to your expectations Stage 3: memory (event, sematic-general memory about things we've learned in the past) person (looking for familiar faces)) put mental picture and put it into long-term memory so you have something to compare it to Stage 4: decision and judgments- about the current event we are into now (ex: first class day)
Tuchman's 5 Stage
Team Development and Behavior, team develops maturity and ability, relationships establish, and leader changes their leadership style 1. Forming: high dependency on leaders for guidance and direction. Individual roles and responsibilities are clear. 2. Storming: decisions don't come easily, clarity of purpose increases but plenty of uncertainties persist, cliques form. 3. Norming: agreement and consensus forms among the team, roles and responsibility are clear and accepted, groups form fun and social activities, they respect the leader. 4. Performing: teams are more strategically aware, teams have a shared vision, focuses on over-achieving goals, teams don't need to be instructed/assisted. 5. Adjourning: break up the group, people on to new things
PE ( Punctuated Equilibrium)
The hypothesis that evolutionary development is marked by isolated episodes of rapid speciation between long periods of little or no change. Example: Byrne's Class and time to find information decreases, have the information ready or look not put together
Leader Member Exchange
The leader-member exchange theory first emerged in the 1970s. It focuses on the relationship that develops between managers and mebers of their teams. The theory states that all relationships between managers and subordinates go through 3 stages 1. Role-taking: occurs when team members first join the group. Managers use this time to assess new members' skills and abilities 2. Role-making: new team members then begin to work on projects and tasks as part of the team. In this stage, managers generally expect that new team members will work hard, be loyal and pove trustworthy as they get used to their new role - in group - out group 3. Routinization: routines between team mebers and their managers are established.
Programmed Conflict
This raises different opinions regardless if the personal feelings of managers- the challenge is to get contributors to either defend or criticize ideas based on relevant facts rather than on the basis of personal preferences or political interests. This requires disciplined role-playing and effective leadership
Situational Leadership
This situational theory of leadership suggests that no single leadership style is best. It all depends on the situation at hand and which type of leadership and strategies are best-suited to the task. the most effective leaders are those that are able to adapt to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting the job done Hershey and Blanchard suggested that there are 4 primary leadership styles: 1. telling (S1): this style involves the leader telling people what to do and how to do it. 2. Selling (S2): this style involves more back and forth between leaders and followers. Leaders sell their idea and messages to get group memebers to buy into the process. 3. Participating (S3): the leaders offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions. 4. Delegating (S4): less involved, hands-off approach to leadership. Group members tend to make most of the decisions and take most of the decisions and take most of the responsibility for what happens.
Devils Advocate
This technique gets its name from a traditional practice within the Roman Catholic Church. One individual is assigned a role of devils advocate to uncover and air all possible objections to a person's canonization. Assigning a role of a critic. It prevents groupthink. It reduces escalation of commitment bias across multiple decisions and team compositions. Steps 1: a proposed court of action is generated Steps 2: a devils advocate (group/individual) is assigned to criticize the proposal Steps 3: the critique is presented to key decision makers Steps 4: any additional information relevant to the issues is gathered Steps 5: the decision to adopt, modify, or discontinue the proposal/course of action is taken Steps 6: the decision is monitored
Management By Objective and Smart Goals
Tool for performance, management and strategic planning, superior and employee agree on realistic, achievable, and measurable objectives, determine how they will be met. - losing popularity - results oriented/ measure employee performance by examining the extent to which predetermined work objectives have been met. Usually the objectives are established jointly by the superior and subordinate Step 1: determine and revise organizational objectives Step 2: translate organizational objectives to employees Step 3: stimulating participation of employee in setting objectives Step 4: monitor the process Step 5: process is evaluated and rewarded Cons: lead to unrealistic expectations about what can/can't be accomplished SMART goals S- specific M-measurable A-acceptable R- realistic T- time why it's going away- time consuming and out-of-date objective
Transformation/Transactional Leadership
Transactional: leadership styles are more concerned with maintaining the normal flow of operations. it can be described as "keeping the ship afloat". They use disciplinary power and an array of incentives to motivate employees to perform at their best. This leadership motivates subordinates by exchanging rewards for performance. They generally don't look ahead in strategically guiding an organization to a position of market leadership; instead, they are soley concerned with making sure everything flows smoothly. Transformation leaders go beyond managing the day to day operation and crafts strategies for taking the company, department or work team to the next level of performance and success. This style focuses on team-building, motivation, and collaboration with employees at different levels to accomplish change for the better. These leaders set goals and incentives to push their subordinates to higher performance levels while providing opportunities for personal and professional growth for each employee.
Operant Conditioning
Type of learning in which a strength of a behavior is modified by the behavior's consequences, such as reward or punishment, and the behavior is controlled by antecedents. reinforcement: (intrinsic behavior) positive (adding appreciative stimuli following correct behavior- giving a dog a tree when they pee) negative escape: (removing stimuli following correct behavior such as turning off an alarm clock by pressing snooze) Active avoidance: (behavior avoids noxious stimuli such as studying to avoid getting a bad grade) punishment: (decrease behavior) positive: (add noxious stimuli following behavior such as spanking a child for swearing) negative: (remove appetitive stimulus behavior such as telling a child to go to be for cursing) This doesn't work because people rebel, we know when we're being conditioned.
Presentation: World Trade Organization
What the government uses to negotiate trade agreements and disputes. * started in 1948 (right after WW2) * If you agree to it, we'll help rebuild/help countries * We are not a service economy, no longer industrialized * we now want tariffs and now we lack tariffs and is hurting us and we want them to help us now. * Principles: trade discrimination, free of trade, predictability, promoting fair competition, encouraging development and economic reform. * Why is it failing?- developing countries wanted to force out subsidies paid to overproducing farmers. - no changes have been made * No change in the last 14 years: developing countries are now asking industrialized countries to subsidize them. 28 million jobs have been lost today.
Extrinsic Failure
criticisms 1. too much emphasis on money 2. lack true appreciation (for the person/ what am I rewarding you to do, do I appreciate anything besides doing the job) 3. entitlement (constantly having to five money to do the job) 4. counterproductive rewards (ex: layoff 50% but keep production, rewarding people to fight with each other) 5. too late (rewards too late offer because behavior/actions accomplished) 6. one size fits all (companies afraid to treat people as individuals)
socialization model
outsider: Phase 1: anticipatory socialization (Ex: went to UPJ website to see what it's all about, gets information prior to applying to see if it's right for you. Phase 2: Encounter (Ex: job interview and then the next 6 months, orientation and socialization to see if you fit in then you modify yourself to fit in. Phase 3: Change & Acquisition (Ex: high likely into the encounter phase that the experience is different than you expected, so change environment or change yourself. * if all phases done correctly, first year is changing you to an insider Insider 1.) Behavioral Outcomes: perform and remain elevate performance and remain where you are 2.) Effective Outcomes: Happy and motivated should be a positive outcome
group
A group isn't always a teams. There's an additional 1 component to the 4 which is: accountability- one doesn't show up so it determines whether it's a teams or group
Maintenance Role
A role that you play to maintain positive relationships in the group. - simple - unwritten role
360 degree feedback
A system or process in which employees receive confidential, anonymous, feedback from the people who work around them. This typically includes employee managers, peers, direct reports Anonymous online feedback form that covers questions that ask a broad range of workplace competencies. Managers use them to get a better understanding of the strengths and weaknesses. Can be used for people in non-management roles to help people be more effective in their current roles. Fail: boss doesn't get involved, too vague, too personal comments rather than constructive, no plan to set following/receiving the feedback, lack of confidentiality, forgetting the strengths and only focusing on weaknesses.
team
A team is always a group
Speaking Styles/ Sending Styles
Assertive: communicate in a confident way, not looking for an argument Aggressive: throwing a lot of foul language out there Passive: " I don't know" "maybe do this or do that"
Task Role
Assigned to do on that team/group. - A written role
Thomas
Building Block for intrinsic rewards - choice, competence, progress, meaningfulness - to drive employee engagement, rewards used to build a high engagement culture -get rid of the idea of bonuses -incorporate 4 building blocks: let employees make their own decisions, give employees security (don't fire for small mistakes/learning event) -make them understand their purpose Competition: give challenging goals, make sure they possess the KSAs to do it, give intrinsic rewards, make sure to have standards to measure progress: never create counterproductive rewards, have collaborate climate/celebrate milestones.
Kotter's 8
Business with the means and methods to transform themselves quickly, continuously, and with powerful results. Created for reorganizing such as layoffs Step 1: create a sense of urgency (people sign up to change their organization) step 2: build a guiding coalition (assemble a group with the power and energy to lead and support a collaborative change/effort Step 3: form a strategic vision and initiatives Step 4: enlist a volunteer army Step 5: enable action by removing barriers (remove obstacles that prevent the achievement of the vision) Step 6: generate short-term wins (consistently recognizing accomplishments) Step 7: solution acceleration (constantly bringing new people to bring in and teach new things) Step 8: Institute change
ADA Disability Act
Disabilities: physical and mental, didn't have to be permanent. * has to be provided (work accommodations) such a wheelchair lift * passed 1990 force employee to provide accommodations. * Helped get other places and vehicles accommodated for people with disabilities (ex: buses)
Solutions: Listening Styles
Discerning: a listening style in which you look for the non-verbal ques first Evaluative: don't look for visual cues and goes by what is exactly said
Change Management
Example: Cereal Industry " Johnstown, Pa" * sales are decreasing * Then: train, train, train employees * Now: fire and replace employees with machines or outsource from overseas. * Overseas outsourcing is EXPENSIVE. It's better to replace employees with machines in the long run because no training is needed nor hiring or paying machines.
Time Motion Studies
Example: Rita's Italian Ice Footprints on the floor to have the employees complete tasks a certain way and signs with specific instructions in order to perform efficiently.
4 Requirements to be a group
ID: reason why they identify themselves the way that the do. GOALS: socializes- go out drinking, work related 2 or more individuals: Norms: how the group behaves
Behavior Shaping
It is not managing inappropriate behavior. it assist you in setting goals for behavior. Shaping will provide guidance and direction for your behavior. 4 Aspects: 1: topographically- specific movements 2: amount- frequency 3: latency- reaction 4: intensity- direction for your behavior
Brandon's 6 Pillar of Self-Esteem
Mechanism to raise self-esteem * live consciously-be apart of the world * be self-accepting: understand own limitation and accept them * take responsibility- take responsibility for your own actions * be self-assertive: put yourself out there, be bold * live purposefully-have goals, accomplishments, dreams * have personal integrity- have morals, values, ethics
Group Think
Occurs when the pressure to conform within a group interferes with that group's analysis of a problem and causes poor group decision making. Individual creativity, uniqueness, and independent thinking are lost in pursuit of group cohesiveness. Janis identified points on how groupthink works: illusion of vulnerability, collective rationalization, belief inherent morality, stereotype views, direct pressure, self-censorship, unanimity, self-appointed mind guard
Triangling
People come to you to fix issues. A good manager will de-triangle: not get involved or try to get yourself out of it, don't pick or favor one side, or collaborate/problem solve
Dialectic Conflict
Plato and followers attempted to synthesize truth by exploring opposite positions (thesis and antithesis) - court systems rely on directly opposing points of view for determining viewpoints prior to making decisions.
The Spiral
Skills---> Job Performance--->Skills--->Motivation--->Rewards--->Performance--->Job--->Skills Then: Continual/minimal training Now: Mostly hire with already gained experiences, skills, knowledge, resources, etc.
Lewin's 3
Stage 1: unfreezing- about getting ready to change. Getting to a point of understanding that change is necessary and getting out of the comfort zone. Stage 2: Change or Transition- change is a process not an event. Reaction to change and moving towards a new way of being. This is the hardest stage. Stage 3: Freezing- establishing stability once changes have been made. Changes are accepted. People form new relationships and become comfortable.
Leadership and Maturity Levels
The right styles depends a lot on the maturity level (the level of knowledge and competence) of the individual or group. Hersey and Blanchard's Theory: 4 levels of maturity M1: group members lack the knowledge, skills, and abilities to complete the task. M2: Group members are willing and enthusiastic, but lack the ability M3: group members have the skills and capabilities to complete the task, but are unwilling to take responsibility. M4: Group members are highly skilled and willing to complete the task.
Time Quality Movements
Then: The quality of the product didn't matter. They just needed to get the product out to the public. People either bought it or they didn't Now: People voice their opinions by writing reviews through social networks. * This is faster and more direct way to communicate to people and businesses/organizations. * Sending out bad/faulty products can result in jobs at jeopardy. They have to be concerned about quality. * Employers needed to know what the employees they hire have certain qualifications such as knowning how to do it, do they perform the task efficiently/well, and are they motivated. * Companies now are reviewing and monitoring reviews daily instead of quarterly, semi-annually, and yearly.
Characteristics of High Performing Effective Teams
Trust common goals, clear communication, understanding of team and individual goals and expectations, actively diffuse tension and friction, everyone participates in discussion, criticisms viewed as constructive and used for problem solving, build on differences, flexibility and adaptability, continuous learning
Glass Ceiling
Women and minorities can't break through job positions. * A woman makes $0.79 for every dollar a man makes. * Sexual discrimination, wage gaps,and men being sexist because they are in top positions. * Glass Escalator: men go into careers that are ususallly dominated by females (Ex: nursing) * How do we solve it? How do we close the wage gap? Does the government ever do anything?- Civil Rights Act of 1964
Path Goal
a theory based on specifying a leader's style or behavior that best fits the employee and work environment in order to achieve a goal. The goal is to increase your employees' motivation, empowerment, and satisfaction so they become more productive members of the organization
Self-Efficacy
if you think you can, you can and if you think you can't, you can't
3rd Party to Conflict Solutions
litigation: you sue or someone else sues. This could take years which is costly and time consuming. arbitration: varies from state to state: hire arbitrator (jude) to listen to the case and decides who wins. You can't appeal in this process - binding (what is ruled/decided is the result) /non-binding (the loser does have the right to take it to court as litigation) mediation: bring in 3rd party. No part to do anything; acts like a marriage counselor-no results just listening
Delphi
method for group-decision making; questionnaire: solves groupthink, social loafing (time limit to get things done), and problem solving and brainstorming Steps: ID panel pf experts: they are provided with potential solution through questionnaire, each expert returns questionnaire, results all composed and second questionnaire is distributed, each expert receives results, experts review results and answer second set of questions, repeat until general agreement CREATES VIRTUAL TEAMS
High Context Societies
or cultures that put more emphasis on groups where people have close connections over a long period of time. Example: small religious congregations, a party with friends, family gatherings expensive gourmet restaurants and neighborhood restaurants with a regular clientele
Substitute Leadership
you don't always need a leader. many groups and teams perform well without a leader or designated person and sometimes performs better (Ex: groups in class). Assign people a task and have them go about it.