Bus 387_M2
Filtering Criteria
-Past experience: Were previous senders rewarded for passing along news of this kind in the past, or were they criticized? -Knowledge and perception of the speaker: Has the receiver's direct superior made it clear that "no news is good news?" -Emotional state, involvement with the topic, and level of attention: Does the sender's fear of failure or criticism prevent the message from being conveyed? Is the topic within the sender's realm of expertise, increasing confidence in the ability to decode the message, or is the sender out of a personal comfort zone when it comes to evaluating the message's significance? Are personal concerns impacting the sender's ability to judge the message's value?
pyramid structure
-more layers -more room for movement -span of control is 2 -more "central" discussion making
Flat structure
-span of control is 4 -easier to get to the top -more autonomy w/wider span of control -more responsibility (job enrichment, job enlargement) -allows you to get very specialized -lateral communication between departments is challenging. -organized by product NOT by function.
Chp. 13
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Expectancy theory
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chp 10 begin
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chp 12
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chp 14?
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chp. 15
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Equity theory
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3 main functions of communication
1. transmition of information 2. coordination of efforts 3. sharing of emotions, feelings
Rationale Decision making model "steps"
1. identify the problem 2. Identify the criteria (factors?) 3.Allocate weights to the criteria (which factors matter, weight their importance to you?) 4.develop alternatives 5.evaluate the alternatives (against your previous criteria) 6.select the best alternative
Managing conflicts w/ diverse groups
1. manage conflict 2. diversity training 3. allow groups to get to know each other
Grapevine
70% of all messages are sent through the grapevine level
Matrix Departmentalization
A hybrid structure in which two or more forms of departmentalization are used together most common forms combine product and functional employees report to two bosses increased cross-functional interaction significant interaction between functional and project managers required
conflict
A process that involves people disagreeing. A certain amount of conflict is good for performance, too much or too little will cause performance to get hamslammed Two primary types of conflict Task Conflict- can be taken personal Relationship or Personal Conflict- usually disfunctional
Negotiation
A process whereby two or more parties work toward an agreement.
Organizational culture
A system of shared assumptions, values, and beliefs showing people what is appropriate and in appropriate behavior. Culture is a descriptive term; different than attitudes such as job satisfaction.
Rationale decision making difficulties
Bounded rationality - ppl will make decisions based on simplified models that extract essential features. Use of intuition to make some decisions - subcontious process based on your gut feeling. Decision making traps - Framing, Hershey kiss example.
Fiedler Contingency Model
Effective performance depends upon the proper match between the leader's style and the situation Fiedler assumed that an individual's leadership style is fixed.
OB factors in creative DM
Autonomy less/more time Deadline pressure Reward system
Distributive Bargaining
Available resources= Fixed amount of resources to be divided Primary motivations= I win, you lose, (if you get more then I get less) Primary interests= Opposed to each other Focus of relationships=Short term
Integrated Bargaining
Available resources= Variable amount of resources to be divided Primary motivations= I win, you win Primary interests= Convergent or congruent with each other Focus of relationships= Long term
BATNA
B est A lternative T o a N egotiated A greement
Transactional leaders
Contingent reward: Rewarding employees for their accomplishments Management by exception (active): Leaving employees alone but proactively predicting potential problems and preventing them from occurring. Management by exception (passive): Intervenes only if anything goes wrong.
How to change organizational culture
Create a sense of urgency Change leaders Role model Training Change the reward system Create new stories and symbols
competition
Changing market conditions- Poor performance- Growth
Bases of power
Coercive power- A threat, intimidation, a bar's bouncer, (temporary, bouncer leaves and you enter the bar) Reward power- donuts @ work, (also temporary) Legitimate power- power is granted legitimatly via your organization. (military ranking) Expert power- based on your knowledge/expertise. (listening to a doctor) Referent power- you influence people bades on your likability. (wearing pro athletes gear)
Process Gains
Cohesiveness - Generally speaking, the more cohesive a group is, the more productive it will be and the more rewarding the experience will be for the group's members factors- Similarity. The more similar group members are in terms of age, sex, education, skills, attitudes, values, and beliefs, the more likely the group will bond. Stability. The longer a group stays together, the more cohesive it becomes. Size. Smaller groups tend to have higher levels of cohesion. Support. When group members receive coaching and are encouraged to support their fellow team members, group identity strengthens. Satisfaction. Cohesion is correlated with how pleased group members are with each other's performance, behavior, and conformity to group norms. Collective Efficacy - a group's perception of its ability to successfully perform well. This relationship is higher when task interdependence (the degree an individual's task is linked to someone else's work) is high rather than low.
influence response tactics
Commitment - The person not only agrees to the request but actively supports it as well. Compliance - The person does not necessarily want to obey, but do. Resistance - The person is opposed to the request and tries to avoid it.
Why people resist change
Disrupted Habits Personality Feelings of Uncertainty Fear of Failure Personal Impact of Change Prevalence of Change Perceived Loss of Power
Uniform Cultures in Organizations
Dominant culture expresses the core values that are shared by a majority of the organization's members. Subcultures defined as a set of values unique to a limited part of the organization.
technology
Faster computers Online music sharing Deciphering of the human genetic code
Communication Barriers
Filtering Selective perception Information Overload Lack of source reliability Workplace Gossip/Grapevine Semantics & Jargon Gender Differences in communication
Job Characteristics Model
Five core job dimensions: Skill variety Task identity- 1 part or associated w/ the whole. Ex. responciple for manufactering 1 car tire OR the whole car Task significance- impact you have on other people. Ex. doctors have high level of sig. Autonomy- freedom of what you do and when you do it. Feedback- Three critical psychological states: Experienced meaningfulness Experienced responsibility Knowledge of actual results
Formalization/specialization
Formalization: How standardized are the jobs? Specialization: are tasks subdivided into smaller jobs? (Taylorism)
Stages of group formation
Forming- group meets up for first time, possible that there is previous relationships but power is yet to be distributed. anxiety and nervousness are present. Storming-Group members begin to explore their power and influence, and they often stake out their territory by differentiating themselves from the other group members rather than seeking common ground. Groups get stuck here Norming- Group is now ready to get to work, group's energy is running high, this is an ideal time to host a social or team-building event. Performing- participants are not only getting the work done, but they also pay greater attention to how they are doing it. Group has matured, becoming more competent, autonomous, and insightful. Group leaders can finally move into coaching roles and help members grow in skill and leadership. Adjourning- Just as groups form, so do they end. For example, many groups or teams formed in a business context are project oriented and therefore are temporary in nature. Alternatively, a working group may dissolve due to an organizational restructuring.
Decision making traps
Framing- tendency of decision makers to be influenced by the way that a situation or problem is presented. Anchoring- tendency for individuals to rely too heavily on a single piece of information Escalation of commitment- when individuals continue on a failing course of action after information reveals it may be a poor path to follow. It is sometimes called the "sunken costs fallacy," Overconfidence bias-occurs when individuals overestimate their ability to predict future events hindsight bias- is the opposite of overconfidence bias, as it occurs when looking backward in time and mistakes seem obvious after they have already occurred. In other words, after a surprising event occurred, many individuals are likely to think that they already knew the event was going to happen
Pros of group decision making
Generates more complete information Offers increased diversity of views Generates higher-quality decisions Leads to increased acceptance of a solution
Group/Team Defined
Groups: two or more people with a common relationship. Team: a small number of people working together to achieve a mutual objective.
Transformational leaders
Idealized influence (Charisma): Behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader. Inspirational motivation: Communicates a vision in simple ways that inspires others. Intellectual stimulation: Leaders challenge norms and status quo, and encourage employees to think creatively and work harder. Individualized consideration: Leaders show personal care and concern for the well-being of their followers.
more groupthink
Illusion of invulnerability is shared by most or all of the group members, which creates excessive optimism and encourages them to take extreme risks. Collective rationalizations occur, in which members downplay negative information or warnings that might cause them to reconsider their assumptions. An unquestioned belief in the group's inherent morality occurs, which may incline members to ignore ethical or moral consequences of their actions. Stereotyped views of outgroups are seen when groups discount rivals' abilities to make effective responses. Direct pressure is exerted on any members who express strong arguments against any of the group's stereotypes, illusions, or commitments. Self-censorship occurs when members of the group minimize their own doubts and counterarguments. Illusions of unanimity occur, based on self-censorship and direct pressure on the group. The lack of dissent is viewed as unanimity. The emergence of self-appointed mindguards happens when one or more members protect the group from information that runs counter to the group's assumptions and course of action.
Dependancy is key to power
Importance-The value of the resource. Scarcity-The uniqueness of a resource. Substitutability-The ability to find another option
Organizational politics
Impression Management- you're managing your perceived impression. (the way you dress, friendliness, overall personality, can contain confirmations). Political Skill- gaining advantages border line (unspoken) bribing.
Characteristics of Organizational culture (7)
Innovative Detail-Oriented Outcome-Oriented People-Oriented Team-Oriented Aggressive
Elements of a strong culture
Intensity in beliefs Widely shared Belief in ritual and ceremony Well-understood sense of the rules and expectations But are hard to change...
Phases of negotiation (five)
Investigation -"glassdoor" know coworkers salaries. (good or bad) Determine your BATNA Presentation Bargaining Closure
Power abuse
It is made either explicitly or implicitly a term or condition of an individual's employment. It is used as the basis for employment decisions affecting such individuals, or It has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment. (sexual harassment)
Path-Goal leadership theory
Leader guides the employee on a path towards a goal. Effective leaders clarify the path to achieve work goals Subordinates approve of leaders' behaviors in so far as they perceive them as a source of immediate or future satisfaction environmental and subordinate factors are unpredictable. Leadership Behaviors Directive Supportive Participative Achievement oriented
The trait approach
Leaders are born, not made Trait: characteristics of the person Physical Characteristics- tend to be taller Personality Traits- extroversion & conscientiousness Intelligence- yes Some personality traits associated with leadership Extraversion Conscientiousness Openness to experience
Behavioral approach
Leaders can be made: it's what they do that matters Specific behaviors differentiate leaders from non-leaders Ohio State/Michigan studies Task-oriented leader behaviors (initiating structure) People-oriented leader behaviors (consideration)
Sharing of power (empowerment)
Managers can gain power over employees by sharing the workload with them; Job content-Tasks and procedures necessary for carrying out a particular job. Job context-Reason for the job and the setting in which it is done.
Mechanic vs. Organic structure
Mechanistic: Structures that resemble a bureaucracy - highly formalized and centralized. Organic: Flexible and decentralized structures with low levels of formalization where communication lines are more fluid and flexible. share all info
sources of conflict
Miscommunication-giving feedback is also a case in which the best intentions can quickly escalate into a conflict situation. When communicating, be sure to focus on behavior and its effects, not on the person Diversity-Personality differences among coworkers are common. By understanding some fundamental differences among the way people think and act, we can better understand how others see the world Rewards/Goals (group/individual) Task interdependence-when accomplishment of your goal requires reliance on others to perform their tasks. Resources-Resources such as money, time, and equipment are often scarce.(limited=more conflict)
nature of the work force
More cultural diversity Aging population Many new entrants with inadequate skills
Cons to group DM
More time consuming Risks of groupthink Discussion can be dominated by one or a few members Decisions suffer from ambiguous responsibility
Expectancy theory
Motivation is: e*i*v expectancy- does effort lead to high performance? Instrumentality- will performance lead to outcomes? valance- Do I find the outcomes desirable?
Forces of organizational change
Nature of the work force Technology Economic shocks Competition
span of control
Number of subordinates that can be efficiently and effectively managed Smaller span Larger span
Centralization
Refers to the degree to which decision making is concentrated at a single point in the organization Decentralization is positively related to job satisfaction
Building blocks of organizational structure
Organizational Structure -Centralization -Formalization/Specialization -Hierarchical Levels -Departmentalization
Groupthink
Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action
Supportive
Provide emotional support to employees. They treat employees well, care about them on a personal level, and they are encouraging. Supportive leadership is predicted to be effective when employees are under a lot of stress or performing boring, repetitive jobs
Organizational targets for change
Purpose Technology Structure Tasks People Culture Strategy Objective
Influence Tactics
Rationale persuasion- argue w/ rationale arguement Legitimating tactics- professor tells you to do a group project so you do it. Personal appeals- helping out a friend. (pretty people) Exchange- trade shoes for tacos Integrations- sucking up to people Pressure- coercive/threats Coalition- power in #'s, union power. (can be coercive) Inspirational- leader has a big vision consultation- involve people in your decision making process.
economic shocks
Rise and fall of dot-com stocks Record low interest rates 2007-2009 Financial markets collapse
Teams shape the behavior of members in a variety of ways
Roles-ensure that all the team members are qualified for the roles they will fill for the team Norms- shard expectations about how things operate Status- Status: A socially defined position or rank given to groups or group members by others. "Status credits"= group bonus points. Size-two to 20 members. Bigger is better for brainstorming, smaller is better for getting work done. Diversity-The more diverse a team is in terms of expertise, gender, age, and background, the more ability the group has to avoid the problems of groupthink.
Process Loss
Social Loafing- refers to the tendency of individuals to put in less effort when working in a group context. This phenomenon, also known as the Ringelmann effect, was first noted by French agricultural engineer Max Ringelmann in 1913
Why does culture matter?
Stability or "Social glue" Sense of identity Creates commitment Provides social control
visual elements of culture
Stories Rituals Material Symbols Rules and Policies Mission Statement
guideline in leadership theories
Stress the importance of the context when examining leadership
Common problems faced by teams
Team meetings- folllow through with them Dominating Members- can block out other's ideas Poor performance- why???? find out bro, deal with poor performer in a way the team agrees on.
power
The ability to influence the behavior of others to get what you want. Get people to do something that they otherwise would not do (Milligram example)
Creative DM
The ability to produce novel and useful ideas. Individual factors- confidence, openness to new ideas. What organizational factors enhance and/or block creativity?
Departmentalization
The basis on which jobs are grouped together Main types of departmentalization: Functional Divisional Geographical Matrix
original leadership theories
Trait Theories (1940s and 1950s) Behavioral Theories (1950s and 1960s) Ohio State Studies Michigan Studies Situational Theories (1960s and 1970s) Fiedler Contingency Model Path-Goal Theory
New leadership theories
Transformational Leadership- motivates through a vision or inspirations, genuinely concerned about employees Leader-Member Exchange (LMX)- intervenes only when there are issues. "the unique, trust based relationships leaders develop with employees is the key to leadership effectiveness" *Some leaders can possess both qualitities
Four ethnic decision making criteria
Utilitarian criterion: Greatest good for the greatest number of people. Legal criterion: Consistent with the law. Justice criterion: Decisions that impose and enforce rules fairly and impartially so there is an equitable distribution of benefits and costs.(senority) Care criterion: Decisions that express care in protecting special relationships that individuals have with each other(robin hood)
Moslow's Hierarchy
You can't move to the level above until you satify your current need. Physiological-required for human survival Safety & security- personal&financial security, health, safety net. Love & belonging Esteem- accepted/valued by others Self actualization issues: more than 1 working at the same time, you could go back down.
Communication flows in an organization
^ to supervisor >(laterally) to coworker /(Diagonally) to different department (D) Downward to a subordinate
Conflict handling styles
avoiding - style is uncooperative and unassertive. People exhibiting this style seek to avoid conflict altogether by denying that it is there accommodating style is cooperative and unassertive. In this style, the person gives in to what the other side wants, even if it means giving up one's personal goals. compromising style is a middle-ground style, in which individuals have some desire to express their own concerns and get their way but still respect the other person's goals. competing style want to reach their goal or get their solution adopted regardless of what others say or how they feel
problems with structure
each society does things very differently Bosses from different departments can overlap in areas. (matrix model).
other communication skills
effective listening electronic communication nonverbal communication cross-culture issues
Big 5 personality test
extroversion, agreeableness, conscientiousness, emotional stability, openness to explain
low to high channel richness
in general, the more personal the more rich the message delivery will be.
Equity Theory
individuals compare their job inputs and putcomes with those of others and then respond so as to eliminate any inequities.
Organizational behavior
investigates the impact that individuals, groups & structures have on the behavior within an organization.
Participative
make sure that employees are involved in the making of important decisions. Participative leadership may be more effective when employees have high levels of ability, and when the decisions to be made are personally relevant to them
Decision-Making
making choices among alternative courses of action which may also include inaction
Communication model
noise causes a message>decode>>receiver>encode>feedback>decode>sender>encode
2 types of organizational structure
pyramid structure & Flat structure.
Selective perception
refers to filtering what we see and hear to suit our own needs. This process is often unconscious
Achievement oriented
set goals for employees and encourage them to reach their goals. Their style challenges employees and focuses their attention on work-related goals. This style is likely to be effective when employees have both high levels of ability and high levels of achievement motivation.
Directive
specific directions to their employees. They lead employees by clarifying role expectations, setting schedules, and making sure that employees know what to do on a given work day
