MGMT 310 Final
Leader Behaviors
(Blank Behaviors) Path-goal clarifying, achievement oriented, work facilitation, supportive, group oriented decision making
Ways to reduce cognitive dissonance
1. Change your attitude or behavior or both; 2. Belittle the importance of the inconsistent behavior; 3. Find consonant elements that outweigh dissonant ones
The Three Dimensions of Situational Control
1. Leader-member relations, 2. Task Structure, 3. Position Power
The 4 Functions of Organizational Culture
1. Organizational Identity, 2. Collective Commitment, 3. Social System Stability, 4. Sense-Making Device
Negotiation
A give and take decision making process involving two or more parties with different preferences
Equity Theory
A model of motivation that explains how people strive for fairness and justice in social exchanges of give and take relationships (based on cognitive dissonance theory)
Locus of Control
A relatively stable personality characteristic that describes how much personal responsibility you take for your behavior and its consequences
Performance Management
A set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations
Performance Appraisal
A tool for judging good vs. poor performance
Job Satisfaction
An affective or emotional response toward various facets of one's job. reflects the extent to which an individual likes their job
Integrative Negotiation
An agreement can be found that is better for both parties. Involves a progressive win-win strategy
Stereotype
An individuals set of beliefs about the characteristics or attributes of a group
Contingency Theory
Because it is based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand
Stage 2: Generate alternative solutions
Brainstorming, is a common technique used by both individuals and groups to generate potential solutions (stage 2 RDM model)
The Matrix Structure
Combines a vertical structure with an equally strong horizontal overlay; Organizations use this when they need cooperation in order to meet their goals; bad reputation for being to complex, frequently fail
Referent Power
Comes into play when one's personal characteristics and social relationships become the reason for compliance. (Ex: In asian culture gender, age social class)
Compromising Style
Conflict mgmt. style, a give and take approach w/ moderate concern for self and others. Appropriate when parties have opposite goals or possess equal power
Integrating Style
Conflict mgmt. style, where interested parties confront the issues and cooperatively identify the problem, generate and weigh alternatives, and select a solution
Dominating Style
Conflict mgmt. style, where one has a high concern for themselves and a low concern for others (I win, you lose). Often called a forcing style because it relies on formal authority to force compliance
Obliging (smoothing) style
Conflict mgmt. style, where one tends to show low concern for themselves and great concern for others. These people tend to minimize differences and highlight similarities
Avoiding Style
Conflict mgmt. style, where passive withdrawal from the problem and active suppression of the issue are common
Satisficing
Consists of choosing a solution that meets some minimum qualifications, one that is good enough. Resolves problems by producing solutions that are satisfactory, as opposed to optimal (Radio Station in car)
Organizational Citizenship Behavior
Defined as the individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization
Internal Locus in the Workplace
Display greater work motivation. Have stronger expectations that efforts leads to performance. Exhibit higher performance on tasks involving learning or problem solving, when performance leads to valued rewards
Withdrawal Cognitions
Encapsulate this thought process by representing an individual's overall thoughts and feelings about quitting
Rational Decision-Making Model
Explains how managers should make decisions. Four stages
Motivating Factors
Factors include achievement, recognition, characteristics of the work, responsibility, and advancement; Job satisfaction is more associated w/ factors in the work content of the task being performed
Hygiene-Factors (What makes employees dissatisfied?)
Factors including company policy and administration, technical supervision, salary, interpersonal relations with one's supervisor, and working conditions--factors cause a person to move from a state of no dissatisfaction to dissatisfaction
Transactional Leadership
Focuses on clarifying employee's role and task requirements and providing followers w/ positive and negative rewards contingent on performance.
Hackman & Oldham's Job Characteristic's Model
Goal is to promote high intrinsic motivation by designing jobs that possess the five core job characteristics
Perceived Stress
Has a strong, negative relationship to job satisfaction
Instrumentality (Vroom's Theory)
How an individual perceives the movement from performance to outcome. Ex: passing an exam is part of graduating college
Comparison (equity theory)
How does my ratio of outputs/inputs compare to relevant others? feelings of inequity revolve around evaluation of whether you are receiving adequate rewards to compensate for your collective inputs
Intellectual Stimulation
Involves behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems
Dispositional/Genetic components
Job satisfaction remains partly a function of both personal traits and genetic factors. Dispositions had a stronger relationship w/ intrinsic aspects of a job (having autonomy) than w/ extrinsic rewards
Relationship Oriented Leaders
Leaders that are more interested in developing positive relationships with followers, effective in situations of moderate control
Task Oriented Leaders
Leaders that focus on accomplishing goals, should be most effective in either high control or low control situations
Employee Characteristics
Locus of Control (internal or external), task ability, need for achievement, experience, and need for clarity
Need Fulfillment
Needs are physiological or psychological deficiencies that arouse behavior. Propose that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill her own needs
Intrinsic Motivation
Occurs when an individual is turned on to one's work because of the positive internal feelings that are generated by doing well. They create their own (blank) motivation by giving themselves rewards such as positive emotions, satisfaction, and self-praise
Internal Locus of Control
People who believe they control the events and consequences that affect their lives. (ex: such a person tends to attribute positive outcomes to their own abilities. Tends to blame negatives on personal shortcomings. Those willing to take a high-stakes jobs in the face of adversity
Onboarding
Programs help employees to integrate, assimilate, and transition to new jobs by making them familiar w/ expectations and responsibilities
Motivator-Hygiene Theory
Proposes that job satisfaction and dissatisfaction arise from two different sets of factors--satisfaction comes from motivating factors and dissatisfaction from hygiene
Three Benefits of The RDM Model
Quality, Transparency (makes the reasoning behind a decision transparent), Responsibility
Situational Control
Refers to the amount of control and influence the leader has in their immediate work environment
Valence (Vroom's Theory)
Refers to the positive or negative value people place on outcomes. Ex: being laid off or being ridiculed for making a suggestion would be negatively (blank) for most employees
Met Expectations
Represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what they actually receive
Espoused Values
Represent the explicitly stated values and norms that are preferred in an organization
Enacted Values
Represent the values and norms that are actually exhibited or converted into employee behavior
Sustainability
Represents a company's ability to make a profit without sacrificing the resources of its people, the community, and the planet
Counterproductive Work Behavior
Represents behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders
Job Involvement
Represents the extent to which an individual is personally involved w/ his or her work role
Cognitive Dissonance
Represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions) (ex: samantha's boss needs her to work on a project but her coworkers need her help on their job the feeling is:)
Extrinsic Motivation
Results from the potential or actual receipt of rewards. Rewards like recognition, money, or a promotion represents a payoff received from others performing a particular class.
Equity
Satisfaction results from one's reception that work outcomes, relative to inputs, compare favorably w/ a significant other's outcomes/inputs
5 Job Characteristics
Skill Variety, Task Identity, Task Significance, Autonomy, Feedback
Tuckmans Model of Group Development
Stage 1: Forming, Stage 2: Storming, Stage 3: Norming, Stage 4: Performing, Stage 5: Adjourning
Stage 3: Evaluate Alternatives and Select a Solution
Stage 3 RDM model. not only are costs and quality important, but you should consider (if its ethical, if its feasible, will it remove the causes and solve the problem)
Stage 4: Implement and Evaluate the Solution Chosen
Stage 4 RDM model.
Environmental Factors
Task structure (low when employees are not clear about their expectations; high when employees work on routine and simple tasks) Work group dynamics
Autonomy
The extent to which the job enables an individual to experience freedom, independence, and discretion in both scheduling and determining the procedures used in completing the job
Motivation
The psychological process that underlie the direction, intensity, and persistence of behavior or thought
Organizational Culture
The set of shared, taken for granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments
Social Loafing
The tendency for individual effort to decline as group size increases. Free riders produce low quality work, are harder to compensate, and often distract coworkers
Group Cohesiveness
The we feeling that binds members of a group together, product of stage 3: norming
House's Path-Goal Theory
Theory that holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction (situational theory)
Expectancy Theory
Theory that holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. Can be used to predict behavior in any situation in which a choice between two or more alternatives must be made
External Locus of Control
Those who believe their performance is the product of circumstances beyond their immediate control. Tend to attribute outcomes to environmental causes, such as luck or fate. (Ex: person would attribute a passing grade on an exam to something like an easy test)
Transformational Leaders
Transform followers to pursue organizational goals over self-interest
Lewin's Change Model
Unfreezing, Changing, Refreezing
Distributive Negotiation
Usually involves a single issue in which one person gains at the expense of another. Win-lose approach is most common
Outputs
What do I perceive I'm getting out of my job? Things like pay/bonuses, medical benefits, challenging assignments, job security, promotion etc...
Inputs
What do I perceive that I'm putting into my job? Things like education/training, skills, creativity, seniority, age, personality traits, experience etc...
Artifacts
consist of the physical manifestation of an organizations culture (ex: acronyms, manner of dress, awards, decorations etc...)
Basic underlying Assumptions
constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior
External Locus in the Workplace
demonstrate less motivation for performance when offered valued rewards. Earn lower salaries and smaller salary increases. Tend to be more anxious
Stage 1: Identify the Problem or opportunity
represents a situation in which there are possibilities to do things that lead to results that exceed goals and expectations first stage of the rational decision making model
Expectancy (Element of Vroom's Theory)
represents an individual's belief that a particular degree of effort will be followed by a particular level of performance
Idealized Influence
the focus is to instill pride, respect, and trust within your employees, managers do this by sacrificing for the good of the group, being a role model, and displaying high ethical standards
Value Attainment
the idea that satisfaction results from the perception that a job allows for fulfillment of an individual's important values
Inspirational Motivation
transformational leader behavior, which includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm