MGT 410 exam 3
Culture Strength
high consensus- exist when employees definitively agree about the way things are supposed to happen within the organization High intensity- subsequent behaviors are consistent w those expectations
Organizational Culture
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Types of Tasks (Steiner, 1972)
-Additive task-The contributions of each member are combined into the final group product the group is more effective than an individual. -disjunction task-there is a single problem for the group solve the most competent person in the group usually finds the solution a group of people working collectively will be more likely to hit the right answer than one person working alone -conjunctive task-requires all group members to work toward the goal and productivity is limited to the lease competent member here often individual performance is better than the groups perform
Cohesion
-exist when members of teams develop strong emotional bonds to other members of their team to the team itself. Groupthink happens and highly cohesive teams zone members may try to maintain harmony by striving toward consensus on issues without ever offering seeking or seriously considering alternative viewpoints and personnel
Leader decision-making with more follower control
-facilitative style- the leader presents the problem to a group of employees and seeks consensus on a solution, making sure the his or her own opinion receives no more weight than anyone else. -delegative style- the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions
Transformational Leadership
-idealized influence -inspirational motivation -intellectual stimulation -individual consideration
Moderately Effective Influence Tactics
-ingratiation- using favors, compliments to get target act -personal appeals- asking target to act based on loyalty or personal relationship -exchange- offering reward or resource to barter with target -apprising- informing the target in detail why the action is in the best interest of the target
Characteristics of Organizational Culture
-innovation and risk taking- the degree to which employees are encouraged to be innovative and take risk - attention to detail- the degree to which employees are expected to exhibit precision analysis and attention to detail -outcome orientation-the degree to which management focuses on results or outcomes rather than on techniques and process -people orientation- the degree to which management focuses take into consideration the effect of outcomes on people within the organization
Management team
-integrate subunits across a business -Long lifespan - moderate members involvement
Action team
-perform complex tasks that vary and duration and take place in highly visible or challenging circumstances -lifespan Varies -member involvement varies -ex-surgical team musical group expedition team sports team
project team
-produce a one time output -life span varies -member involvement varies -ex-product design teams research groups planning teams in the management for 10 final project
Work team
-provide goods or service -high member involvement -long life span -there are 4 main types of work teams. Problem solving, self manages, cross functional, and virtual.
Most Effective Influence Tactics
-rational persuasion- use of logical arguments -consultation- target is allowed to participate in deciding how to carry out the goal -Inspirational appeal- appeals to followers values and ideals -collaboration- making it easy for the follower to complete the goal
Characteristics if organizational culture
-team orientation. The degree to which work activities are organized around teams rather than individual -aggressiveness. The degree to which people are aggressive and competitive rather than easy Going -stability. The degree to which organizational activities emphasize maintaining the status quo in contrast to grow
parallel teams
-type of team composed of members from various jobs provide recommendations to managers about important issues that run parallel to the organizations production product process -lifespan varies -Low member involvement -ex-advisory Council or quality circle
Taskwork Processes
1 creative behavior 2 decision making 3 boundary spanning
Response to Influence Tactics
1)Internalization- target agrees w and becomes committed to request 2)Compliance- target is willing to perform request, but does so with indifference 3) resistance- target is opposed to request and attempts to avoid doing it
Negotiation
A process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences. -Distributive bargaining: win-lose style with fixed pie, zero sum conditions. -Integrative bargaining: win-win style utilizing mutual respect and problem solving
5) Which of the following organizations exemplifies communal culture?
A) Digital FX Studios, a small start-up where the owner and three FX artists collaborate as a group on all projects and talk openly and kindly with each other
11) ________ suggest that leaders are born, not made.
A) Great person theories of leadership
6) ________ occurs when actions by individuals in an organization are directed toward the goal of furthering their own self-interests.
A) Organizational politics
9) Daniel's team is working on a project to create an effective marketing campaign for a company that specializes in food processors. Daniel gathers all the necessary information to help his team understand the product and the desires and needs of the client. He then clearly explains the responsibilities of each member of the team. He is ensuring that his team has high
A) decision informity.
Organizational Politics
Actions by individuals that are directed toward the goal of furthering their own self-interests -Political skill is the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives
Comprehensive interdependence
An even tighter network of reciprocal interdependence. •The potential for conflicts is very high due to the complexity of the interdependence. •With an increase in frequent and intense communication, and a greater duration of time spent with one another, a difference in opinions or goals is very likely. • The loss or addition of a team member can greatly affect the performance of the group.
Unfreezing
Arouse dissatisfaction w the current state, activate and strengthen top management support, use participation in decision-making, build in rewards
14) Brady looks up to his boss, Malik, who has a business degree from Yale and, like Brady, is ambitious, successful, and extroverted. In addition, Brady and Malik share a similar, warped sense of humor. Malik often tells Brady "you remind me of me ten years ago." Brady is likely to be a member of Malik's
B) ingroup.
Information Power
Based on belief of follower that leader has access to information that is not public knowledge.
Affiliation Power
Based on belief of followers that the leader has a close association with other powerful figures on whose authority they are able to act.
Expert Power
Based on follower's belief that leader has superior knowledge that is relevant to the situation and task. •Possessed by those who are perceived as knowledgeable or talented in a given area. •People are likely to follow those who are seen as having expertise (e.g. physician, coach). •Does not necessarily correspond with legitimate power based upon organizational hierarchy.
Reward Power
Based on the belief of followers that the leader has access to valued rewards and that those rewards will be dispensed in return for compliance. Most effective when managers/supervisors have ability to administer both intrinsic and extrinsic rewards.
Legitimate Power
Based on the belief of followers that the leader has authority to issue orders which in turn, they have an obligation to accept.
Referent Power
Based on the belief of followers that the leader has desirable abilities and traits that can and should be copied. •Possessed by people with attractive personalities or other special qualities •Vigor and appearance of success important •People want to be like them •People identify with the qualities of an attractive individual
Refreezing
Build success experiences, reward desired behavior, develop structures and institutionalized the charge, make change work
12) Which of the following is the style of decision making whereby the leader plays
C) delegative
1) Which of the following roles refers to behaviors that influence the quality of the team's social climate rather than work?
C) team building roles
Changing a culture
Changes in leadership, mergers and acquisition's, major change in processes, big changes in the market, strategy change
Member Ability
Cognitive and physical abilities needed in a team depend on the nature of the team's task.
Causes of Process Loss
Coordination loss effort spent coordinating/ integrating team member roles detracts from task-related work §Production blocking - delays caused by team members not finishing their part of the task.4 Motivational loss workers don't work as hard as they would working alone. • Social loafing - relying on others on team to complete the team task
Leader decision-making with more leader control
Decision- making styles capture how a leader decides as opposed to what a leader decides. -Autocratic style- the leader makes the decision alone without asking for the options or suggestions of the employees in the work. -Consultative style- the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him- or herself.
Task interdependence
Degree degree which team members interact with and rely on other team members for one more link information materials and resources needed to accomplish work for the team
Team Diversity
Degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people. •Value in diversity problem-solving approach theory - asserts that diversity provides a larger pool of knowledge & perspectives, fosters learning. - •Similarity-attraction approach - people like and are attracted to others who are similar, rather than dissimilar, to themselves; "birds of a feather, flock together." - •Surface-level diversity - Differences that are easily noticeable and easily measured such as age, gender, ethnicity/race, culture, language, disability etc. - •Deep-level diversity - refers to less observable deeper-leveled attributes such as personality, attitudes, beliefs, and functional expertise.
Team Diversity
Degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people. -Value in diversity problem-solving approach -Similarity-attraction approach -Surface-level diversity -Deep-level diversity
member 1- member 2-member3- member 4- output Which type of interdependence is represented by this diagram?
E) sequential
15) Jimmy and Beth have both been assigned to a team to choose how to dispose of waste. Jimmy has long believed the company should create its own waste disposal department, and Beth has long believed they should hire an outside vendorto handle it. They both cut each other off in meetings, refuse to listen to each other, and have made some people on the team choose sides and feel resentment toward other members. Jimmy and Beth are on a team in the ________ stage of team development.
E) storming
moving
Establish goals, instant smaller acceptable changes that reinforce and support change, develop management structures for change, maintain open two way communication
Coercive Power
Exerting influence based on the belief of followers that the leader can administer unwelcome penalties or sanctions. •Based on the ability to produce fear in others • •Care must be exercised -Turnover -Retaliation -Lowered morale and/or productivity
Outcome Interdependence
Exist when members share in the rewards that team earns
Goal Interdependence
Exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result.
Stages of forming development
First is forming then storming the norming then performing then adjourning
Groups versus Teams
Group- usually authoritarian in nature, whereby one person is primarily in charge of assigning activates and is therefore ultimately held responsible for the results. Teams- are conducted in a more collaborative fashion, w/ authority equally dispersed among members.
team size
Having a greater number of members is beneficial for management and project teams but not for teams engage in production task. Research concluded that team members tend to be most satisfied with their teams on the number of members of between four and five.
Sequential interdependence
In a symmetrical chain of one-way interactions. The output of one unit become the input for another unit. There is an increase in communication increasing the potential for conflict. People in the early part of the chain would remain more independent but the people in the later part of the chain would be highly dependent on the first part. A major concern would be the performance variability in the first part of the chain because it has a direct effect on the productivity of the later parts. Requires adaptive planning and scheduling.
Power and Influence in Action
Leaders can use their power and influence in a number of ways, including: -Navigating the political environment in the organization -Resolving conflicts within the organization -Negotiation within and between organizations
Management by exception
Management By Exception (MBE), is a management strategy in which managers will only step in when there are significant deviations from planned operational/ financial outcomes. The leader takes corrective action to prevent and/or correct mistakes.
Transition Processes(Activities that focus on preparation for future work)
Mission analysis- involves an analysis of the team's task, the challenges that face the team, and the resources available for completing the team's work. • Strategy formulation refers to the development of courses of action and contingency plans, and then adapting those plans in light of changes that occur in the team's environment. • Goal specification involves the development and prioritization of goals related to the team's mission and strategy.
Stages of Organizational Socialization
Organizational socialization is the process by which newcomers are transformed from outsiders to participating, effective members of the organization. 1. Anticipatory Socialization All of the learning about the organization that occurs before a newcomer's first day on the job. •Realism is the degree to which the new person holds accurate expectations about the job and the organization. •Congruence refers both to the extent to which a newcomer's abilities match the demands of the job, and the extent to which the newcomer's values match the values of the organization. 2. Encounter Newcomer learns the organizational tasks associated with the job, clarifies roles, and establishes relationships at work. Expectations formed in the anticipatory socialization stage may clash with the realities of the job during this stage. 3. Change and Acquisition Newcomers begin to master the demands of the job. The time span of the last stage varies greatly but is complete when the newcomer and others consider the newcomer an organizational insider.
Least Effective Influence Tactics
Pressure - Using threats and coercive power Coalitions - Enlisting the help of others to help influence the target.
Mental Models
Refer to the level of common understanding among team members with regard to important aspects of the team and its task.
Transactive Memory (Daniel Wegner, 1985)
Refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team. These memory systems are often more complex and potentially more effective than those of any of the individuals that comprise them. Needs to involve every team member.
Potency
Refers to the degree to which members believe that the team can be effective across a variety of situations and tasks.
Team Processes
Reflects the different types of activities and interactions that occur within teams and contribute to their ultimate end goals.
Maintaining A Culture Attraction-Selection-Attrition (ASA) (Schneider)
Socialization -Anticipatory stage -Encounter stage -Understanding and adaptation
Basic Underlying Assumptions
Taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation.
first one
Team Characteristics and Processes
Group Power
The ability of a leader to exert influence based on the belief of followers that the leader has collective support from a team or group.
Power
The ability to influence the behavior of others and resist unwanted influence in return. Max Weber (1947), "Power is the probability that one actor within a social relationship will be in a position to carry out his/her own will despite resistance."
Espoused Values
The beliefs, philosophies, and norms that a company explicitly states.
The great man (person) theory
The great man theory of leadership became popular during the 19th-century. The mythology behind some of the world's most famous leaders such as: Abraham Lincoln, Harriet Tubman, Julius Caesar, Ruth Bader Ginsburg, Mahatma Gandhi helped contribute to the notion that great leaders are born and not made.
observable artifacts
The manifestations of an organization's culture that employees can easily see or talk about: -Symbols -Physical structures -Language -Stories -Rituals Ceremonies
Socialization as Cultural Communication
The socialization process centers on the transmission of the organization's core values to newcomers. Newcomers are exposed to these values through: •interaction with and observation of role models •training •through the rewarding and punishing of specific behaviors. Successful socialization of newcomers typically results in good performance, high job satisfaction, and the intention to stay with the organization.
Influence
The use of an actual behavior that causes behavioral or attitudinal changes in others -Most frequently occurs downward (managers influencing employees) but can also be lateral (peers influencing peers) or upward (employees influencing managers)
Leadership and POWER
The use of power and influence to direct the activities of followers toward goal achievement
Day-to-Day Behaviors
There are two broad dimensions that encompass day-to-day leadership behaviors: Initiating Structure •Defining and structuring the roles of employees for goal attainment • Consideration •Creating job relationships characterized by mutual trust, respect, and consideration of employees' feelings
Transformational versus Transactional Leadership
Transformational leadership involves a pattern of behaviors that inspires followers to: commit to a shared vision that provides meaning to their work and sets the leader up as a role model who helps followers reach their potential. -It is most often contrasted with Transactional leadership, which is built around exchanges of rewards and punishments, or "laissez-faire" leadership, which is the absence of action.
team states
cohesion, potency, mental models, transactive memory
Leadership: Styles and Behaviors
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Member Personality (Big 5)-
openness- conscientiousness, - extraversion, - agreeableness, and- neuroticism Three traits are especially critical in teams: -Agreeable people tend to be more cooperative and trusting, tendencies that promote positive attitudes about the team and smooth interpersonal interactions. - -Conscientious people tend to be dependable and work hard to achieve goals. - -Extraverted people tend to perform more effectively in interpersonal contexts and are more positive and optimistic in general.
2) International Printers, a computer hardware firm, is looking for an employee to serve as field director at the company's Paris office. Reggie wants the position and has approached Meredith, who is in charge of interviewing for the position, to convince her that he is right for the position. In this situation, Meredith has ________ power.
reward
10) Legitimate, reward, and coercive power are derived primarily from a person's position within the organization.
true
13) Leadership is the use of power and influence to direct the activities of followers toward goal attainment.
true
4) Collaboration is seen as a win-win form of conflict resolution.
true
7) Cora frequently challenges the teams' assumptions and status quo. Cora exhibits the devil's advocate role.
true
8) Noise increases the effort that communicators need to exert to make the communication process work.
true
General culture types
•A communal culture can give its members a sense of belonging and is also task-driven. Leaders of this culture are usually very inspirational and charismatic. The negative side is that they often have too much influence and members are rarely vocal. • •In a networked culture members are willing to help each other and share information. The negative side is that they are so close and kind to each other that they are reluctant to criticize the poor performance. • •A mercenary culture focuses on strict goals. The goals should be met and the job done quickly. Everyone focuses on goals and objectivity. The negative side is that those with poor performance may be treated inhumanely. • •In a fragmented culture the sense of belonging to and identification with the organization is usually very weak. The individualists constitute the organizations, and their commitment is given first to individual members and task work. The negative side is that there is a lack of cooperation.
Boundary Spanning
•Ambassador activities refer to communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team tasks. • •Task coordinator activities involve communications that are intended to coordinate task-related issues with people or groups in other functional areas • •Scout activities refer to things team members do to obtain information about technology, competitors, or the broader marketplace
Communication
•Communicator issues (competence, emotional intelligence) •Noise - interference with the message being transmitted Information richness - amount and depth of information transmitted. (face to face has the most richness due to body language cues and feedback)
Decision Making
•Decision informity reflects whether members possess adequate information about their own task responsibilities. • •Staff validity refers to the degree to which members make good recommendations to the leader. • •Hierarchical sensitivity reflects the degree to which the leader effectively weighs the recommendations of the members.
Reciprocal interdependence
•Has a high potential for conflict because it requires a fair amount of communication dependency due to the flow of the output and input of activities operating both ways between units. • •This network of two-way relationships requires member dependency to create a successful outcome. • •The direct interaction between co-workers can cause a tight interconnection resulting in a high level of productivity or a high level of conflict. • •Requires thorough and constant information sharing.
Informal vs. Formal Power
•Informal Power bases (expert & referent) -reside in characteristics of the individual -important for satisfaction & performance - - •Formal Power bases (legitimate, reward, coercive) -based upon position in social organization -have strong impact on immediate behavior
Leader-Member Exchange Theory
•Leader-Member exchange theory focuses on the relationship between managers and workers and how they should interact with each other. This relationship can either contribute or disrupt the members of the team in their workplace. •One group, (the in-group), is favored by the leader and receives considerably more attention from the leader and has more access to the organizational resources. •Other subordinates fall into the out-group. These individuals are disfavored by the leader and receive fewer valued resources from their leaders.
Pooled Interdependence
•Lowest form of interdependence resulting in the least amount of conflict. •Members do not directly depend or interact with one another; however they do draw resources from a shared source. •Every separate member contributes to an overall goal, the outputs of each member are then pooled at an organizational level. •Although the success and failure of each member does not directly affect one another, it does affect the overall success of the team therefore indirectly affecting one another. Pooled interdependence requires standardization in rules and operating procedures
Interpersonal Processes
•Motivating and confidence building refers to things team members do or say that affect the degree to which members are motivated to work hard on the task. •Conflict management involves activities that the team uses to manage conflicts that arise in the course of its work. • -Relationship conflict - personal disagreements based on personality and values. - -Task conflict - disagreements relating to task. Can be proactive if: 1) members feel free to express views with out fear of reprisals and 2) group uses effective conflict management processes.
Process Gain and Process Loss
•Process gain is getting more from the team than you would expect according to the capabilities of its individual members •Process loss is getting less from the team than you would expect based on the capabilities of its individual members
Conflict Resolution
•There are five different styles a leader can use when handling conflict, each of which is appropriate in different circumstances •The five styles can be viewed as combinations of two separate factors: -How assertive leaders want to be in pursuing their own goals -How cooperative they are with regard to the concerns of others
Kelman's Theory of Influence
•Three reasons why people give in when others attempt to influence them: •Compliance: behavior results in rewards or avoidance of punishment •Identification: the desire to maintain a personally satisfying relationship •Internalization: the belief that the behavior is consistent with one's own values
Why teams don't work
•Too much harmony •Too much discord •An emphasis on individualism •A feeling of powerlessness •Ineffective senior management •Too many meetings! •Seeing teams as a solution for all problems