OB Final

Team diversity

A- attraction S- similarity A- attribution

Distinctiveness

Does he act differently in other situations? Low internal, high external

ESS

Environment, Strategy, Structure

teams

a group of people working together for a common goal

organizational design: company strategy

an organizations objectives and goals and how it tries to capitalize and make profit

bureaucratic structure (5)

an organized form that exhibits many of the facets of the mechanistic organization

inspirational appeal

appeal to the targets values and ideals to create an emotional connection

substitutability

are they able to be replaced? can we access their skills or recourses elsewhere?

organizational design: company size

as companies get bigger they have to become more mechanistic

bureaucratic structure: geographic structures

based around locations where the company does business

intergroup

between the groups

Human Zoo Video

cohesion- at first everyone was getting along but once they ere labeled into different teams it became a compeition

organizational climate

daily basis of how it feels to work at a company

centralization

decisions made at headquarters

consensus

did others act the same way in that situation? low internal, high external

Mechanistic organization

efficient, rigid predictable and standardized organizations that thrive in stable environments

bureaucratic structure: multi-divisional structure

employees are grouped into divisions around products, geographic regions, or clients

external attribution

environmental factors are to blame

Attribution theory

explains how individuals pinpoint the causes of their own and others behavior

contingency factors

factors that increase or decrease a leaders ability to use power to influence others

organic organizations

flexible, adaptive, organizations that thrive in dynamic environments

organizational structure

formally dictates how jobs and tasks are divided and coordinated between individuals and groups within a company (5 elements)

Before they were stars class activity

groups are beneficial in a workplace but the highest performing individual usually gets the least out of working in a team

bureaucratic structure: product structures

groups business round different products that the company produces

bureaucratic structure: functional structure

groups employees by the function or tasks that they perform

visibility

how aware others are of a leaders power and position

centrality

how important a persons job is, do others depend on this person?

span of control

how many employees each member is in control of

Self-serving bias

if we do well its because we are great and smart but if we do poorly its because of an outside factor such as a hard teacher or test

Internal attribution

individual factors such as ability, motivation, or attitudes are to blame

Consistency

is this a common re-accurance? High internal, low external

organizational design: business environment

its customers, competitors, suppliers, distributors, and other external factors

competition and cohesion

made the teams within themselves more cohesive but destroyed overall group cohesion

collaboration

makes it easier for the target to complete the task

simple structures

more common because there are more small organizations than large ones

bureaucratic structure: matrix structure

more complex- use 2 structures at the same time

Shopping cart video

nominal group techniques- take the time at the beginning to create, explain and vote on everyones ideas instead of arguing

bureaucratic structure: client structure

organize business around customers that group into different categories

groupthink

people start to conform their opinions with majority or don't voice conflicting opinions

chain of command

reporting to people at different levels of command

formalization

rules and behaviors are used to standardize behaviors and decisions

organizational culture

shared social knowledge within an organization regarding the rules, norms, and values that shape the attitude and behavior of its employees

common organizational forms (2)

simple structures vs. bureaucratic structures

heuristics

simple, efficient, rules of thumb that allow us to make decisions more easily (mental shortcuts)

basic underlying assumptions

taken for granted beliefs and philosophies that are so ingrained that employees simply act on them rather then questioning their validity (ex: founders values, underlying assumptions)

power

the ability to influence the behavior of others and resist unwanted influence in return

espoused values

the beliefs, philosophies, and norms that a company explicitly states (ex: mission statement)

discretion

the degree to which managers have the right to make decisions on their own

observable artifacts

the manifestations of an organizations culture that employees can easily see or talk about (ex: symbols, closed vs. open doors)

organizational design: technology

the method by which it transforms inputs into outputs

additive tasks

the performance is pooled together independently

Disjunctive tasks

the performance is the ability of the highest performing member

conjunctive tasks

the performance is the ability of the lowest performing member

organizational design

the process of creating, selecting, or changing the structure of an organization (4 factors)

personal appeals

the requestor asks for something based on a personal friendship

appraising

the requestor clearly explains why performing the task will benefit the target personally

Synergy

the sum of the while is greater than the sum of its parts

consultation

the target is allowed to participate in deciding how to complete the request

influence

the use of an actual behavior that causes behavioral or attitudinal change in others

pressure

the use of coercive power through threats and demands

rational persuasion

the use of logical arguments and hard facts

leadership

the use of power and influence to direct the activities of followers toward goal achievement

ingratiation

use of favors, compliments, or friendly behavior

American express video

use the horrible acts of 9/11 as a way to motivate people to move forward and strengthen the company (appeal to emotions)

Fundamental attribution bias

we tend to blame people for their actions- we think its an internal thing that causes them to do that

coalitions

when the requestor enlists others to help influence the target

exchange tactic

when the requestor offers a reward in exchange for performing the task

intragroup

within your group

work specialization

you are very good at one specific thing but can loose sight of the organization as a whole