Organization Behavior Exam 2 NEW

Teamwork processes

The interpersonal activities that promote the accomplishment of team tasks but do not involve task accomplishment itself.

Past accomplishments

The level of success or failure with similar job tasks in the past.

Storming

The second stage of team development, during which conflict occurs due to members' ongoing commitment to ideas they bring with them to the team.

Impact

The sense that a person's actions "make a difference"—that progress is being made toward fulfilling some important purpose. Phrases such as "moving forward," "being on track," and "getting there" convey a sense of impact. The polar opposite of impact is "learned helplessness"—the sense that it doesn't matter what a person does, nothing will make a difference. Here, phrases such as "stuck in a rut," "at a standstill," or "going nowhere" become more relevant

Transition Process Examples

1) 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. 2) 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 3) Goal specification: involves the development and prioritization of goals related to the team's mission and strategy

Action Processes Examples

1) Monitoring progress toward goals: Charting the team's performance relative to team goals—are typically in a good position to realize when they are "off-track" and need to make changes 2) Systems monitoring - involves keeping track of things that the team needs to accomplish its work. A team that does not engage in systems monitoring may fail because it runs out of inventory, time, or other necessary resources. 3) Helping behavior - feedback, coaching, assitance with tasks and responsibilities 4) Coordination -synchronizing team members' activities in a way that makes them mesh effectively and seamlessly. Poor coordination results in team members constantly having to wait on others for information or other resources necessary to do their part of the team's work

Interpersonal processes Examples

1) Motivating and confidence building - things team members do or say that affect the degree to which members are motivated to work hard on the team's task 2) Affect management - activities that foster a sense of emotional balance and unity 3) Conflict management - activities that the team uses to manage conflicts that arise in the course of its work (relationship conflict -disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences, task conflict - disagreements among members about the team's task)

1) Meaningfulness 2) Self-determination 3) Competence 4) Impact

4 concepts that make work tasks intrinsically motivating:

1) self-efficacy/competence 2) difficult goals 3) high levels of valence, instrumentality, and expectancy 4) perceptions of equity

4 motivational forces that affect job performance (strongest to weakest)

Pooled interdependence

A form of task independence in which group members complete their work assignments independently, and then their work is simply added together to represent the group's output.....lowest degree of required coordination

Reciprocal interdependence

A form of task interdependence in which group members interact with only a limited subset of other members to complete the team's work.

Sequential interdependence

A form of task interdependence in which group members perform different tasks in a prescribed sequence, and members depend on only the member who comes before them in the sequence...."classic assembly line"

Comprehensive interdependence

A form of task interdependence in which team members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work......requires the highest level of interaction and coordination among members

Self-determination

A sense of choice in the initiation and continuation of work tasks. Employees with high levels of this can choose what tasks to work on, how to structure those tasks, and how long to pursue those tasks. That sense of this is a strong driver of intrinsic motivation, because it allows employees to pursue activities that they themselves find meaningful and interesting

Cohesion

A team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself. Too much can lead to groupthink (Behaviors that support conformity and team harmony at the expense of other team priorities. ex: JFK Bay of Pigs, NASA launching Challenger in cold weather, Enron ignoring illegal accounting practices)

Expectancy theory

A theory that describes the cognitive process employees go through to make choices among different voluntary responses.

expectancy (E → P) instrumentality (P → O) valence (V)

According to expectancy theory, the direction of effort is dictated by three beliefs:

Psychological Empowerment

An energy rooted in the belief that tasks are contributing to some larger purpose.

Individualistic roles

Behaviors that benefit the individual at the expense of the team.

Team task roles

Behaviors that directly facilitate the accomplishment of team tasks.

Team-building roles

Behaviors that influence the quality of the team's social climate

Meaningfulness

Captures the value of a work goal or purpose, relative to a person's own ideals and passions. When a task is relevant to this type of purpose, it becomes easier to concentrate on the task and get excited about it. You might even find yourself cutting other tasks short so you can devote more time to this one or thinking about the task outside of work hours. In contrast, working on tasks that are not this brings a sense of emptiness and detachment.

Extraversion = positive affectivity, experience pleasant, engaging moods such as enthusiasm, excitement, and elation, high job satisfaction Neuroticism = negative affectivity, experience unpleasant moods such as hostility, nervousness, and annoyance, low job satisfaction

Compare and Contrast Extraversion and Neuroticism

Openness: Trait Adjectives

Curious Imaginative Creative Complex Refined Sophisticated

Conscientiousness: Trait Adjectives

Dependable Organized Reliable Ambitious Hardworking Persevering

Forming --> Storming --> Norming --> Performing --> Adjourning

Describe how teams develop using the five-stage progression model.

Extrinsic motivation

Desire to put forth work effort due to some contingency that depends on task performance. (ex: Pay, Bonuses, Promotions)

Intrinsic motivation

Desire to put forth work effort due to the sense that task performance serves as its own reward. (ex: Enjoyment, Interestingness, Accomplishment)

Deep-level diversity

Diversity of attributes that are inferred through observation or experience, such as one's values or personality.

Surface-level diversity

Diversity of observable attributes such as race, gender, ethnicity, and age.

1) Transportable Teamwork Competencies 2) Cross-training 3) Team Process Training 4) Team Building

Explain the steps organizations can take to improve team processes

Member Ability

For example, for teams involved in physical work, relevant physical abilities will be important to take into account. Consider the types of abilities that are required of pit crew members in stock car racing, where margins of victory can be one-tenth of a second. When a car pulls into pit row, crew members need to leap over the pit wall and lift heavy tires, jacks, and other equipment to get the race car back on the track—ideally in about 14 seconds. In this setting, flexibility, cardiovascular endurance, and explosive strength are required, and in fact, racing teams have hired professional trainers and even built gyms to improve these abilities of their pit crew members

Pooled Interdependence Sequential Interdependence Reciprocal Interdependence Comprehensive Interdependence

Four types of Task Interdependence

Team building

Fun activities that facilitate team problem solving, trust, relationship building, and the clarification of role responsibilities. FOR EXAMPLE: Rope course, WhirlyBall, laser tag, paintball

Differentiate between goal interdependence and outcome interdependence.

Goal Interdependence is when all members share the same work to get to the same goal. Outcome Interdependence is when members share the same desired outcome but can have different work to get there.

Ways to Restore Balance: Underrward Inequity

Grow your outcomes by talking to your boss or by stealing from the company OR Shrink your inputs by lowering the intensity or persistence of effort

Feedback Task Complexity Goal Commitment

Identify and explain some factors that alter the effects of goal setting on task performance

Agreeableness: Trait Adjectives

Kind Cooperative Sympathetic Helpful Courteous Warm

Equity

Motivational force that affects Organizational Commitment

Neuroticism: : Trait Adjectives

Nervous Moody Emotional Insecure Jealous Unstable

Ways to Restore Balance: Equity

No Actions Needed

Vicarious experiences

Observations of and discussions with others who have performed some work task.

Neurotic people (Neuroticism)

Occasionally you may see this Big Five dimension called by its flip side "Emotional Stability" or "Emotional Adjustment."...from the perspective of job performance, this is the second most important....synonymous with negative affectivity—a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance....often experience lower levels of job satisfaction...strongly related to locus of control, which reflects whether people attribute the causes of events to themselves or to the external environment

Verbal persuasion

Pep talks that lead employees to believe that they can "get the job done."

Emotional cues

Positive or negative feelings that can help or hinder task accomplishment.

Conscientious employees

Prioritize accomplishment striving, which reflects a strong desire to accomplish task-related goals as a means of expressing personality

Agreeable people

Prioritize communion striving, which reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality....focus on "getting along," not necessarily "getting ahead." Not related to performance across all jobs or occupations

Differentiate between process gain and process loss.

Process gain is when the outcome or product is greater when members work as a team instead of individually. FOR EXAMPLE: Employees A, B, C. On their own can make 50 widgets each for a total of 150. Together as a team they make 300 widgets. Process less is the opposite. Outcome/product is greater when the members work individually. FOR EXAMPLE: Employees D, E, F. Individually they make 25 baseballs each for a total of 75. Together as a team they only make 50.

Feedback

Progress updates on work goals.

Transportable Teamwork Competencies

Team training that involves helping people develop general teamwork competencies that they can transport from one team context to another. EXAMPLE: one group of pilots went through two days of training. Crews that were composed of pilots who went through the training were significantly more effective than crews composed of pilots who did not go through the training.

Cultural values

Shared beliefs about desirable end states or modes of conduct in a given culture that influence the expression of traits...can influence the development of people's personality traits, as well as how those traits are expressed in daily life

Ways to Restore Balance: Overrward Inequity

Shrink your outcomes OR Grow your inputs through more high quality work or through some "cognitive distortion"

Open people (Openness to experience)

Sometimes it's called "Inquisitiveness" or "Intellectualness" or even "Culture" (not in the national culture sense—rather, in the "high culture" sense of knowing fine wine, art, and classical music). Employees excel in learning and training environments, because their curiosity gives them a built-in desire to learn new things. more likely to be valuable in jobs that require high levels of creative performance, where job holders need to be able to generate novel and useful ideas and solutions.

Equity Theory

Suggests that employees create a mental ledger of the outcomes they receive for their job inputs, relative to some comparison other.

Differentiate between surface-level diversity and deep-level diversity.

Surface-level diversity is visible such as race, gender, age. Deep-level diversity is NOT visible such as personality, religious beliefs, principles.

Extraversion: Trait Adjectives

Talkative Sociable Passionate Assertive Bold Dominant

Action Processes

Teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place.

Interpersonal processes

Teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members.

Valence

The anticipated value of the outcomes associated with successful performance.

Role (Member Roles)

The behavior a person is generally expected to display in a given context....For example, a soccer team consists of members who play positions, such as forward, midfielder, defender, and goal keeper, that have unique responsibilities on the field. As another example, top management teams often include a chief financial officer, a chief operations officer, and a chief marketing officer.

Self-efficacy

The belief that a person has the capabilities needed to perform the behaviors required on some task.

Expectancy

The belief that exerting a high level of effort will result in successful performance on some task...a subjective probability, ranging from 0 (no chance!) to 1 (a mortal lock!) that a specific amount of effort will result in a specific level of performance (abbreviated E → P)

Instrumentality

The belief that successful performance will result in the attainment of some outcomes...subjective probabilities, each ranging from 0 (no chance!) to 1 (a mortal lock!) that successful performance will bring a set of outcomes (abbreviated P O)

Competence

The capability to perform work tasks successfully. Employees with a strong sense of this (or self-efficacy) believe they can execute the particular behaviors needed to achieve success at work. This brings with it a sense of pride and mastery that is itself intrinsically motivating.

Goal Commitment

The degree to which a person accepts a goal and is determined to reach it. When this is high, assigning specific and difficult goals will have significant benefits for task performance. However, when this is low, those effects become much weaker

Team diversity

The degree to which team members are different from one another....For example, you might imagine how the dynamics in a team consisting of both men and women could vary depending on whether the team is in an organization dominated by men (or women) or whether it's balanced in terms of the employees' sex.

Goal interdependence

The degree to which team members have a shared goal and align their individual goals with that vision....exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result. EXAMPLE: visualize a small boat with several people on board, each with a paddle. If each person on the boat wants to go to the exact same place on the other side of a lake, they will all row in the same direction, and the boat will arrive at the desired location. If, however, each person believes the boat should go someplace different, each person will row in a different direction, and the boat will have major problems getting anywhere.

Task interdependence

The degree to which team members interact with and rely on other team members for information, materials, and resources needed to accomplish work for the team.

Outcome interdependence

The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals....exists when team members share in the rewards that the team earns, with reward examples including pay, bonuses, formal feedback and recognition, pats on the back, extra time off, and continued team survival.

Task Complexity

The degree to which the information and actions needed to complete a task are complicated. In general, the effects of specific and difficult goals are almost twice as strong on simple tasks as on complex tasks, though the effects of goals remain beneficial even in complex cases.

Team processes

The different types of activities and interactions that occur within a team as the team works toward its goals.

Extraverted people (Extraversion)

The easiest to judge in zero acquaintance situations—situations in which two people have only just met. Prioritize status striving, which reflects a strong desire to obtain power and influence within a social structure as a means of expressing personality. Care a lot about being successful and influential and direct their work efforts toward "moving up" and developing a strong reputation. More likely to emerge as leaders in social and task-related groups. They also tend to be rated as more effective in a leadership role by the people who are following them.

Adjourning

The final stage of team development, during which members experience anxiety and other emotions as they disengage and ultimately separate from the team.

Forming

The first stage of team development, during which members try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who's in charge.

Performing

The fourth stage of team development, during which members are comfortable working within their roles, and the team makes progress toward goals.

Personality

The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior. This reflects what people are like and creates their social reputation.

Norming

The third stage of team development, during which members realize that they need to work together to accomplish team goals and consequently begin to cooperate.

Team process training

The use of team experiences that facilitates the team's ability to function and perform more effectively as an intact unit. 1) Action learning - a team is given a real problem that's relevant to the organization and then held accountable for analyzing the problem, developing an action plan, and finally carrying out the action plan 2) experience in a team context - example, United Airlines uses NASCAR pit crew training for its ramp crews

Member Personality

These personality traits affect the roles that team members take on, the norms that develop on the team, and ultimately, how teams function and perform as units. For example, the agreeableness of team members has an important influence on team effectiveness. Why? Because agreeable people tend to be more cooperative and trusting, and these tendencies promote positive attitudes about the team and smooth interpersonal interactions. Moreover, because agreeable people may be more concerned about their team's interests than their own, they should work hard on behalf of the team.

Motivational Force = [E-->P] x [(Summation of [P-->O] x V]

Total "motivational force"

Cross-training

Training team members in the duties and responsibilities of their teammates. 1) Personal Clarification - knowing the roles of other team members 2) Positional Modeling - observing other members perform their roles 3) Positional Rotation - experience carrying out the responsibilities of their teammates

Conscientiousness Agreeableness Neuroticism Openness Extraversion

What are the big five personality traits?

Expectancy Instrumentality Valence

What three beliefs help determine work effort, according to expectancy theory?

Process gain (synergy)

When team outcomes are greater than expected based on the capabilities of the individual members.

Process loss

When team outcomes are less than expected based on the capabilities of the individual members.

Locus of control

Whether one believes the events that occur around him or her are self-driven or driven by the external environment.

Conscientiousness, conscientious employees have higher levels of motivation than other employees

Which dimension has the biggest influence on job performance? Explain:

internal locus of control

meaning that they believe that their own behavior dictates events.

Team Size

having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks. Management and project teams engage in work that's complex and knowledge intensive, and these teams therefore benefit from the additional resources and expertise contributed by additional members. In contrast, production teams tend to engage in routine tasks that are less complex. Having additional members beyond what's necessary to accomplish the work tends to result in unnecessary coordination and communication problems. Additional members therefore may be less productive because there's more socializing, and they feel less accountable for team outcomes.

external locus of control

meaning that they often believe that the events that occur around them are driven by luck, chance, or fate.

Transition Process

teamwork activities that focus on preparation for future work. For example, think about the halftime adjustments made by a basketball team that's losing a game badly. The team could consider the strengths of its opponent and develop a new strategy intended to neutralize them.