Organizational Behavior Final

Kotter's 8 steps

1. Create urgency 2. Form a Guiding Coalition 3. Create a Vision for the Change 4. Communicate the Vision 5. Remove obstacles 6. Create short-term wins 7. Build on the change 8. Anchoring the change

Kurt Lewin's Change Model

1. Unfreezing 2. Changing 3. Refreezing

Coalition factors (HT)

2 against 1, 2nd

McClelland's Theory

3 main needs, with one that is dominant in every person. 1. Need for achievement (desire to accomplish something difficult) 2. Need for affiliation (desire to spend time in social relationships) 3. Need for power (desire to influence others to achieve

Leader-Member relations, task structure, position power

3 variables of Contingency Approach

1. Recognition-- is it really a dilemma? 2. Battle-- which core values are in conflict? 3. Choice-- which value am I willing to sacrifice? 4. Action-- courage is needed; there is always a price

4 steps of ethical decision making

Attainable

A

team

A ________ is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

collaboration

A common sign of resistance is a lack of

outcomes are win-lose or compromise.

A key characteristic of position-based negotiation (bargaining) is

change agent

A(n) ________ is someone who is a catalyst in helping organizations to deal with old problems in new ways.

achievement, affiliation, power

According to McClelland the three main needs are

Stereotypes

Assign specific attributes to an individual based on a diversity grouping

Alderfer's ERG Theory

Based on Maslow, but instead of 5 steps 3, can work on more than one at a time at any time (Frustration-regression): -Existence needs -Relatedness needs -Growth needs

Situational Leadership (Contingency Approach)

Best leadership style depends on situation, which depends on three variables

Equal Employment Opportunity

Discourages Discrimination the condition in which all individuals have an equal chance for employment, regardless of their race, color, religion, sex, age, disability, or national origin; not political

information

Effective feedback is

Content Theory

Employees are motivated by fulfillment of needs (Maslow, Alderfer, McClelland, Herzberg)

Affirmative Action

Encourages Inclusion A policy designed to redress past discrimination against women and minority groups through measures to improve their economic and educational opportunities

Legitimating Tactics (HT)

Exert own authority, call upon authority of superiors, use organizational policies and rules, 4th

Vroom's Expectancy Theory

Expectancy x Instrumentality x Valence Expectancy: Effort leads to performance Instrumentality: Performance leads to reward Valence: Reward is valued If any of these are not existent, the whole equation = 0

Noise

External, Internal, Language barrier, vocabulary usage, illegible handwriting, physical distance between sender and receiver

Myers-Briggs

Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling, Judging/Perceiving; personality test taken in class

Adjourning

Final stage of team development, all good things need to come to an end in a good way

Ingratiation (ST)

Friendly, helpful, good mood, 4th

Process Theory

Identifies a process of influence through specific steps (Adam's Equity, Vroom's Expectancy)

knowledge, power

In Kotter's step of creating the guiding coalition, managers create a team with appropriate ________ and enough _________ to lead change.

Pressure (HT)

Intimidation, threats, 3rd

Path-Goal Theory

Leader behavior is motivational to the extent that it: 1. Reduces roadblocks that interfere with goal accomplishment 2. Provides the guidance and support needed by employees 3. ties meaningful rewards to goal accomplishment

Measurable

M

Adam's Equity Theory

Making sure equity is in the company. Equity: Inputs (what employee brings) = Outputs (what employee gets out of job Negative inequity: Inputs > Outputs Positive inequity: Inputs < Outputs

Control, escape, or symptom management

Managing stress in a professional manner can involve

Soft Tactics

More influential, produce true commitment

Consensus

Most people want that decision, and the rest of the team can be convinced to go along with it

rational persuasion

Of the following, the most frequently used influence tactic is

differing interpretations of the mission

One of the causes of ethical dilemmas at work could be

The frustration-regression component

One way that Alderfer's ERG theory differs from Maslow's theory is

Result-Oriented, Relevant

R

Stress

Response to actions or situations that put special demand on a person

Smart

S

appeals to emotions and values

Soft tactics of influence

Maslow's Hierarchy of Needs

Starts from the bottom of a pyramid. Bottom: physiological, safety, love, esteem, self-actualization. Once the first need is fulfilled, than a human can move on to the next need

Time-bound

T

False

TF. Adams' Equity theory says if I have more experience and a higher skill level than my coworker, but we are paid the same, then I would experience positive inequity.

True

TF. Alderfer's theory says that employers may have to address several needs simultaneously to motivate an employee.

False

TF. All stress is associated with negative emotions or outcomes.

False

TF. Diversity refers to age, gender, and religion, but does not include personality.

False

TF. Equal Employment Opportunity and Affirmative Action attempt to have equal numbers of minorities and non-minorities in various positions throughout the company.

False, unfreezing

TF. In Lewin's model, refreezing creates the motivation to change.

True

TF. In the self-serving bias, employees attribute their success to controllable internal factors and their failures to uncontrollable external factors.

True

TF. Most people have the technical skills to succeed at higher-level jobs. However, as you rise through the hierarchy, your job generally will require a more developed set of soft skills, such as communication, emotional intelligence, ethics, and stress management.

Control Strategy

Take charge, do something to change the situation

Proxemics

The amount of space needed between two people in a given culture is called

education

The first method to get a resister to change should be

recipient characteristics, change agent characteristics, and the relationship between the change agent and the recipient.

The recommended way to look at resistance to change is to view it as caused by

Gardner's research on multiple intelligences says that

There are many ways to measure intelligence other than verbal and mathematical

Generalizations

Use categories to help understand a group of people

Unanimity

When every single person agrees, some teams require it for decisions

Competing

Which conflict management style would you use in an emergency situation if you were the expert on the scene?

Transformational Leadership

Which theory of leadership appeals to a follower's values, beliefs, and self-concept?

Efficient, effective

________ is always ____________

Maslow

________ states that motivation is a function of five basic needs that are met sequentially.

Social power

ability to get things done using human and material resources

Emotional Quotient (EQ)

ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thinking and actions. -self awareness -self management -social awareness -relationship management

proactive personality

action-oriented person who shows initiative and perseveres to change things; has internal locus of control: outcomes are result of one's own actions

Escape strategy

avoiding the stressor

5 conflict management styles

avoiding, accommodating, competing, compromising, collaborating

Self efficacy

belief in one's ability to do something

Referent power

charisma, personality

3 possible outcomes of influence

commitment, compliance, resistance

performance management

continuous cycle of improving job performance

Theory X

dislike work, need close supervision, can be motivated only with rewards and punishment, avoid responsibility

Competing used

emergency situations, values at stake, corporate culture, unpopular but necessary

Inspirational appeals (ST)

emotions, values, 2nd

refreeze

establish stability with new norms, don't refreeze so hard you can't unfreeze in next change

collaboration used

finding a 3rd way, both parties win, time is available to find best solution, need buy-in

Transactional Leadership

focuses on clarifying employees' roles and task requirements and providing rewards contingent on performance ($)

servant leadership

focuses on increased service to others rather than to oneself

Legitimate power

formal position of authority

5 Stages of Team Development

forming, storming, norming, performing, adjourning

Personal Appeals (ST)

friendship and loyalty, 5th

Expert power

has needed knowledge of skill

Line of Sight

knowledge of the organization's strategic goals and how an employee can contribute

Great Man Theory of Leadership

leaders are born, not made

Kolb's Model

learning styles; accommodator, diverged, converter, assimilator

Rational persuasion (soft tactic)

logic, reason, facts, 1st thing we want to do is educate people

collaboration

longer, timely process where everyone gets what they want; win-win

majority

more than half

Gardner's Multiple Intelligence

our abilities are best classified into eight independent intelligences, which include a broad range of skills beyond traditional school smarts: linguistic, logical-mathematical, musical, bodily-kinesthetic, spatial, interpersonal, intrapersonal, naturalist

Consultation (ST)

participation in planning, deciding, implementing, 3rd

change

process, not an event; create structures, supportive, good communication

Qualities of a good follower

productive, reliable, honest, cooperative, proactive, and flexible

Exchange (HT)

promises, trading favors, 1st

Reward power

promising or granting rewards

Herzberg's Two-Factor Theory

proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors. Can't achieve job satisfaction until all the hygiene is taken care of

Accommodating used

relationship more important than issue, give and take suits your purposes

Symptom management strategy

relaxation, meditation, vacation, exercise, medication, counseling

5 bases of power

reward, coercive, legitimate, expert, referent

Ethical dilemma

right vs right

Moral Temptation

right vs wrong

Theory Y

see work as natural activity, are self-controlled and self-directed, accept and seek responsibility

Efficient communication

sending an effective message to a targeted audience using the fewest possible resources

Empowerment

sharing varying degrees of power with lower-level employees to tap their full potential

Compromising

solved quickly, everyone gives up something and keeps something

Compromising used

some aspects of conflict more important than others, temporary solution, no other possibility of settlement

Unfreeze

start deconstructing why things done in the past won't work in the future

Hard tactics

tactics that give and taken something

Non-response

team had the chance to speak up, but no one responded, so that means the decision was made based off the silence

Hard skills

technical expertise and knowledge required to do a particular task or job function, such as financial analysis, accounting, or operations.

Imposter Syndrome

the feeling of people from the lower classes who succeed in life that they have fooled others into thinking that they are deserving of recognition, respect, and acceptance

Forming

the first stage of team development, in which team members meet each other, form initial impressions, make connections

Performing

the fourth stage of team development, in which performance improves because the team has matured into an effective, fully functioning team, solving task problems, all preparation leads to this stage

Storming

the second stage of development, characterized by conflict and disagreement, in which team members work to figure out roles on the team

Norming

the third stage of team development, in which team members begin to settle into their roles, team functioning becomes more stable, created through repetition

Coercive power

threats of punishment

Transformational Leadership

transforms employees to pursue organizational goals over self-interests, better than other

Avoiding used

trivial situations, dangerous situations, not my problem, bad timing

Organizational Behavior

understanding human behavior in order to manage people

minority

when it impacts the minority more than it would the majority

effective communication

when the receiver of the message understands the same message that the sender sent

Bargaining

win-lose, you want the other person to lose, because if they win they get more of your money, competitive, position-based

Negotiation

win-win situation, both sides are happy, interest-based