OrgB 300 Final exam terms
Situational strength
"strong situations" have clear behavioral expectations, incentives, or instructions that make differences between individuals less important, whereas "weak situations" lack those cues.
Positive affectivity
a dispositional tendency to experience pleasant, engaging moods such as excitement and elation.
Reasoning
a diverse set of abilities associated with sensing and solving problems using insight, rules, and logic. The first reasoning ability, problem sensitivity, is the ability to sense that there's a problem right now or likely to be one in the near future. The second type of reasoning ability is called deductive reasoning. This ability, which refers to the use of general rules to solve problems, is important in any job in which people are pre- sented with a set of facts that need to be applied to make effective decisions. Finally, originality refers to the ability to develop clever and novel ways to solve problems.
Perceptual
being able to perceive, understand, and recall patterns of information. More specifically, speed and flexibility of closure refers to being able to pick out a pattern of information quickly in the presence of distracting information, even without all the information present. Related to this ability is perceptual speed, which refers to being able to examine and compare numbers, letters, and objects quickly.
Spatial
capabilities associated with visual and mental representation and manipulation of objects in space. The first is called spatial orientation, which refers to a good understanding of where one is relative to other things in the environment. The second spatial ability is called visualization, which is the ability to imagine how separate things will look if they were put together in a particular way.
Cognitive ability
capabilities related to learning and problem solving.
Process loss
getting less from the team than you would expect based on the capabilities of its individual members.
OCEAN / CANOE
openness, conscientiousness, extraversion, agreeableness, neuroticism
- which influence tactics are more effective, use multiple ones together
rational persuasion, consultation, inspirational appeals, collaboration
Sequential interdependence
requires different tasks to be done in a prescribed order, members interact to carry out their work, the interaction only occurs between members who perform tasks that are next to each other in the sequence.
Reciprocal interdependence
requires members to be specialized to perform specific tasks. However, instead of a strict sequence of activities, members interact with a subset of other members to complete the team's work.
Comprehensive interdependence
requires the highest level of interaction and coordination among members. Each member has 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.
Pooled interdependence
requires the lowest degree of required coordination, members complete their work assignments independently, and then this work is simply "piled up" to represent the group's output.
- Production blocking
-Production blocking occurs when members have towait on one another before they can do their part of the team task.
•Personal Power
-Expert power is derived from a person's expertise, skill, or knowledge on which others depend. -Referent power exists when others have a desire to identify and be associated with a person.
Getting ahead and getting along
-Extraverted people focus on "getting ahead". -Agreeable people focus on "getting along".
Team size
-Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks. -Research concluded that team members tend to be most satisfied with their team when the number of members is between 4 and 5.
•Organizational Power (Position Power)
-Legitimate power is derived from a position of authority inside the organization and is sometimes referred to as "formal authority." -Reward power exists when someone has control over the resources or rewards another person wants. Coercivepowerexists when a person hascontrol over punishmentsin an organization
Creativity (creative performance)
-Openness to experience is also 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.
Four indicators of EI
-Self-awareness is the appraisal and expression of emotions in oneself. -Other awareness is the appraisal and recognition of emotion in others. -Emotion regulation refers to being able to recover quickly from emotional experiences. -Use of emotions (situational judgment) reflects the degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do.
- Social loafing
-Social loafing (e.g., free riding) happens when members exert less effort when working on team tasks than they would if they worked alone on those same tasks.
- Brainstorming
-When teams engage in creative behavior, their activities are focused on generating novel and useful ideas and solutions.
Negative affectivity
-nervousness, and annoyance. a dispositional tendency to experience unpleasant moods such as hostility
Differential exposure
-neurotic people are more likely to appraise day-to-day situations as stressful.
Team Interdependence - task, goal, and outcome
1. Task - what they do 2. Goal - what they want to achieve through the task 3. Outcome/compensation - what they want to share after the achievement of the common goals
Differences between OSU and Michigan studies on leadership behavior
Framed their task-oriented and relations-oriented concepts as two ends of one continuum, implying that leaders couldn't be high on both dimensions. (Differ from the OSU study)
Locus of control
Neuroticism is also related to external (vs. internal) locus of control.
Accomplishment striving
Prioritizing accomplishment striving, which reflects a strong desire to accomplish task-related goals. -Conscientiousness has the biggest influence on job performance.
Communion striving
Reflects a strong desire to obtain acceptance in personal relationships. •Beneficial in some positions (e.g., customer service) but detrimental in others (e.g., bill collector). Agreeable people focus on"getting along".
Status striving
Reflects a strong desire to obtain power and influence within a social structure. -Extraverted people focus on "getting ahead".
Task interdependence - pooled, sequential, reciprocal, comprehensive
Task interdependence refers the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team. •Pooled interdependence •Sequential interdependence •Reciprocal interdependence •Comprehensive interdependence
Ability, benevolence, and integrity
Three dimensions of trustworthiness
Affect-based trust
means that it depends on feelings toward the authority that go beyond any rational assessment.
Cognition-based trust
means that trust is rooted in a rational assessment of the authority's trustworthiness.
Trustworthiness
the characteristics or attributes of a trustee that inspire trust.
Quantitative
two types of mathematical capabili- ties. The first is number facility, which is the capability to do simple math operations (adding, subtracting, multiplying, and dividing). The second is mathematical reasoning, which refers to the ability to choose and apply formulas to solve problems that involve numbers.
Verbal
various capabilities associated with understanding and expressing oral and written communication. Oral comprehension is the ability to under- stand spoken words and sentences, and written comprehension is the ability to understand written words and sentences. Oral expression, which refers to the ability to communicate ideas by speaking, and written expression, which refers to the ability to communicate ideas in writing.
Disposition-based trust
your personality traits include a general propensity to trust others
Team Characteristics
•A purpose and mission - The mission statement → a specific agenda, clear goals, and a set of critical success factors •Behavioral norms - The standards that a work group uses to evaluate of its members •Group cohesion - The interpersonal glue that makes the members of group stick together
Leader decision making styles - delegative, facilitative, consultative, and autocratic style
•Autocratic style - the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit. •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. •Facilitative style - the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's. •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.
Relationships of cognitive ability to performance and commitment
•Cognitive ability is the strongest predictor of job performance — in particular, the task performance aspect. •People who have higher cognitive ability tend to be better at learning and problem solving •Research has not supported a significant linkage between cognitive ability and organizational commitment.
personality and job performance
•Conscientiousness and Emotional Stability predict almost job performance criteria (task, OCB, CWB) in almost all occupations. •Agreeableness predicts service and team performance •Extraversion predicts sales and managerial performance •Openness to Experience predicts artistic work performance But, personality is less predictive than cognitive ability in predicting performance.
- Coordination loss
•Coordination loss consumes time and energy that could otherwise be devoted to task activity.
- Groupthink
•Groupthink happens in highly cohesive teams when members may try to maintain harmony by striving toward consensus on issues without ever offering, seeking, or seriously considering alternative viewpoints and perspectives.
Four dimensions of transformational leadership - idealized influence, intellectual stimulation, inspirational motivation, individualized consideration
•Idealized influence involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader. •Inspirational motivation involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future. •Intellectual stimulation involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways. •Individualized consideration involves behaving in ways that help followers achieve their potential.
- Michigan: production-center behavior / people-centered behavior
•Identified concepts similar to initiating structure and consideration, calling them production-centered (or task-oriented) and employee(people)-centered (or relations-oriented) behaviors. (Similar to the OSU study) •Framed their task-oriented and relations-oriented concepts as two ends of one continuum, implying that leaders couldn't be high on both dimensions. (Differ from the OSU study)
- OSU: initiating structure / consideration
•Initiating structure reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment. -Leaders who are high on initiating structure play a more active role in directing group activities and prioritize planning, scheduling, and trying out new ideas. •Consideration reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings. -Leaders who are high on consideration create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees. •Initiating structure and consideration were independent concepts, meaning that leaders could be high on both, low on both, or high on one and low on the other.
Response to influence tactics
•Internalization occurs when the target of influence agrees with and becomes committed to the influence request (behaviors and attitudes). •Compliance occurs when targets of influence are willing to do to what the leader asks, but they do it with a degree of ambivalence (behaviors but not attitudes). •Resistance occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it.
Interpersonal justice
•Interpersonal justice reflects the perceived fairness of the treatment received by employees from authorities. -Interpersonal justice is fostered when authorities adhere to two particular rules. •Respect rule pertains to whether authorities treat employees in a dignified and sincere manner. •Propriety rule reflects whether authorities refrain from making improper or offensive remarks.
Laissez-faire leadership
•Laissez-faire leadership (i.e., hands-off) is the avoidance of leadership altogether.
Leadership and Power
•Leadership is the use of power to direct the activities of followers toward goal achievement.
Member roles - team task roles, team building roles, and individualistic roles.
•Member Role is defined as the behaviors a person is expected to display in a given context. -Team task roles refer to behaviors that directly facilitate the accomplishment of team tasks. (Task-focus) -Team building roles refer to behaviors that influence the quality of the team's social climate. (Relationship-focus) Individualistic rolesreflect behaviors that benefit the individual at the expense of the team.(Self-interest-focus
Member ability - disjunctive, conjunctive, and addictive tasks.
•Member ability - team members provide a wide array of abilities, both physical and cognitive. -Disjunctive tasks are tasks where the team's performance depends on the abilities of the "strongest link." -Conjunctive tasks are tasks where the team's performance depends on the abilities of the "weakest link." -Additive tasks are tasks for which the contributions resulting from the abilities of every member "add up" to determine team performance
Member personality - agreeableness, conscientiousness, extraversion
•Member personality - team members possess a wide variety of personality traits. -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.
- Motivational loss
•Motivational loss is the loss in team productivity that occurs when team members do not work as hard as they could.
Nature / Nurture
•Nature (approximately 40 percent) -Genes •Nurture -Environments Experiences
Parallel, Project, Action team
•Parallel teams are composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process. •Project teams are formed to take on "one-time" tasks that are generally complex and require a lot of input from members with different types of training and expertise. •Action teams perform tasks that are normally limited in duration. However, those tasks are quite complex and take place in contexts that are either highly visible to an audience or of a highly challenging nature.
Learning and problem solving
•People who have higher cognitive ability tend to be better at learning and problem solving
Personality
•Personality as a trait is stable over time and consistent across situations
Influence tactics and outcomes
•Rational persuasion is the use of logical arguments and hard facts to show the target that the request is a worthwhile one. •Inspirational appeal is a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction. •Consultation occurs when the target is allowed toparticipate in deciding how to carry out or implement a request. •A leader uses collaboration by attempting to make it easier for the target to complete the request.
The relation b/w disposition-based trust and personality
•Some people have personality traits that include a general propensity to trust others •Trust propensity is a product of both genetics and experience.
Four leadership contingency factors - discretion, substitutability, centrality, visibility
•Substitutability is the degree to which people have alternatives in accessing resources. •Discretion is the degree to which managers have the right to make decisions on their own. •Centrality represents how important a person's job is and how many people depend on that person to accomplish their tasks. •Visibility is how aware others are of a leader's power and position.
- Task work
•Taskwork processes are the activities of team members that relate directly to the accomplishment of team tasks. -When teams engage in creative behavior, their activities are focused on generating novel and useful ideas and solutions.
Team composition
•Team composition is the mix of people who make up the team.
Team diversity - value in diversity problem-solving approach, similarity-attraction approach, surface-level diversity, deep-level diversity.
•Team diversity is the 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 says diversity is beneficial because it provides for a larger pool of knowledge and perspectives from which a team can draw as it carries out its work. -Similarity-attraction approach says people tend to be more attracted to others who are perceived as more similar. -Surface-level diversity refers to diversity regarding observable attributes such as race, ethnicity, sex, and age. -Deep-level diversity refers to diversity with respect to attributes that are less easy to observe initially, but that can be inferred after more direct experience.
- Teamwork
•Teamwork processes refer to the interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself. -Behaviors that create the setting or context or climate in which taskwork can be carried out. -Similar to OCB-I (interpersonal facilitation, cooperation), one of performance criteria
Trait / State
•Trait: recurring regularities or trends (i.e., consistency) in people's responses to their environment. •State: momentary reaction to internal and/or external trigger(s). •Trait vs. State = relatively consistent across situations and across time; not easily change
Three dimensions of transactional leadership
•Transactional leadership occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance. -With passive management-by-exception, the leader waits around for mistakes and errors, then takes corrective action only when necessary. -With active management-by-exception, the leader arranges to monitor mistakes and errors actively and again takes corrective action when required. -Contingent reward happens when the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.
Procedural justice rules
•Voice concerns giving employees a chance to express their opinions and views during the course of decision making. •Correctability provides employees with a chance to request an appeal when a procedure seems to have worked ineffectively. §Improves employees' reactions to decisions. •Consistency, bias suppression, representativeness, and accuracy rules help ensure that procedures are objective, as opposed to discriminatory.
Abusive supervision
•When taken to the extremes, interpersonally unjust actions create abusive supervision, defined as the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact.
The Wonderlic Test
•Wonderlic Personnel Test is a 12-minute test of general cognitive ability that consists of 50 questions. -Offers recommendations for minimum passing scores for different job families.
Work team vs. Management team,
•Work teams are designed to be relatively permanent. -Purpose is to produce goods or provide services, and they generally require a full-time commitment from their members. •Management teams are designed to be relatively permanent. -Responsible for coordinating the activities of organizational subunits—typically departments or functional areas—to help the organization achieve its long-term goals.
Emotional ability (i.e., Emotional intelligence - EI)
•a human ability that affects social (interpersonal) functioning. •It is a more important determinant of job performance for people with lower levels of cognitive intelligence.
Faking
•exaggerating your responses to a personality test in a socially desirable fashion.
Process gain
•getting more from the team than you would expect according to the capabilities of its individual members. -'SYNERGY'
Transformational leadership
•involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.
Distributive justice
•reflects the perceived fairness of decision-making outcomes. -Employees gauge distributive justice by asking whether decision outcomes, such as pay, rewards, evaluations, promotions, and work assignments, are allocated using proper norms. (equity vs. equality
Procedural justice
•reflects the perceived fairness of decision-making processes. -Fostered when authorities adhere to rules of fair process.
Informational justice
•reflects the perceived fairness of the communications provided to employees from authorities. -Informational justice is fostered when authorities adhere to two particular rules. •The justification rule mandates that authorities explain decision-making procedures and outcomes in a comprehensive and reasonable manner. Thetruthfulness rulerequires that those communications be honest and candid.
Ability
•the relatively stable capabilities people have to perform a particular range of differentbut related activities. -Like personality, ability is also a trait (e.g., relatively stable). -Like personality, abilities are a function of both genes and the environment.
