FINAL Flashcards
group types
formal groups
informal groups
subdivision of formal groups
command groups
task groups
team
self-managed team
subdivisions of informal groups
interest groups
friendship groups
command groups
collection of subordinates reporting to same supervisor
task force
people who came together for specific goal
disband after goal is accomplished
team
group with high level of itneraction among members
common goal
self-managed team
team with no manager
friendship groups
collection of members who enjoy each other and socialize
interest group
common goal or objective
5 stage model of group formation
forming storming norming Performing adjourning
forming
get to know each other
clarify group goals
determine appropriate behavior
ends when individuals feel they are members of group
storming
considerable conflict
disagreement about who should be leader
ends when group memebers no longer resist group´s control
norming
members start to feel like they belong to group
friendships
end when members agree on behavior standards
performing
group is ready to work together towards group goal
adjourning
group is ready to work together towards group goal
what determines group efficiency
function size group composition status efficacy
characteristics of small groups
regular interaction
sharing of inforecognition of individual contribution
strong group identification
higher group satisfaction
characteristics of large groups
more resources
division of labor
specialization of tasks
homogeneous groups
collegiality amongst group members
info sharing
low levels of conflict
few coordination problems
heterogeneous groups
diversity
high performance
variety of resources
group status
the more important the task, the higher the group´s status
group efficacy
belief group members have about ability of group to achieve goals
how do groups control members
roles
rules
norms
role
set of behavior that person is expected to perform
roles come with responsibilities
rules
written guidelines
facilitate control
facilitate evaluation
info for newcomers
norms
informal rules
considered important by most group members
why do group members follow norms
compliance
identification
internalization
what does an effective group do
engages in positive conflict to find the best solutions and ideas
has clear communication, role negotiation, and role clarity
potential performance
highest level of group performance possible
process loss
hwne the whole is less than the sum of the parts
process gain
when the whole is more than the sum of the parts
actual performance
how the group actually performs
social loafing
tendency of individuals to exert less effort when they work in a group
sucker effect
reduction of own effort when social loafing at other members
task interdependence
extent to which work performed by one member affects what other members do
what does individual accountability depend on
level and kind of task interdependence
types of task interdependence
pooled
sequential
reciprocal
pooled task interdependence
each position is responsible for completion of their task
sequential task interdependence
each stage is dependent upon completion of previous stage
reciprocal task interdependence
everyone needs everyone´s contribution for completion
factors contributing cohesiveness
size heterogeneity competition success exclusiveness
how does cohesiveness increase
with experiencing success
what are determinants of performance
motivation
ability
what does motivation determine
direction of behavior
level of effort
level of persistence
performance
evaöuation of results of a person´s behavior
types of motivation
intrinsic
extrinsic
intrinsic motivation
source of motivation is performing
behavior performed for its own sake
want to master material
hard to create
extrinsic motivation
source of motivation is social reward or to avoid punishment
focus on performance outcome
easy to create
consequences of external reward
overjustification effect
overjustification effect
intrinsic motivation decreases when reqards become part of task
theories of motivation
need theory
expectancy theory
equity theory
procedural justice theory
need theory
employees have needs that they are motivated to satisfy
maslow´s need hierarchy
5 human needs
lower basic needs must be satisfied before higher levels
needs of maslow´s hierarchy of needs
deficiency needs
growth needs
what des the ERG theory say
3 basic sets of needs are arranged in hierarchy
need not be attained in order
3 basic sets of needs in ERG theory
existence needs
relatedness needs
growth needs
expectancy theory
if individual´s belief that their input leads to desired level of performance and desired outcome, they will be motivated
aspectes of the expectancy theory
valence
expectancy
instrumentality
what is valence in the expectancy theory
is the outcome desirable? (prize, pay, reward)
what is expectancy in the expectancy theory
if i try hard, will i perform well
should be high
instrumentality in the expectancy theory
will the performance lead to an outcome
what makes people motivated in the expectancy theory
if they believe they have resources to get prize
believe tha tthey can get the prize
if they want the prize
what motivates people in the Equity Theory
if input and putput seems equitable across people
what does equity theory describe
objective level of outcome does not determine work motivation
input may not equal outcome
ways to restore equity
change inputs and outcomes
change perceptions
change the referent
procedural justice theory
perceived fairness of the procedures used to make decisions distribution of outome
subdivisions of organizational justice
informational justice
interpersonal justice
distributive justice
psychological contracts
understanding or expectation about the relation of employer and employee
what is job design
linking tasks to jobs
deciding how tasks should be done
factors that have to be considered when designing a job
pay nature of task meaning of task feedback autonomy in completing task
what does the job characteristics model do
connects dimensions of work with motivation
job characteristics that need to be changed in order to increase motivation
skill variety task identity task significance autonomy feedback
skill variety
extent to which a job requires emplyee to use different skills, abilities, or talents
task identity
extent to which job involves performing a whole piece of work from beginning to end
task significance
extent to which job impacts other people in and out of organization
autonomy
extent to which work gives employee freedome and independence to schedule work
feedback
extent to which performing a job provides employee with info about his effectiveness
ways to redesign jobs
job enlargement
job enrichment
job enlargement
increasing # of tasks
keeping all tasks at same difficulty
job enrichment
opportunity of growth by giving more responsibility and control
examples of job enrichment
allow to plan own work schedule
allow to decide how to complete work
allow to check own work
allow to learn new skills
goal setting theory
set goals in consideration of ability, performance, task complexity, situation… to increase motivation
what is communication
sharing of info
reaching of common understanding
elements of communication
sender
message
receiver
feedback
functions of communication
providing knowledge
motivating
expressing feelings
controlling/coordinating
steps of communication flow
encoding channels of communication decoding feedback noise
barriers to effective communication
information distortion poor listening inappropriate feedback rumors workforce diversityx language issues
characteristics of effective communication
use of multiple channels
match medium of communication to kind of message
what is information distrotion
change of meaning of a message when travelling
what is filtering in relation to communication
withholding part of message to avoid neg. consequences
what can cause unawareness of communication norms
cultural differences
generational differences
communication networks
set of pathways through which info flows
types of communication network
wheel network
chain network
circle network
all-channel network
wheel network
central member receives info from all other members and is sole sender
chain network
info flow in predetermined sequence from one member to another
circle network
members communicate with others who are similiar to them
all-channel communication
every member communicates with other group member
info richness
how much info a medium of communication can carry
highest and lowest info richness
highest -> face-to-face
lowest -> impersonal, written
nonverbal communication
facial expression
body language
mode of dress
BATNA
best alternatie to a negotiated agreement
why is it important to know BATNA
evaluation of success
knowing whne to talk away
what is used in negotiations
persuasion
power
politics
power
capacity to change behavior or attitudes of others in a desired manner
kinds of power
position power
personal power
posiiton power
legitimate power
reward power
coercive (punishement) power
personal power
rational persuasion
expert power
referent power
charisma
what are signals of power
consequences of power
symbols of power
personal reputation
representational indicators
consequences of power
those in power benefit most from decision made
symbols of power
symbols of prestige and status are generally associated with power
reputation
person´s reputation likely indicates person´s power
representational indicators
roles a person plays and its responsibilities
when does a group experience power
when it can reduce uncertainties
when it is irreplaceable
when it is central
when it controls and generate resources
what do people do to gain power
gain control over info favorable impression build coalitions blame and attack others use reciprocity ...
what is organizational conflict
goal directed behavior block goal directed behavior of other person or group
when is organizational conflict good
when it strengthens the overall organization and leads to development and change
sources of conflict
differentiation
task relationship
scarcity of resources
how does differentiation lead to conflict
groups grow -> more divisions of responsibilities
some groups see themselves as superior
how does task relationship lead to conflict
overlapping authority
task interdependence
inequitable performance evaluation systems (payment)
5 forms of negotiation
accomodation avoidance competition compromise collaboration
compromise
negotiating to reach solution that is acceptable to both
collaboration
both parties try to satisfy not only their own but goals of other side too
accomodation
one party allows the other to achieve goals
avoidance
both parties act like there were no problem
refuse to recognize real source of the problem
competition
each party looks out for own interest
steps of decision making
understand the problem
understand possible solutions
understand the pitfalls
what kind of decisions are made in an organization
nonprogrammed
programmed
nonprogrammed decisions
novel opportunities
requires extra info
uncertainty
programmed decisions
recurring
based on performance
classical decision making model
list all alternatives
list all consequences
consider preferences
select
administrative model of decision
how decisions are made with:
incomplete information
attempt to make satisfactory choice (not best choice)
info gained from decision maker
framing effect
how an objective reality is described, influences perceptions
heuristics
mental shortcuts people use to make judgments quickly and efficiently
types of heuristics
availability heuristics
representativeness heuristic
anchoring and adjusting
availability heuristic
tendency to determine the frequency of an event by how easy these events are to remember
representativeness heuristic
tendency to predict the likelihood of an event occuring based on similiar passed events
anchoring heuristic
use a given value as anchor and adjust from that value
hindsight/confirmation bias
tendency of people to perceive outcome as more inevitable since they have occured
escalation of commitment/sunk costs
tendency to invest additional time, money, effort into poor decision
advantages of group decison making
diversity of skills
enhanced money
correct errors
greater decision acceptance
disadvantage of group decision making
time to make decision
responsiblitiy diffusion
group conflict
groupthink
what kind of groups have the tendency of groupthink
groups that are highly cohesive
hi vs low change of organizational envirnoment
hi change -> dynamic and uncertain
low change -> stable and certain
nonroutine technology
high task variety
low task analyzability
routine technology
low task variety
high task analyzability
how can we group people
functional structure divisional structure product structure market structure geographical structure matrix structure combining structure
product structure
dicision has function to serve specific product
market structure
people are grouped to serve specific group of customers
matrix structure
complex network of relationships among product teams and function
when is matrix struture usually used
rapid product development
maximize communication betwen teams
focus on innovation and creativitiy
organizational structures in terms of span of control
flat and tall organizational structure
minimum command principle
org. should operate with fewest levels possible (flat hierarchy)
ways to coordinate between groups
direct contact
liaison roles - specific managers communicate
teams and task forces
cross functional teams
standardization
developprogrammed responses, performance standards, written rules
building blocks of organizational culture
characterisitcs of people within org.
org. ethics
employment relationships
design of org. structure
what are ethics
norms, rules, values that suggest how we should behave
sources of (organizational) ethics
social ethics
professional ethics
individual ethics
organizational change
movement of organization away from present state toward some desired fututre state
evolutionary change
change gradual, incremental, and narrow
revolutionary change
change is rapid, dramatic, an broad
instrument of evolutionary change
TQM (total quality management)
Reengineering
Restructuring
Innovation
TQM
quality losses occur at junction of function
reengineering
fundamental rethinking
radical redesign
focus on process not product
ingnore existing arrangements
restructuring
change structure of org.
move from functional to divisional or matrix structure
Innovation
use of skills to create new tech., goods, and services
what is necessary to implement change
action research
steps in action research
diagnosing org. determining desired state implementing action evaluating action institutionalizing action research
impedimnets to change
organizational
group
individual
organizational learning strategies
exploration
exploitation
exporation
search for and explore with new behaviors
exploitation
refine and improve existing behaviors
leadership styles
transactional leader
transformational leader
charismatic leaders
leader have special characteristic that cause followers to be loyal
transformational leaders
intellectual - importance of task
individual - personal growth
inspirational - motivation is for the better of org.
pragmatic leadership
prefer logical argumentation over emotional
transactional leaders
set up external rewards to motivate
transformational leaders
focus on intrinsic motivation
