Final Exam Flashcards
Climate
the atmosphere of a team or organization
related to climate are the rituals, values, procedures and underlying assumptions of a group
Constructive Climate
provides an atmosphere that promotes positive outcomes
for example, group members satisfaction, encouraging individuals to achieve their personal best
Elements of a Constructive Climate
- Provide structure
- Clarify norms
- Build cohesiveness
- Promote standard of excellence
What Happens Without Structure?
Work without structure is more difficult for everyone
Providing structure gives people a sense of security, direction and stability
- They know their role, where they fit in (group contract)
Norms
rules or behaviour that are established and shared by group members - not always explicit
What is:
- appropriate/inappropriate
- right/wrong
- allowed/not allowed
Develop early in a group and are difficult to change so leaders need to try to shape norms that will maximize group effectiveness
Cohesiveness
Allows employees too:
- Express their personal viewpoints
- Give and receive feedback
- Accept different opinions
- Feel free to do meaningful work
- Appreciate the group and be appreciated by the group
Cohesiveness at Zappos
Every employee is given the opportunity to issue a $50 “co-worker bonus award” each month to one of their deserving colleagues
The sky bridge from the parking structure to the office is decommissioned so employees to walk through the central courtyard, often colliding with others, before heading up to work
Hseih institutes practices like this because he believes good ideas, conversations and connections stem from collusion
Promoting Standards of Excellence
The expressed and implied expectations for performance that exists within a group or organization
LaFasto and Larson
identified several ways that leaders can influence performance and promote standards of excellence
- Require results
- Review results
- Reward results
Based on studies of more than 600 teams leaders and 6000 team members
Require Results
Leaders need to articulate their concrete expectations clearly for team members
Groups must establish mutual goals and identify specific objectives for achieving results
This is the first crucial step in managing performance
Without expectations, members are uncertain about what is required of them and flounder
Review Results
Leaders must give constructive feedback and resolve performance issues
Constructive feedback is
- Honest, direct communication about member performance
- Not mean-spirited nor overly nice or patronizing
- Lets group members know how to maintain or improve
Resolving performance issues is critical for effective leadership
Reward Results
Effective leaders reward group members for achieving results
A practical process that every leader can do
Members feel valued and there is a greater sense of group identity and community spirit
Paying attention to members, offering encouragement, giving personalized appreciation
Out Groups
Although groups should work together to achieve a goal, almost inevitable there will be one (or more) individuals who
- Do not identify with the group
- Is not on board with the group’s goal; whether because of opposition or lack of interest
- Are disconnected
- Feels unaccepted, alienated, left out, powerless
These individuals are part of the outgroup and they decrease group performance
Why Do Out Groups Form?
Do not feel a sense of belonging; don’t fit in
Do not get along with someone within the group and are purposely excluded
Intentionally withhold effort
Social Loafter
an outgroup member that is not contributing to the team for any reason
they exert less effort in a group than they would individually
Sucker Effect
influences other group members to engage in social loafing since others are doing it
What Can Leaders Do About Out Groups?
Listen - ask them about their ideas, attitudes and feelings
Have empathy - restate, paraphrase, reflect, support
Giving recognition - acknowledge their contributions
Including them - directly invite or ask them to participate
Building a relationship - communication, respect and trust
Empowering them - relinquish control
Philosophies and Styles
Philosophies: our beliefs and attitudes
Style: our behaviours
In other words, the way we think about human nature (beliefs and attitudes) influence how we (leaders) behave towards other humans (followers)
Theory X
Leaders are responsible for organizing resources
People dislike work; resist work; and need to be controlled, rewarded, punished, and persuaded at every step in order to be productive
So leaders need to…
- control their individual’s actions, direct their efforts and modify their behaviour
Theory Y
Leaders are responsible for organizing resources
People do not dislike nor resist work; if this is true, it’s their experiences that have made them this way
So leaders need to…
- Create conditions so people can reach goals (e.g. remove and provide guidance)
Authoritarian
Related to Theory X
Exert influence and control over group members
Communication is top down
Agenda is set by the leaders
praise/criticism is given freely, but it is based on personal standards (not objective standards)
Democratic
Related to Theory Y
Egalitarian view
- The leader is NOT superior
- EVERYONE’s voice should be heard
The role is more of a teacher - work with followers (not over)
- Provide guidance and support
- Make sure that employees have the resources to get the job done
