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MADM 701 > M5 > Flashcards

M5 Flashcards

1
Q

Workaholic Symptoms

A

Sending emails from home, being last one in office, skipping lunch, looking tired, etc.

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2
Q

Distress

A
  • Negative and caused by something bad; related to hindrance stressors and tense energy
    • Hindrance Stressors: office politics, bureaucracy, stalled career; negative effect on motivation and performance
    • Tense Energy: stress-driven state with constant pressure and anxiety
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3
Q

Eustress

A
  • Positive and caused by something good; related to challenge stressors and calm energy
    • Challenge Stressors: increased responsibility, time pressure, high quality assignments; positive effect on motivation and performance
    • Calm Energy: stress-free flow with low muscle tension, alert presence of mind, peaceful feelings, sense of well-being
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4
Q

Stress Definition

A

An adaptive response to an external situation that results in physical, psychological, and/or behavioral deviations for organizational participants

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5
Q

What Stress Is Not

A
  • Not Just Anxiety
  • Not Just Nervous Tension
  • Not Necessarily Damaging, Bad, or to be Avoided
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6
Q

Burnout

A
  • Consequence of “losing a sense of the basic purpose and fulfillment of your work”
  • Can cause isolation and affect relationships at work
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7
Q

Causes of Stress

A
  • Extraorganizational Stressors
    • Outside of the organization forces and events
    • Family crisis/dispute, relocation, life changes (ageing or death of spouse), and sociological-demographic variables (race and gender)
  • Organizational Stressors
    • Macro level factors within the organization
    • Administrative policies and strategies, organizational structure/design, organizational processes, and working conditions (Figure 9.2)
  • Group Stressors
    • Interpersonal conflict within the workgroup
    • Lack of group cohesiveness and lack of social support by one or more members
  • Individual Stressors
    • Individual dispositions
    • Type A characteristics, personal control, learned helplessness, and psychological hardiness
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8
Q

Individual Stressors

A
  • Type A and Type B
    • Type A—managers, salespeople, secretaries, etc.
      • Work long hours, take work home, compete with themselves, get frustrated by work situation
      • Fast-track; more successful than Type Bs until very top
    • Type B—laid back, patient, take a low-key approach
  • Personal Control
    • Employees with sense of control over work such as participating in decisions have reduced work stress
  • Learned Helplessness
    • Giving up and seeming to accept stressors at work even when a change for the better is possible
  • Psychological Hardiness
    • Ability to cope successfully with extreme stressors
    • Able to resist stress by providing buffers between themselves and stress
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9
Q

Types of Conflict

A
  • Intraindividual Conflict
    • Similar to individual stressors
    • Conflict due to frustration, goal conflict, and role conflict and ambiguity
  • Interpersonal and Intragroup Conflict
    • Type of interactive conflict
    • Personal differences, information deficiency, role incompatibility, and environmental stress
  • Intergroup Conflict
    • Type of interactive conflict
    • Competition for scarce resources, task interdependence, jurisdictional ambiguity, and status struggles
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10
Q

Intraindividual Conflict

A
  • Conflict Due to Frustration
    • When a motivated drive is blocked before a person reaches a desired goal leading to possible defense mechanisms:
      • Aggression—aggression or violence in the workplace
      • Withdrawal—apathy or “retired on the job”
      • Fixation—following rules becomes the goal; adapts to barriers
      • Compromise—fulfillment outside of job
  • Goal Conflict
    • Two or more motives block each other
    • Approach-Avoidance Conflict most relevant; where the individual is motivated to both approach and avoid a goal because the goal has positive and negative characteristics for participants
  • Role Conflict and Ambiguity
    • Person/Role Conflict—between personality and expectations
    • Intrarole Conflict—about how role should be played
    • Interrole Conflict—differing requirements of two or more roles
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11
Q

Interpersonal or Intragroup Conflict

A
  • Interpersonal or Intragroup Conflict
    • Personal Differences—due to unique backgrounds; emotional; moral overtones
    • Information Deficiency—due to communication breakdowns; not emotional; little resentment
    • Role Incompatibility—incompatible goals for interdependent managers (e.g. sales and production managers)
    • Environmental Stress—due to shrinking resources, downsizing, uncertainty, etc.
  • Intergroup Conflict
    • When individuals in one group interact, collectively or individually, with another group in terms of group affiliation
    • Antecedents to Intergroup Conflict: (1) competition for resources, (2) task interdependence when groups depend upon each other, (3) jurisdictional ambiguity such as “turf” problems or overlapping responsibilities, and (4) status struggles when one group feels threatened by another group trying to improve its place in status hierarchy
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12
Q

Effects of Stress and Conflict

A
  • Physical Problems
    • Immune system, blood pressure, heart disease, back pain, etc.
  • Psychological Problems
    • Anger, anxiety, depression, nervousness, tension, etc.
  • Behavioral Problems
    • Undereating, overeating, sleeplessness, drug abuse, etc.
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13
Q

Coping Strategies for Stress and Conflict

A
  • Individual
    • Exercise, relaxation, self-control (e.g., awareness of limits; self-rewards), cognitive therapy to increase self-efficacy, and networking for social support
  • Organizational
    • Designed by management to eliminate or control organizational-level stressors in order to prevent or reduce job stress for employees
    • Counseling services, fitness centers, work-family initiatives, employee assistance programs, etc.
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14
Q

Negotiation Definition

A

Common mechanism for resolving differences and allocating resources; can be a managerial skill for success

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15
Q

Distributive Bargaining (Negotiation)

A
  • Fixed pie mentality focused on who gets biggest slice
    • Hard strategy (win/lose)—contest of will; goal is victory
    • Soft strategy (lose/lose)—yield to pressure; goal is agreement
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16
Q

Integrative Approach (Negotiation)

A
  • Expanding the pie mentality focused on finding win/win outcomes; uses collaborating strategy
  • Less confrontational than distributive bargaining
  • Leads to a broader range of alternative solutions
  • Focused on superordinate goals, people not problem, interests not positions, options for mutual gain, and objective criteria
17
Q

Principled Negotiation Approach

A
  • Also called Negation on the Merits Approach
  • Similar to Integrative Approach
  • Four Elements:
    • People: Separate people from problem
    • Interests: Focus on interests not positions
    • Options: Create a variety of alternative solutions
    • Criteria: Base result on objective standards
  • Difference Between Soft, Hard, and Principled Approaches
    • Soft: participants are friends and trust each other; negotiators make offers
    • Hard: participants are adversaries and distrust each other; negotiators make threats
    • Principled: participants are problem solvers and proceed independent of trust; negotiators explore common interests
18
Q

Definitions of Power

A
  • Possibility that one actor within a social relationship will be in a position to carry out his own will despite resistance (Weber)
  • Potential ability to influence behavior, to change the course of events, to overcome resistance, and to get people to do things that they would not otherwise do (Pfeffer)
  • Ability to get an individual or group to do something—to get the person or group to change in some way (textbook chapter)
19
Q

Distinctions from Authority and Influence

A
  • Authority legitimizes power and is a source of power
  • Authority is the right to manipulate others; power does not have to be legitimate
  • Influence is broader in scope than power
20
Q

Reward Power

A

based on person’s ability to control resources and reward others

21
Q

Coercive Power

A

based on person’s ability to inflict punishment or aversive consequences on another person or to make threats that the other person believes will result in punishment or undesirable outcomes

22
Q

Legitimate Power

A

based on internalized values of the other persons that give the legitimate right to agent to influence them; comes from cultural values, from social structure, or from being designated as agent of person or group

23
Q

Referent Power

A

based on desire of other persons to identify with the agent wielding power because he/she is attractive and has desirable resources or personal characteristics

24
Q

Expert Power

A

based on extent to which others attribute knowledge and expertise to the power holder

25
Q

Contingency Approaches to Power

A
  • Power from being in the right place or position to have (1) control over resources, (2) control over or extensive access to information, and (3) formal authority
    • Power involves reciprocal relationship between agent and target
    • Reward/coercive power = target complies
    • Referent power = target identifies
    • Expert/Legitimate power = target internalizes
26
Q

Individual Differences in Targets (Power)

A
  • Individual differences related to influencability of targets
  • Dependency, uncertainty, personality, intelligence, gender, age, culture
27
Q

Two Faces of Power

A
  • Negative: personal power; look out for self; “I” oriented
  • Positive: social power; concern for group; “we” oriented
28
Q

Empowerment

A
  • Authority to make decisions within one’s area of responsibility without first having to get approval from someone else
  • Two Unique Characteristics
    • Empowered employees encouraged to use own initiative
    • Empowered employees given not only the authority but also the resources
  • Empowerment assumes that employees are willing to accept responsibility and improve their daily work processes and relationships
  • When participation is part of empowerment program, workplace performance improves
  • When employees are given access to information as vital part of empowerment, willingness to cooperate enhanced
  • Empowered employees must be held accountable and responsible for results
29
Q

Two Approaches (Empowerment)

A
  • Kaizen and “Just Do It” (JDIT) Principles
    • Tie empowerment with action-driven approach
    • Learn about need for teamwork and use of group problem solving
  • Trust Building
    • “Optimal trust”—when managers and employees reach an agreement where trust is counterbalanced with distrust
30
Q

Levels of Empowerment

A
  • Some firms operate more efficiently with high levels of empowerment, others with less empowerment
    • Very little involvement—production firms
    • Moderate involvement—suggestion programs, quality circles
    • Fairly substantial involvement—jobs designed for skill variety and autonomy
    • High involvement—information sharing and group problem solving
31
Q

Political Implications of Power

A
  • Power and politics closely related
  • Politics a part of organizational life
  • Politics not a simple process
32
Q

Organizational Politics

A

Consists of intentional acts of influence undertaken by individuals or groups to enhance or protect their self-interest when conflicting courses of action are possible

33
Q

Factors Related to Political/Rational Organization

A
  • Resources—how scarce they may be
  • Decisions—their level of ambiguity
  • Goals—how complex and ambiguous
  • Technology and External Environment—complexity of internal technology and turbulence of external environment
  • Change—planned or unplanned organizational change
34
Q

Political Strategies for Power Acquisition

A
  • Maintain alliances with powerful people
  • Embrace or demolish
  • Divide and rule
  • Manipulate classified information
  • Make a quick showing
  • Collect and use IOUs
  • Avoid decisive engagement
  • Be aware of attacking and blaming others
  • Progress one step at a time
  • Wait for a crisis (things must get worse before better)
  • Take counsel with caution
  • Be aware of resource dependence

MADM 701 (3 decks)

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