mgmt 340 final Flashcards
1
Q
Conflict
A
process where 1 party perceives that another party has or about to negatively affected something
2
Q
Traditional View of Conflict
A
- assumed all was bad and to be avoided
- viewed negatively and discussed using terms of: violence, destruction, and irrationality
- conflict results from:
1) poor communication
2) lack of openness and trus t
3) failure of managers responsibility to the needs of team
3
Q
Interactionist view of conflict
A
- w out conflict: peace, tranquility, and cooperative group is prone to becoming apathetic and unresponsive to needs for change and innovation
- not all conflicts are good:
1) funcitional, constructive conflict support goals
2. dysfunctional/destructive conflict hinder group performance
4
Q
Task conflict
A
Disagreement about goals and content about specific projects
- relates to positve outcome WHEN members share goals and have high trust levels
- conflict transformations:
1. task conflicts can escalate into relationship conflicts
5
Q
relationship conflict
A
focuses on interpersonal relationships (personality clashes)
- can be positive BUT.. relationship conflicts are not productive and produce stress
6
Q
process conflict
A
relates to how the work gets done
7
Q
optimizing conflicts
A
- find ways to maximize the positive benefits on conflict
- too little conflict = disruptive/poor performance
- optimum level of conflict = constructive debate, improve decisions, high performance
- too much = apathy, poor performance
8
Q
The Managed Conflict View
A
Researchers started to focus more on managing the whole context in which conflicts occur, both before and after behavioral stage of conflict occurs
- manage conflict process
- select appropriate conflict management style
9
Q
The Conflict Process Stages
A
Stages:
1. potential opposition or incompatibility
- communications, structure, personal variables
2. cognition and personalization
- perceived and felt conflicts
3. intentions
- such as conflict in handling intentions
4. behaviors
- overt conflicts
5. outcomes
- increase or decrease performance
10
Q
Conflict management styles
A
- competing (assertive and uncooperative)
- avoiding (unassertive n uncooperative)
- collaboration (assertive cooperative)
- accommodating (unassertive and cooperative)
11
Q
Problem solving
(conflict-resolution techniques)
A
identify and resolve the problem through open discussion
12
Q
superordinate goals
(conflict-resolution techniques)
A
creating shared goals that cannot be attained w out cooperation of each conflicting parties
13
Q
Expansion of resources
(conflict-resolution techniques)
A
conflict caused by scarcity of resources (money, bonus, promotions)
resolve by expaning resources to create win-win solution
14
Q
avoidance
(conflict-resolution techniques)
A
withdraw from conflict
15
Q
smoothing
(conflict-resolution techniques)
A
playing down differences while emphasizing common interest
16
Q
compromise
(conflict-resolution techniques)
A
each party give up something
17
Q
authoritative command
(conflict-resolution techniques)
A
management use formal authority to resolve conflicts and communicates its desires to party involved
18
Q
altering human variable
(conflict-resolution techniques)
A
using behavioral change techniques such as human relation training to alter attitudes and behaviors that cause conflict
19
Q
altering structural variable
(conflict-resolution techniques)
A
changing firm structure and interaction patterns of conflicting parties though job redesign, transfers, and creation of coordinating positions
20
Q
communication
(conflict-stimulation techniques)
A
use ambiguous or threatening messages to increase conflict levels
21
Q
bringing in outsiders
(conflict-stimulation techniques)
A
adding a person whose backgrounds, values, attitudes, or managerial styles differ from those in group
22
Q
restructuring the organization
(conflict-stimulation techniques)
A
realigning work groups, altering rules and regulations, increasing interdeoendence, and making similar structural changes to disrupt status quo
23
Q
appointing a devil’s advocate
(conflict-stimulation techniques)
A
designating a critic to purposely argue against the majority positions held by the group
24
Q
negotiation
A
process where 2 or more parties exchange goods or services and attempt to agree upon the exchange rate
25
Distributive bargaining
parties compete for a fixed amount of resources where one side's gain is the other side's loss
Goal: get as much pie as possible
motivation: win - lose
focus: positions
interest: opposed
info sharing: low
relationship duration: short term
26
integrative bargaining
work together to find a win win solution
Goal: expand the pie so both parties are satisfied
motivation: win - win
focus: common interests
interest: congruent
info sharing: high
relationship duration: long term
27
BATNA (best alternative to negotiations agreement)
what each party would do if negotiations fail or reach an impasse
28
reservation price/resistance point
the most the party is willing to give or the least is willing to take
29
target point
what the party wants to achieve
30
first offers
anchoring bias
31
bargaining zone
range between one party's minimum reservation point and the other max res point
32
5 step negotiation process
1. preparation and planning
2. definition of ground rules
3. clarification and justification
4. bargaining and problem solving
5. closure and implementation
33
fixed pie myth
(negotiation pitfall)
pie can be expanded
34
escalating commitment
(negotiation pitfall)
taking a stand forces sticking to it
- self discipline is needed
35
overconfidence
(neigosciation pitfall)
always try to understand the merits of the other person position as well
36
too much telling and not enough active listening
(negotiation pitfall)
seek to understood, but also to understand
37
leadership
ability to influence a group to achieve a goal or vision
38
influence process
process to influence ppl to understand and agree what needs to be done and how to do it
39
leaders vs managers
leaders: challenge status quo, create visions, and inspire members
managers, formulate detailed plans, create structures, oversee day-to-day operations
40
Successful leader: traits
- assume personality play central roles
- focus on personal qualities and characteristics
- organize traits around Big 5 personality framework
- include great person theory and emotional intelligence
41
great person theory
leaders possess special traits that set them aside from others
- special traits give power and authority
42
successful leaders: behavioral / the ohio state studies
2 behaviors
1. initiating structure
2. consideration
43
1st behavior of successful leaders
initiating structure
- leader is likely to define and structure their roles and employees
44
2nd behavior of successful leaders
considerations
- extent where a person job relationship are characterized by mutual trust, respect, and regard for their feelings
45
University of Michigan study 2 behavioral dimension
1. employee-oriented leaders
2. production-oriented leader
46
employee-oriented leader
emphasize interpersonal relationship by taking personal interest in employees needs
47
production-oriented leader
emphasizes the technical or task aspects of the job, focus on achieving task
48
transactional leaders
leaders who guide or motivate employees to achieve goals by clarifying role and task
49
transformational leadership
inspire ppl to transcend their own self interests and leader is capable of having profound effects on followers
50
transactional leader characteristics
1. contingent rewards
2. management by exception (active)
3. management by exception (passive)
4. laissez- faire
51
contingent reward
exchange rewards for effort
52
management by exception (active)
watches and searches for deviations from rules and standards, take corrective actions
53
management by exception (passive)
intervenes only if standards are not met
54
laissez-faire
let thing take their own course, give up responsibilities, avoid decision making
55
transformational leader characteristics
1. idealized influence
2. inspirational motivation
3. intellectual stimulation
4. individualized considerations
56
idealized influence
provide vision and sense of mission and be admired by followers
- gain respect and trust
57
inspirational motivation
communicates high expectations and inspire others to work hard toward goals
58
intellectual stimulation
promote intelligence, rationality, and problem solving
59
individualized consideration
give personal attention, provide coaching and advising
- treat each follower as unique person
60
ethical leaders
foster moral when they try to change attitudes and behaviors of followers
61
unethical leaders
use charisma to enhance personal power over followers
62
authentic leaders
1. know who they r
2. know they believe in and value
3. act on values and beliefs openly
4. ppl have faith in them
63
servant leadership
prio followers needs first rather than leaders
64
trust
psychological state when you agree to make urself vulnerable to another
- lead to:
risk taking
info sharing
group effective
productivity
65
mentoring
intense developmental relationship where advice and counseling are provided
66
mentoring roles
- career support
- social support
- act as role models for mentees
67
fiedler model
(contingency theory 1)
effective performance depends on matching leader's style w situation level of control
68
2 individuals leadership styles
1. task oriented
2. relationship oriented
69
measuring leadership styles
least preferred coworker (LPC) questionnaire
70
3 contingency dimensions
1. leader-member relations
2. task structure
3. position power
71
situational leadership theory
(contingency theory 2)
focuses on the followers
Leadership style depends on followers' readiness and willingness to complete a task.
Success comes from matching leadership style to followers' readiness level.
72
situational leadership curve
1. telling
2. selling
3. participating
4. delegating
73
Telling (situational leadership curve)
more guiding and directing
- high task
- low relationship
- low readiness of followers (unable/unwilling/insecure)
74
Selling (situational leadership curve)
more explaining and persuading
- high task
- high relationship
- moderate readiness of followers
(unable but willing/confidence)
75
participating (situational leadership curve)
more encouraging of problem solving
- low task
- high relationship
- moderate readiness of followers
(able but unwilling/insecure)
76
delegating (situational leadership curve)
more observing and monitoring
- low task
- low relationship
- high readiness
(able, willing, and confident)
77
leader-member exchange (LMX) theory
argues that different abilities, contributions of followers, and time pressures cause leaders to have different relationships with different followers
in group = followers with high quality relationship w leaders
out group = followers w low quality relationship w leaders
78
recruitment method
include talent acquisition and strategic recruiting where recruitment aligns w long term goals
79
advantages of recruitment method
most effective recruiters—internal or external—are
- well informed
- efficient in
communicating with potential recruits
- treat recruits
with consideration and respect.
80
3 selection process
1. initial selection
- rejected if don't meet basic qualifications
2. substantive selection
- meet basic qualification but less qualified than others = rejected
3. contingent selection
- best qualified but fails contingent = rejected
81
3 useful method for substantive selection
1. written tests
2. performance simulation tests
3. interviews
82
main types of training
1. basic skills
2. technical skills
3. problem solving skills
4. interpersonal skills
and
civility + ethics training
83
how to improve performance evaluations
1. use multiple evaluators
2. evaluate selectively
3. train evaluators
4. provide employees w due process
84
organizational culture (OC)
system of shared meaning held by members that distinguishes the organization from other organization
85
OC 3 levels of analysis
1. observable culture
- behaviors, stories , symbols
2. shared values
- what is and is not important
3. common assumptions
- deeply held, taken for granted beliefs
86
6 characteristic of essence of OC
1. adaptability
2. detail orientation
3. results/outcome orientation
4. people/customer orientation
5. collaboration/team orientation
6. integrity
87
adaptability
willingness and ability to embrace change
88
detail orientation
emphasizes precision, analysis, n attention to detail
89
results/outcome orientation
prioritize achieving specific goals and measurable outcome
90
people/customer orientation
emphasizes commitment to needs and satisfaction of both employees and customers
- value empathy, respect, n service
91
collaboration/team orientation
emphasize important of working tgt
92
integrity
emphasize org commitment to honesty, ethical standards, n moral principles
93
institutionalization
(dysfunctional effects / culture liability)
is valued even when it is not functional
94
barriers to change
(dysfunctional effects / culture liability)
behaviors become self-evident and taken for granted
95
barriers to diversity
(dysfunctional effects / culture liability)
people attempt to fit in and reduce diversity
96
barriers to acquisitions and merger
(dysfunctional effects / culture liability)
case 6
97
toxicity and dysfunction
(dysfunctional effects / culture liability)
cultures based on negative values
98
functional effects of OC
- Boundary-defining role
- Conveys a sense of identity for members
- Facilitates the generation of commitment:
Motivation!!!
- Enhances the stability of the social system
- Serves as a sense-making and control
mechanism
- Guides and shapes attitudes and behavior of
employees
99
important factor for culture creation
founder = ultimate source
roles of founders:
1. founders hire employees
2. employees are indoctrinated and socialized into founders way of thinking
3. founders behavior = role model
100
socialization
process where new member get necessary attitudes, behaviors, knowledge, and skills
101
socialization process
1. prearrival
2. encounter
3. metamorphosis
= productivity
commitment
turnover
(the outcome)
102
3 main tools to sustain org. culture
1. employee selection
2. socialization
3. top management actions
103
employee selection
identify and hire ppl w knowledge and skills to successfully fit and perform
104
top management actions
has major impact on org cultures
1. leadership style
2. rewards
105
positive org culture
emphasize employee strengths, rewards more than punishes and individual vitality growth
106
stress
individual is confronted w opportunity, constraints, or demand related to what they desire
- both outcome is uncertain n important
107
challenge-related stress
may be positive / good stress
- where an opportunity that challenges you to grow
108
hindrance-related stress
- obstacle that prevent you from doing smth
109
potential source of stress
1. environmental factors
- eco + political uncertainty
- tech change
2. organizational factors
- task, role, interpersonal demands
3. personal factors
- family or eco problems
4. individual differences
5. experienced stress
6. culture differences
110
consequences of stress
1. physiological symptoms
- immediate effects
- illness
- health
2. psychological symptoms
- anxiety
- low emotional well being
- lower job sat
3. behavioral symptoms
- low performance
- higher absenteeism
- high turnover
111
managing stress
1. better selection n placement
2. goal setting
3. redesigning jobs
4. emplooyee involvement
5. org communication
6. employee sabbatical (paid leave)
7. wellness programs
112
coping
cognitive + behavioral efforts to manage external/internal demands (stress)
113
behavioral coping
problem solving
1. problem focused
- working harder
- seeking assistance
2. emotion focused
- engage in non work activities
- seek support
- vent
114
cognitive coping
managing thoughts and emotions
1. problem focus
- plan/organize
- focus on task
- 1 step at a time
2. emotional focus
- self motivation
- escape/detachment
115
2 source of resistance to change
1. individual sources
- habits
- security
- economic factors
- fear of unknown
- selective info processing
2. organizational sources
- structural inertia
- limited focus of change
- group inertia
- threats to expertise
- threats to established power relationship
116
habit
(individual source)
we rely on habits/programmed responses
- change messes up what we're used to
117
security
(individual source)
change threatens feeling of safety
118
economic factors
(individual source)
change in job or work routine can make ppl scared since they fear they won't be able to perform
119
fear of unknown
(individual source)
change = ambiguity n uncertainty
120
selective info processing
(individual source)
hear and focus on what they want and ignore what they do not
121
structural inertia
(og sources)
built-in mechanism to produce stability
- structural inertia counter acts as counterbalance to sustain stability when there is change
122
limited focus of change
(og sources)
org consist of multiple interdependent subsytem
- change one affects all
123
group inertia
(og sources)
- even if individuals want to change their behavior, group may act as constraints
124
threat to expertise
(og sources)
change org pattern threaten expertise of specialized groups
125
threat to established power relationship
(og sources)
redistribution of decision making authority threaten long established power relationship
126
4 main approach to manage org change
1. lewin three step model
2. kotter eight step plans
3. action research
4. organizational development
127
lewin 3 step model
1. unfreezing (prepare for change)
2. changing (implement change)
3. refreezing (solidifying new change/ behavior
128
kotter 8 step
1. create urgency (why change is needed)
2. form powerful coalition (enough power to lead change)
3. create vision for change
4. communicate the vision
5. empower action
6. create quick wins
7. build on the change
8. make it stick
129
action research
change process based on systematic data and then selection of a change action based on data
5 steps
1. diagnosis
2. analysis
3. feedback
4. action
5. evaluation
130
2 benefit of action research
1. problem focus
2. reduction to resistance to change
131
organizational development
method that try to improve org effectiveness and employee well-being
- value human+org growth, collaborative and participative processes, and spirit of inquiry
132
charismatic leadership theory
followers attribute heroic or extraordinary leadership when they observe behaviors
133
Iceberg Model
level
1. shared behaviors and artifacts
2. unobservable and shared values
3. unobservable and shared assumptions
