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mgmt 340 final Flashcards

1
Q

Conflict

A

process where 1 party perceives that another party has or about to negatively affected something

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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
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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
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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
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5
Q

relationship conflict

A

focuses on interpersonal relationships (personality clashes)

  • can be positive BUT.. relationship conflicts are not productive and produce stress
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6
Q

process conflict

A

relates to how the work gets done

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7
Q

optimizing conflicts

A
  • find ways to maximize the positive benefits on conflict
  1. too little conflict = disruptive/poor performance
  2. optimum level of conflict = constructive debate, improve decisions, high performance
  3. too much = apathy, poor performance
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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

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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

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10
Q

Conflict management styles

A
  1. competing (assertive and uncooperative)
  2. avoiding (unassertive n uncooperative)
  3. collaboration (assertive cooperative)
  4. accommodating (unassertive and cooperative)
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11
Q

Problem solving
(conflict-resolution techniques)

A

identify and resolve the problem through open discussion

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12
Q

superordinate goals
(conflict-resolution techniques)

A

creating shared goals that cannot be attained w out cooperation of each conflicting parties

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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

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14
Q

avoidance
(conflict-resolution techniques)

A

withdraw from conflict

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15
Q

smoothing
(conflict-resolution techniques)

A

playing down differences while emphasizing common interest

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16
Q

compromise
(conflict-resolution techniques)

A

each party give up something

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17
Q

authoritative command
(conflict-resolution techniques)

A

management use formal authority to resolve conflicts and communicates its desires to party involved

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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

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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

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20
Q

communication
(conflict-stimulation techniques)

A

use ambiguous or threatening messages to increase conflict levels

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21
Q

bringing in outsiders
(conflict-stimulation techniques)

A

adding a person whose backgrounds, values, attitudes, or managerial styles differ from those in group

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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

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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

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24
Q

negotiation

A

process where 2 or more parties exchange goods or services and attempt to agree upon the exchange rate

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25
Q

Distributive bargaining

A

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

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26
Q

integrative bargaining

A

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

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27
Q

BATNA (best alternative to negotiations agreement)

A

what each party would do if negotiations fail or reach an impasse

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28
Q

reservation price/resistance point

A

the most the party is willing to give or the least is willing to take

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29
Q

target point

A

what the party wants to achieve

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30
Q

first offers

A

anchoring bias

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31
Q

bargaining zone

A

range between one party’s minimum reservation point and the other max res point

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32
Q

5 step negotiation process

A
  1. preparation and planning
  2. definition of ground rules
  3. clarification and justification
  4. bargaining and problem solving
  5. closure and implementation
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33
Q

fixed pie myth
(negotiation pitfall)

A

pie can be expanded

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34
Q

escalating commitment
(negotiation pitfall)

A

taking a stand forces sticking to it
- self discipline is needed

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35
Q

overconfidence
(neigosciation pitfall)

A

always try to understand the merits of the other person position as well

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36
Q

too much telling and not enough active listening
(negotiation pitfall)

A

seek to understood, but also to understand

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37
Q

leadership

A

ability to influence a group to achieve a goal or vision

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38
Q

influence process

A

process to influence ppl to understand and agree what needs to be done and how to do it

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39
Q

leaders vs managers

A

leaders: challenge status quo, create visions, and inspire members

managers, formulate detailed plans, create structures, oversee day-to-day operations

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40
Q

Successful leader: traits

A
  • 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
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41
Q

great person theory

A

leaders possess special traits that set them aside from others
- special traits give power and authority

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42
Q

successful leaders: behavioral / the ohio state studies

A

2 behaviors
1. initiating structure
2. consideration

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43
Q

1st behavior of successful leaders

A

initiating structure
- leader is likely to define and structure their roles and employees

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44
Q

2nd behavior of successful leaders

A

considerations
- extent where a person job relationship are characterized by mutual trust, respect, and regard for their feelings

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45
Q

University of Michigan study 2 behavioral dimension

A
  1. employee-oriented leaders
  2. production-oriented leader
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46
Q

employee-oriented leader

A

emphasize interpersonal relationship by taking personal interest in employees needs

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47
Q

production-oriented leader

A

emphasizes the technical or task aspects of the job, focus on achieving task

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48
Q

transactional leaders

A

leaders who guide or motivate employees to achieve goals by clarifying role and task

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49
Q

transformational leadership

A

inspire ppl to transcend their own self interests and leader is capable of having profound effects on followers

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50
Q

transactional leader characteristics

A
  1. contingent rewards
  2. management by exception (active)
  3. management by exception (passive)
  4. laissez- faire
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51
Q

contingent reward

A

exchange rewards for effort

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52
Q

management by exception (active)

A

watches and searches for deviations from rules and standards, take corrective actions

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53
Q

management by exception (passive)

A

intervenes only if standards are not met

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54
Q

laissez-faire

A

let thing take their own course, give up responsibilities, avoid decision making

55
Q

transformational leader characteristics

A
  1. idealized influence
  2. inspirational motivation
  3. intellectual stimulation
  4. individualized considerations
56
Q

idealized influence

A

provide vision and sense of mission and be admired by followers
- gain respect and trust

57
Q

inspirational motivation

A

communicates high expectations and inspire others to work hard toward goals

58
Q

intellectual stimulation

A

promote intelligence, rationality, and problem solving

59
Q

individualized consideration

A

give personal attention, provide coaching and advising
- treat each follower as unique person

60
Q

ethical leaders

A

foster moral when they try to change attitudes and behaviors of followers

61
Q

unethical leaders

A

use charisma to enhance personal power over followers

62
Q

authentic leaders

A
  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
Q

servant leadership

A

prio followers needs first rather than leaders

64
Q

trust

A

psychological state when you agree to make urself vulnerable to another

  • lead to:
    risk taking
    info sharing
    group effective
    productivity
65
Q

mentoring

A

intense developmental relationship where advice and counseling are provided

66
Q

mentoring roles

A
  • career support
  • social support
  • act as role models for mentees
67
Q

fiedler model
(contingency theory 1)

A

effective performance depends on matching leader’s style w situation level of control

68
Q

2 individuals leadership styles

A
  1. task oriented
  2. relationship oriented
69
Q

measuring leadership styles

A

least preferred coworker (LPC) questionnaire

70
Q

3 contingency dimensions

A
  1. leader-member relations
  2. task structure
  3. position power
71
Q

situational leadership theory
(contingency theory 2)

A

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
Q

situational leadership curve

A
  1. telling
  2. selling
  3. participating
  4. delegating
73
Q

Telling (situational leadership curve)

A

more guiding and directing
- high task
- low relationship
- low readiness of followers (unable/unwilling/insecure)

74
Q

Selling (situational leadership curve)

A

more explaining and persuading
- high task
- high relationship
- moderate readiness of followers
(unable but willing/confidence)

75
Q

participating (situational leadership curve)

A

more encouraging of problem solving
- low task
- high relationship
- moderate readiness of followers
(able but unwilling/insecure)

76
Q

delegating (situational leadership curve)

A

more observing and monitoring
- low task
- low relationship
- high readiness
(able, willing, and confident)

77
Q

leader-member exchange (LMX) theory

A

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
Q

recruitment method

A

include talent acquisition and strategic recruiting where recruitment aligns w long term goals

79
Q

advantages of recruitment method

A

most effective recruiters—internal or external—are
- well informed
- efficient in
communicating with potential recruits
- treat recruits
with consideration and respect.

80
Q

3 selection process

A
  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
Q

3 useful method for substantive selection

A
  1. written tests
  2. performance simulation tests
  3. interviews
82
Q

main types of training

A
  1. basic skills
  2. technical skills
  3. problem solving skills
  4. interpersonal skills
    and
    civility + ethics training
83
Q

how to improve performance evaluations

A
  1. use multiple evaluators
  2. evaluate selectively
  3. train evaluators
  4. provide employees w due process
84
Q

organizational culture (OC)

A

system of shared meaning held by members that distinguishes the organization from other organization

85
Q

OC 3 levels of analysis

A
  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
Q

6 characteristic of essence of OC

A
  1. adaptability
  2. detail orientation
  3. results/outcome orientation
  4. people/customer orientation
  5. collaboration/team orientation
  6. integrity
87
Q

adaptability

A

willingness and ability to embrace change

88
Q

detail orientation

A

emphasizes precision, analysis, n attention to detail

89
Q

results/outcome orientation

A

prioritize achieving specific goals and measurable outcome

90
Q

people/customer orientation

A

emphasizes commitment to needs and satisfaction of both employees and customers
- value empathy, respect, n service

91
Q

collaboration/team orientation

A

emphasize important of working tgt

92
Q

integrity

A

emphasize org commitment to honesty, ethical standards, n moral principles

93
Q

institutionalization
(dysfunctional effects / culture liability)

A

is valued even when it is not functional

94
Q

barriers to change
(dysfunctional effects / culture liability)

A

behaviors become self-evident and taken for granted

95
Q

barriers to diversity
(dysfunctional effects / culture liability)

A

people attempt to fit in and reduce diversity

96
Q

barriers to acquisitions and merger
(dysfunctional effects / culture liability)

A

case 6

97
Q

toxicity and dysfunction
(dysfunctional effects / culture liability)

A

cultures based on negative values

98
Q

functional effects of OC

A
  • 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
Q

important factor for culture creation

A

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
Q

socialization

A

process where new member get necessary attitudes, behaviors, knowledge, and skills

101
Q

socialization process

A
  1. prearrival
  2. encounter
  3. metamorphosis

= productivity
commitment
turnover
(the outcome)

102
Q

3 main tools to sustain org. culture

A
  1. employee selection
  2. socialization
  3. top management actions
103
Q

employee selection

A

identify and hire ppl w knowledge and skills to successfully fit and perform

104
Q

top management actions

A

has major impact on org cultures
1. leadership style
2. rewards

105
Q

positive org culture

A

emphasize employee strengths, rewards more than punishes and individual vitality growth

106
Q

stress

A

individual is confronted w opportunity, constraints, or demand related to what they desire
- both outcome is uncertain n important

107
Q

challenge-related stress

A

may be positive / good stress
- where an opportunity that challenges you to grow

108
Q

hindrance-related stress

A
  • obstacle that prevent you from doing smth
109
Q

potential source of stress

A
  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
Q

consequences of stress

A
  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
Q

managing stress

A
  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
Q

coping

A

cognitive + behavioral efforts to manage external/internal demands (stress)

113
Q

behavioral coping

A

problem solving
1. problem focused
- working harder
- seeking assistance

  1. emotion focused
    - engage in non work activities
    - seek support
    - vent
114
Q

cognitive coping

A

managing thoughts and emotions
1. problem focus
- plan/organize
- focus on task
- 1 step at a time

  1. emotional focus
    - self motivation
    - escape/detachment
115
Q

2 source of resistance to change

A
  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
Q

habit
(individual source)

A

we rely on habits/programmed responses
- change messes up what we’re used to

117
Q

security
(individual source)

A

change threatens feeling of safety

118
Q

economic factors
(individual source)

A

change in job or work routine can make ppl scared since they fear they won’t be able to perform

119
Q

fear of unknown
(individual source)

A

change = ambiguity n uncertainty

120
Q

selective info processing
(individual source)

A

hear and focus on what they want and ignore what they do not

121
Q

structural inertia
(og sources)

A

built-in mechanism to produce stability
- structural inertia counter acts as counterbalance to sustain stability when there is change

122
Q

limited focus of change
(og sources)

A

org consist of multiple interdependent subsytem
- change one affects all

123
Q

group inertia
(og sources)

A
  • even if individuals want to change their behavior, group may act as constraints
124
Q

threat to expertise
(og sources)

A

change org pattern threaten expertise of specialized groups

125
Q

threat to established power relationship
(og sources)

A

redistribution of decision making authority threaten long established power relationship

126
Q

4 main approach to manage org change

A
  1. lewin three step model
  2. kotter eight step plans
  3. action research
  4. organizational development
127
Q

lewin 3 step model

A
  1. unfreezing (prepare for change)
  2. changing (implement change)
  3. refreezing (solidifying new change/ behavior
128
Q

kotter 8 step

A
  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
Q

action research

A

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
Q

2 benefit of action research

A
  1. problem focus
  2. reduction to resistance to change
131
Q

organizational development

A

method that try to improve org effectiveness and employee well-being

  • value human+org growth, collaborative and participative processes, and spirit of inquiry
132
Q

charismatic leadership theory

A

followers attribute heroic or extraordinary leadership when they observe behaviors

133
Q

Iceberg Model

A

level
1. shared behaviors and artifacts
2. unobservable and shared values
3. unobservable and shared assumptions

mgmt 340 (3 decks)

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