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Organization Behavior > Midterm Exam 2 > Flashcards

Midterm Exam 2 Flashcards

1
Q

Group properties

A
  • Roles: set of expected behavior patterns attributed to someone occupying a given position in a social unit.
  • Norms
  • Status: socially defined position given to groups or memebers by others.
  • Size: number of people in a group
  • Cohesiveness: degree to which members are attracted to each other and motivated to stay in the group.
  • Diversity: degree to which members are similar/different to one another
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2
Q

Norms

A

Acceptable standards of behavior that are shared by the group’s members concerning what kind of behavior is right or wrong.

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3
Q

Social loafing

A
  • The tendency for individuals to expend less effort when working collectively than alone.
  • More prevalent in individualistic cultures than collectivistic cultures.
  • Causes:
  • -Matching others who seem lazy
  • -Dispersion of responsibily
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4
Q

Groupthink

A

Situation in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views.
More likely with:
-Cohesive, Homogenous groups;
-groups that want to protect their positive image;
-time pressure;
-highly consequential decision

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5
Q

Leadership

A
  • The ability to influence a group towards the achievement of a vision or set of goals.
  • The ability to lead or guide individuals to accomplish common tasks/goals.
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6
Q

Trait approach:

What attributes make someone a good leader?

A
  • Some of Big 5 traits and emotional intelligence are important for leadership.
  • Physical characteristics also matter: Height, face, gender, race, etc
  • Traits predict emergence better than effectiveness.
  • Contra: Can’t train someone to be leader if we assume they need certain traits
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7
Q

Behavioral approach:

What behaviors make a good leader?

A

Two categories of behavior:
1. Task-oriented: focuses on getting things done. Production oriented (step by step solutions) and Autocratic (all decision-making made by leader)

  1. People-oriented: focuses on building and maintaining relationships.
    - > The behaviors can predict leader effectiveness and can be learned
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8
Q

Contingency theories:

What type of leader is best for a given situation?

A
  • Traits and behaviors are not equally effective in all situations.
  • Ex: authoritarian leadership is good for crisis, but fails with winning “hearts and minds”.
  • The match between the leadership style and work context is important.
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9
Q

Transformational leadership

A
  • Those leaders inspire followers to transcend their self interests for the good of the organization.
  • Better than just transactional leadership:
  • -Management by exception
  • -Contingent reward
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10
Q

Charismatic Leadership

A
  • Involves attribution of heroic or extraordinary leadership abilities when followers observe certain behaviors.
  • -Vision and articulation
  • -Personal risk
  • -Sensitivity to follower needs
  • -Unconventional behavior
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11
Q

Power

A
  • The extend to which an individual can control other’s outcomes by granting or withholding ressources.
  • Low-power party is dependent on the high power party to obtain rewards or avoid punishments.
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12
Q

Definition of Conflict

A

A process that begins when one party perceives that another party has negatively affected (or is about to) something that the first party cares about.

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13
Q

View of Conflict

A
  • Traditional view: conflicts are harmful and must be avoided.
  • Human relation view: Conflict is a natural and inevitable outcome in any group
  • Interactional view:
  • -Functional conflict supports goals and improve performance in groups.
  • -Dysfunctional/ destructive conflict hinders group performance.
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14
Q

Conflict resolution strategies

A
  • Forcing: Imposing one’s will
  • Problem solving: trying to reach an agreement that satisfies both parties
  • Avoiding: avoid a conflict
  • Yielding: accepting and integrating the will of other party
  • Compromising: each party is willing to give up something.
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15
Q

Conflict resolution strategies: Assertiveness (agressiveness) vs Cooperativeness

A
  • Forcing: High Assertiveness, low cooperativeness
  • Avoiding: Low A, High C.
  • Compromising: midpoint
  • Problem solving: High A, Low C.
  • Yielding: Low A, High C.
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16
Q

What is negotiation?

A
  • A process that occurs when two or more parties decide how to allocate scarce resources.
  • Discussion between two or more parties intended to reach a beneficial agreement over one or more issues where a conflict exists.
17
Q

Bargaining strategies

A
  1. Distributive bargaining
    - Negotiating over who gets what share of a fiex pie
    - Target point: What the party would like to achieve.
    - Resistance/Reservation point: lowest acceptable outcome
  2. Integrative bargaining
    - Negotiation that seeks one or more settlements creating a win win solution.
18
Q

Negotiation term

A
  • Target point or target price: your ideal price
  • Resistance point or reservation price (RP): your bottom line or minimum acceptable agreement.
  • Bargaining zone: zone of possible agreement (ZOPA)
  • Best Alternative to a Negotiated Agreement (BATNA)
19
Q

Bargaining Zone

A
  • Bargaining Zone/ Settlement range is the space between two RPs=ZOPA
  • Aspiration range: space outside of bargaining zone for each party.
20
Q

Organizational Structure:

6 Dimensions

A
  1. Work specialization: degree to which activities in the org are divided into separate jobs.
  2. Departmentalization: basis by which jobs are grouped together and coordinate common tasks
  3. Centralization/ Decentralization: degree to which decision making is concentrated at a single point in the org.
  4. Chain of command: Unbroken line of authority. Who reports to whom.
  5. Span of control: number of subordinates that a manager directs.
  6. Formalization: degree to which jobs are standardized and there are rules and regulations
21
Q

Bureaucracy

Characteristics of organizational design

A

A typical organizational design devoted to efficiency:

  • High work specialization
  • Functional departmentalization
  • Clear chain of command
  • Narrow span of control
  • High centralization
  • High formalization
22
Q

Bureaucracy

A

It is a way of administratively organizing large numbers of people who need to work together in its ideal form.
-Bureaucracy is impersonal and rational and based on rules rather than ties of kinship, friendship, or patrimonial or charismatic authority.

23
Q

what is organizational Cultural

A

A system of shared meaning held by members that distinguishes the organization from other organizations.
Culture is a set of shared values that define what is important and norms that define appropriate attitudes and behaviors for organizational members

24
Q

Types of cultures

A
  • Strong culture: core values are crystallized and are both intensely held and widely shared throughout the organization.
  • Weak culture: Fuzzy norms and values that are not widely held and shared.
  • Dominant culture: expresses the core values a majority of members share.
  • Subcultures: develop in large organization to reflect common problems or experiences of subgroups of members.
25
Q

Creating sustainable culture

A

Philosophy of organization’s founders

  • > Selection criteria
  • > Top management & Socialization
  • > Organization culture
26
Q

Other factors that sustain culture

A
  • Structures eg. flat hierarchy
  • Systems/procedures
  • Physical space eg. offices
  • Ritual
  • Stories
  • Language
  • Symbols eg. an animal
27
Q

Why do organizations need to change?

A

Internal forces:

  • Growth of company
  • Personnel change (eg. demographic change like inmigration)

External forces:

  • Technology
  • Economy shocks (recession, crisis)
  • Competition
  • Social trends (more green)
  • World politics (conflict with Japan)
28
Q

Resistance to change

A

Our egos are fragile and we often see change as threating:

  • Organizational sources
  • Individual sources:
  • -Habit
  • -Security
  • -Economy factors
  • -Fear of the uncertainty
  • -Selective info processing
29
Q

Resistance to change:

Organizational Sources

A
  • Structural inertia: focus more on stability, control, set methodologies or routine.
  • Limited focus of change: ignoring all the interconnected factors which require change.
  • Group inertia: groups can resist change because they follow set behavioral patterns, norms or culture.
  • Threat to expertise
  • Threat to established power relationship and resource allocations
30
Q

Managing resistance to Change: Step 1

A

Step 1: Diagnose the situation

  • How much and what kind of resistance you expect?
  • What is your position towards resisters in terms of power and level of trust?
  • Who has the info about what changes are needed?
  • How urgent is the situation?
31
Q

Managing resistance to Change: Step 2

A

Step 2: Decide on the speed of change (fast/ slow?)

  • Slow change is preferred when:
  • -Resistance will be intense and extensive.
  • -You need info and commitment from others to design and implement change
  • -You have less organizational power than potential resisters.
32
Q

Managing resistance to Change: Step 3

A

Step 3: Select specific tactics

  • Education and communication
  • Participation: let them participate in the decicion process
  • Build support and commitment: Counseling, trainings to reduce anxiety
  • Develop positive relationships: people accept change when they trust managers
  • Implement changes fairly
  • Coercion: force upon the resisters (eg. negative evaluation)
  • Select people who accept change

Organization Behavior (5 decks)

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