OB Flashcards
1
Q
What is an attitude? What are the 3 components?
A
An attitude is a judgement/evaluation about something (favorable or unfavorable), it reflects how we feel about something. The 3 components are:
- Cognitive (evaluation - rational, ex: the room is too small) * This is the most important component for predicting commitment to org.
- Affective (feeling - ex: the room makes me feel sad)
- Behavior (action ex: I will not come to this room)
1
Q
What is affect? What is emotion? What is mood?
A
Affect = generic term covering a broad range of feelings, includes both emotions and moods.
Emotion = intense, discrete, short-lived feelings that are caused by a specific event. (More specific)
Moods = longer lived, and less intense feelings than emotions that often arise without a specific event. (More general)
1
Q
What is cognitive dissonance? What are the 3 factors that impact the desire to reduce dissonance?
A
Cognitive dissonance is the contradictions experienced between attitudes and behavior. People seek consistency. The desire to reduce dissonance depends on:
- The importance of the elements creating dissonance
- The degree of influence we have over the elements
- The rewards of dissonance (less distressing if accompanied by something good, like higher pay than expected)
1
Q
What is the exit - voice - loyalty - neglect framework?
A
This framework is helpful for understanding impacts of dissatisfaction.The dimensions are constructive/destructive and active/passive.
Exit - leave
Voice - actively/ constructively attempt to improve
Loyalty - passively, optimistically waiting for change
Neglect - passively allow for it to worsen, chronic absenteeism, reduced effort, etc.
1
Q
What is important to note about emotions?
A
Emotions are caused by a specific event, very brief, easy to see and hard to hide.
The universal emotions are anger, fear, saddness, happiness, digust and surprise.
Good decision making is based on emotional stable ppl.
2
Q
What is the Affective Events Theory?
A
The Affective Events Theory is a model suggesting that workplace events cause emotional reactions on the part of the employees, which then influence workplace attitudes and behaviors. The important messages are:
- emotions provide valuable insights into how workplace hassles and uplifting events influence ee performance and satisfaction.
- employees and managers shouldn’t ignore emotions or the events that cause them, even when they appear minor, bc they accumulate.
3
Q
What is the Affective Circumplex? What are some examples of high negative affect emotions? high positive affect? Low positive affect? Low negative affect?
A
Basic moods carry positive and negative affects - they cannot be neutral. Emotions are grouped into general moods.
4
Q
What is John Hollands personality -job fit theory? What are some examples of the types and career fits?
A
6 personality types: the fit between personality type and occupational environment determines satisfaction and turnover.
5
Q
What is the Myers Brigg personality framework?
A
In the Myers Brigg Type Indicator, individuals are classified at:
- Extroverted or Introverted
- Sensing or Intuitive
- Thinking or Feeling
- Perceiving or Judging
Introverted, Intuitive, Thinking, Judging = Visionaries
Extroverted, Sensing, Thinking, Judging = Organizers
Extroverted, Intuitive, Thinking, Perceiving are concepturalizers.
6
Q
What is the Big 5 Model?
A
The Big 5 model has 5 basic dimensions that underlie all personality dimensions:
a. Extraversion. Comfort level with relationships. Extroverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet.
b. Agreeableness. Individual’s propensity to defer to others. High agreeableness people—cooperative, warm, and trusting. Low agreeableness people—cold, disagreeable, and antagonistic.
c. Conscientiousness. A measure of reliability. A high conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.
d. Emotional stability. A person’s ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure.
e. Openness to experience. The range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the openness category are conventional and find comfort in the familiar.
7
Q
What is included in the Dark Triad?
A
Dark Triad.
Machiavellianism
An individual high in Machiavellianism is pragmatic, maintains emotional distance, and believes that ends can justify means. High Machs manipulate more, win more, are persuaded less, and persuade others more.
Narcissism
Narcissism describes a person who has a grandiose sense of self-importance.
Psychopathy
In the OB context, psychopathy is defined as a lack of concern for others, and a lack of guilt or remorse when their actions cause harm.
8
Q
What is situation strength theory?
A
Situation Strength Theory proposes that the way personality translates into behavior depends on the strength of the situation (degree to which norms, cues, or standards dictate behavior)
9
Q
What are terminal vs instrumental values?
A
Terminal values: refer to desirable end states of existence; the goals that a person would like to achieve during their lifetime.
Instrumental values are preferable modes of behavior or means of achieving one’s terminal values.
10
Q
What is the difference between psychology and sociology?
A
Psychology (individual study) seeks to measure, explain and sometimes change the behavior of humans and other animals.
Sociology (group) studies people in relation to their social environment or culture. Sociologists study org culture, org theory and structure, organizational technology, communication, power and conflict.
11
Q
What is included in the OB Model?
A
Inputs - Processes - Outcomes, at the individual level, group level and organizational level.
12
Q
What are some inputs in the OB Model?
A
Individual level: diversity (characteristics), personality, values
Group level: group structure, group roles, team responsibilities (assigned when a team is formed)
Org Level: structure, culture (can change over time)
13
Q
What are some processes in the OB Model?
A
Processes = the verbs: actions that individuals, groups, and orgs engage in as a result of the inputs, which lead to certain outcomes.
Individual level: emotions and moods, motivation, perception, decision making.
Group level: communication, leadership, power and politics. Conflict and negotiation.
Org Level: HR management, change practices
14
Q
What are some examples of outcomes in the OB Model?
A
Key variables that you want to explain or predict.
Individual: attitudes and stress. Job performance. Citizenship behavior. Withdrawl behavior.
Group: team performance.
Org: productivity, survival
15
Q
What is self management?
A
Self management is the ability to intentionally and strategically manage one’s behavior, effort, and emotions in the pursuit of goals. It involves building skill in self-control, self-monitoring, and self-regulation.
16
Q
What is perception?
A
Perception is defined as a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. People’s behavior is based on their perception of what reality is, and not on reality itself. What a person perceives can be substantially different from objective reality.
17
Q
What is attribution theory? What does determination depend on?
A
Attribution theory suggests that when we observe an individual’s behavior, we attempt to determine whether it was internally or externally caused (the why). If we don’t know the why, we attribute a why.
Determination depends on three factors: distinctiveness: different behaviors in different situations (when low, they are always on time)
consensus: if everyone does the same thing
consistency: same behavior everytime
18
Q
What is self - serving bias?
A
Self- serving bias is when individuals and organizations tend to attribute their own successes to internal factors, such as ability or effort, and place blame for failure on external factors such as bad luck or unproductive coworkers.
19
Q
What is halo-effect?
A
Halo effect is when we draw an impression about an individual on the basis of a single characteristic (such as intelligence, sociability or appearance). The single trait is allowed to influence the overall impression of the person being judged.
Opposite is horns effect.
A common short cut in perception.
20
Q
What is contrast effect?
A
Contrast effect is the evaluation of a person’s characteristics that is affected by comparison with other people recently encountered who rank higher or lower on the same characteristics.
A common short cut in perception.
21
What is self-fulfilling prophecy?
Self-fulfilling prophecy is when a person inaccurately perceives another person, and the resulting expectations cause the other person to behave in ways consistent with the original perception.
A common short cut in perception.
22
What is bounded reality?
Bounded reality is the process of making decisions by constructing simplified models that extract the essential features from problems w/o capturing all their complexity. The human mind cannot formulate and solve complex problems with full rationality.
Ppl seek solutions that are satisfactory and sufficient.
23
What are the 3 categories of factors that influence perception, and some examples?
24
What is the fundamental attribution error?
The fundamental attribution error is the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors (self serving bias).
25
What are the 6 steps in the rational decision making model?
Assumptions are that the decision maker: has complete info, is able to identify all relevant options in an unbiased manner, chooses the option with the highest utility.
26
What are some common bias in decision making (4)?
Overconfidence: overestimating performance and ability
Anchoring Bias: fixing on initial info as starting point and failing to adequately adjust for subsequent info
Confirmation Bias: selective perception; seek out info that reaffirms past choices and discount info that contradicts
Availability Bias: tendency for ppl to base judgements on info that is readily available
27
What is the 3 stage model of creativity?
We can define creative outcomes as ideas or solutions judged to be novel and useful by relevant stakeholders. Novelty itself does not generate a creative outcome if it isn’t useful; thus, “off-the-wall” solutions are creative only if they help solve the problem. Softs skills help translate ideas into results. Another important factor is organizational climate. A study of health care teams found that team creativity translated into innovation only when the climate actively supported innovation.
28
What is the two factor theory?
The two factor theory, also called motivation - hygiene theory is a theory of motivation. It is one of the early theories of motivation.
Herzberg suggested that the opposite of "satisfaction" is "no satisfaction," and the opposite of "dissatisfaction" is "no dissatisfaction." Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. When hygiene factors are adequate, people will not be dissatisfied; neither will they be satisfied.
To motivate, you must emphasize intrinsically rewarding factors that are associate with the work itself.
The two-factor theory proposes that the factors that lead to job satisfaction are separate and distinct from those that lead to job dissatisfaction.
29
What is the cognitive evaluation theory?
The cognitive evaluation theory hypothesizes that extrinsic rewards will reduce intrinsic interest in a task.
30
What is the rewards-personal goals relationship in expectancy theory?
According to expectancy theory, the rewards-personal goals relationship indicates the degree to which organizational rewards satisfy an individual's personal goals or needs and the attractiveness of those potential rewards for the individual. If an employee puts in extra effort to be relocated to the Paris office but instead is transferred to Beijing, then it indicates a weak rewards-personal goals relationship.
31
What is equity theory? What does it have to do with organizational justice?
Equity theory states that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. Employees perceive what they get from a job situation (salary levels, raises, recognition) in relationship to what they put into it (effort, experience, education, competence) and then compare their outcome-input ratio with that of relevant others.
Equity theory's propositions have not all held up; however, the hypothesis served as an important precursor to the study of organizational justice, or more simply fairness, in the workplace.
32
What is included in McClelland's Theory of Needs?
An early theory of motivation that focuses on three needs:
Need for achievement (those who are high in this need, exhibit more positive moods, greater interest in tasks, perform well in high-stakes conditions)
Need for power
Need for affiliation
33
What is self-determination theory?
Self-determination theory is a theory of motivation that says employees' wellbeing and performance are influenced by the nature of their motivation for certain job activities. People prefer to feel as though they have control over their actions.
34
What is cognitive evaluation theory?
Cognitive evaluation theory is a theory of motivation that says when ppl are paid for work, it feels less like something they want to do and more like something they have to do.
35
What does studying motivation theory tell us?
It means that individuals should choose jobs for reasons other than extrinsic rewards.
Organizations should provide both intrinsic and extrinsic incentives.
36
What is self-concordance theory?
Self-concordance theory considers how strongly ppl's reasons for pursing goals are consistent with their interests and core values. There are two basic physiological needs that affect work motivation: need for autonomy and need for competence.
37
What is social-learning theory?
Social-learning theory states that we can learn through both observation and direct experience. Behavior is a function of consequences.
38
What are the 3 relationships of expectancy theory?
Expectancy theory: a tendency to act in a certain way depends on an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
Three relationships:
Effort–performance relationship: the probability perceived by the individual that exerting a given amount of effort will lead to performance;
Performance–reward relationship:the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome
Rewards–personal goals relationship:the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.
39
What is MBO?
MBO is management by objectives: a program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goals progress.
40
What is included in the Model of Organizational Justice? What is important to remember here?
Today one of the most theories of motivation, if ees perceive higher organizational justice, they are more motivated (nothing to do with pay).
41
What is the job characteristics model?
Job Characteristics model is a way to design jobs that allows ees to acquire a wide set of skills in a wide set of ways.
The job characteristics model (JCM) describes jobs in terms of five core job dimensions:
skill variety, the degree to which a job requires a variety of activities;
task identity, the degree to which a job requires completion of a whole and identifiable piece of work;
task significance, the degree to which a job has an impact on the lives or work of other people;
autonomy, the degree to which a job provides the worker freedom in scheduling; and
feedback, the degree to which carrying out work activities generates direct and clear information about performance.
The first three dimensions in JCM, skill variety, task identity, and task significance, combine to create meaningful work that the worker will view as important, valuable, and worthwhile.
Core dimensions can be combined to make a single predictive index called the motivating potential score.
42
What is relational job design?
How can managers design work so employees are motivated to promote the well-being of the organization's beneficiaries (customers, clients, patients, and employees) is described as relational job design. Relational job design shifts the spotlight from the employee to those whose lives are affected by the job that employee performs.
43
What is job enrichment?
Job Enrichment is increasing a job's high level responsibilities to increase intrinsic motivation. Effective at reducing turnover.
44
What are some examples of employee involvement programs?
Employee involvement is a participative process that uses employees' input to increase their commitment to the organization's success. Examples:
Participative management: joint decision making, trust and confidence in leaders is essential.
Representative participation: workers represented by a small group of ees who participate in decision making (work councils, board representatives).
45
What is social categorization?
Social categorization explains why people categorize others as belonging to different groups.
46
What are the steps of temporary groups with finite deadlines, in their actions? The punctuated-equilibrium model.
Temporary groups with finite deadlines pass through a unique sequencing of actions (or inaction): (1) Their first meeting sets the group's direction, (2) the first phase of group activity is one of inertia and thus slower progress, (3) a transition takes place exactly when the group has used up half its allotted time, (4) this transition initiates major changes, (5) a second phase of inertia follows the transition, and (6) the group's last meeting is characterized by markedly accelerated activity.
47
What are the stages of an alternate model of the punctuated-equilibrium model?
Alternative models suggest that teams progress through a formation stage, a conflict resolution or "storming" stage, a "norming" stage where members agree on roles and make decisions, and a "performing" stage where members begin to work collaboratively. The forming, storming, norming, and performing stages may occur at phase one of the punctuated-equilibrium model, while a second performing and conforming stage may occur in the second phase, following a short period of reforming group norms and expectations.
48
What is status derived from?
According to status characteristics theory, status tends to derive from one of three sources:
the power a person wields over others;
a person's ability to contribute to a group's goals; and
an individual's personal characteristics (special talent, intelligence, money, or a friendly personality).
49
What is group shift?
A disagreement. Group polarization.
Groupshift is a change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk, but it generally is toward a more extreme version of the group's original position.
50
What is the nominal group tecnique?
The nominal group technique is a group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.
51
What is social identity theory?
Social identity theory considers when and why individuals consider themselves members of groups. People have emotional reactions to the failure or success of their groups because their self esteem gets tied to the performance of the group.
Relationship identification (connect with others bc of our roles) and collective identification (we connect with the aggregate characteristics of our groups.)
52
What is the relationship between group cohesion, performance norms and productivity?
Productivity is highest when performance norms and group cohesion are highest.
53
What are the 2 techniques for group decision making?
- Brainstorming (can help overcome pressure for conformity)
- Nominal Group technique (restricts discussion or interpersonal communication during decision making process)
-
54
What is a work group?
A work group is defined as a group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. They have no need or opportunity to engage in collective work that requires joint effort.
55
What is a work team?
Today most organizations use teams. Teams are more flexible and responsive to changing events than traditional departments or other forms of permanent groupings. A work team generates positive synergy through coordinated effort.
Work teams aim at the goal of collective performance, apply complementary skills, and promote individual and mutual accountability for group results.
56
What are the 4 types of teams?
1 - Problem Solving: were permanent teams that generally met at a regular time, sometimes weekly or daily, to address quality standards and any problems with the products made. Problem-solving teams rarely have the authority to implement their suggested actions. key point = skill of individual w/in team.
2 - Self Managed Teams: a lot of decisions made by team, power to find mutual agreement. it is risky (you need mature ppl), but when it works, very effective.
3 - Cross-functional team: diff units w/in org, but similar to problem solving.
4 - Virtual Teams
57
What are the 3 parts of the Team Effectiveness Model?
We can organize the key components of effective teams into three general categories:
First are the resources and other contextual influences that make teams effective.
The second relates to the team’s composition.
Finally, process and state variables are events within the team that influence effectiveness.
58
What are some of the key roles in a team?
A leader who guides and facilitates.
A motivator who encourages and energizes.
A socializer who praises, supports, and empathizes.
A coordinator who organizes, plans, and arranges.
A cooperator who participates, listens, and enhances.
A shepherd who guides and facilitates group inputs, processes, and output.
An evaluator who monitors performance and progress.
A problem-solver who innovates and clarifies.
A producer who performs and executes.
The other roles are as follows.
A dominator who domineers, aggravates, and defies.
A critic who antagonizes and criticizes.
A shirker who avoids responsibilities and seeks empathy.
A detractor who withdraws, complains, and downplays.
59
What are mental models?
The members of an effective team share accurate mental models. In other words, they share an understanding of the key elements within their task environment. Teams should also develop transactive memory systems, which represent the ways in which team members collect, integrate, generate, and distribute knowledge to develop a shared understanding of their environment.
60
What are the 3 ways to create team players?
Selecting: hire team players
Cluster hiring (already existing team)
Training: create team players
Rewarding: incentives to be a good team player`
61
What is reflective listening?
Reflective listening involves sensing (actively sensing oral and nonverbal communication), processing (assigning meaning and value to messages; ascertaining subtle or covert messages), and responding (responding timely; expressing engagement orally and non-verbally.)
62
What are the 5 approaches to cross cultural communication? What steps can you take to improve communication with ppl from other cultures?
The five approaches to cross-cultural interaction are:
avoiding (putting aside cultural preferences, values, practices, or customs often for tactical or strategic reasons);
imposing (asserting one's own cultural preferences, values, practices, and customs without acknowledging others' cultural approaches);
embracing: autonomy to local coms, style to local country, (putting aside one's own cultural preferences, values, practices, and customs in order to acknowledge or embrace others' cultural approaches);
synergizing (celebrating both interaction partners' cultural preferences, values, practices, and customs, often in an improvisational or flexible way);
compromising / synergizing: (treating the cultural interaction as a give-and-take, recognizing when cultural preferences, values, practices, and customs conflict and embracing some and putting aside others in order to reduce conflict).
In cross cultural communication, semantics can lead to differences in interpretation of language. Words mean different things to different people, particularly people from different cultures.
Fred Casmir, a leading expert in intercultural communication research recommends taking the following steps to improve communication with people from a different culture: Prior to the interaction. 1) Know yourself. 2) Foster a climate of mutual respect, fairness, and democracy. During the interaction. 3) Consider the other person's viewpoint. 4) Learn from misunderstandings. After the interaction, 5) Proactively maintain the identity and culture of the group. 6) Learn from all intercultural interactions
63
What is the Fiedler contingency model?
The Fiedler contingency model proposes that group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control.
Leaders can identify what behavior is needed in certain contexts:
Style: Task oriented (defining structure, procedures, rules)
Style: Relationships (motivating ppl)
Fiedler identified three contingency or situational dimensions in which certain types of leaders might excel or fail, including leader-member relations, task structure, and position power.
Task structure is the degree to which job assignments are regimented (that is, structured or unstructured). Leaders who are task-oriented, Fiedler proposes, perform best when the situation is very favorable or very unfavorable.
64
What is the focus of Situational leadership theory?
Situational leadership theory (SLT) focuses on the followers. It says successful leadership depends on selecting the right leadership style contingent on the followers' readiness, or the extent to which they are willing and able to accomplish a specific task.
65
What are some characteristics of charismatic leaders?
charismatic leaders: they have a vision, they are willing to take personal risks to achieve that vision
ppl are especially receptive to charismatic leadership when they are under stress or there is a crisis
66
What is the attribution theory of leadership?
The attribution theory of leadership says leadership is merely an attribution people make about other individuals. Thus, we attribute to leaders intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness. At the organizational level, we tend to see leaders, rightly or wrongly, as responsible for extremely negative or extremely positive performance.
Attribution theory suggests what's important is projecting the appearance of being a leader rather than focusing on actual accomplishments. Leader-wannabes who can shape the perception that they're smart, personable, verbally adept, aggressive, hardworking, and consistent in their style can increase the probability their bosses, colleagues, and employees will view them as effective leaders.
67
In which situations are leader's actions irrelevant?
A theory of leadership suggests that in many situations, leaders' actions are irrelevant. Experience and training are among the substitutes that can replace the need for a leader's support or ability to create structure. Organizational characteristics such as explicit formalized goals, rigid rules and procedures, and cohesive work groups can also replace formal leadership.
Neutralizers make it impossible for leader behavior to make any difference to follower outcomes. Indifference to organizational rewards can neutralize the effects of leadership.
68
What do the behavioral theories of leadership imply?
The behavioral theories of leadership imply that we can train people to be leaders: two behaviors accounted for the most leadership behavior:
Initiating structure: structure is the extent to which a leader defines and structures his or her role and those of subordinates to facilitate goal attainment. It includes behavior that attempts to organize work, work relationships, and goals.
Consideration: is the extent to which a leader has job relationships that are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.
69
What are some types of transformational leaders?
Transformational Leader
Idealized Influence:
Provides vision and sense of mission, instills pride, gains respect and trust.
Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.
Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.
(non transformational):
Laissez-Faire Leader
Laissez-Faire: Abdicates responsibilities, avoids making decisions.
Transactional Leader
Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.
Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action.
Management by Exception (passive): Intervenes only if standards are not met.
70
What is the most important aspect of power? How does it differ from leadership?
Probably the most important aspect of power is that it is a function of dependence. Power does not require goal compatibility, just dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led. For a power situation to exist, one person or group needs to have control over resources the other person or group values.
71
Which type of power dampens the effects of other types of power?
Legitimate power can dampen the effect of other forms of power. For instance, when an employee stands up against something unethical, they are less likely to suffer the consequences of others' coercive power (e.g., sanctioning, ostracism, etc.) when they, themselves, are high in legitimate power.
72
What is ingratiation?
Ingratiation is defined as using flattery, praise, or friendly behavior prior to making a request, hoping that the kindness will help get what is desired.
Conformity is a form of ingratiation. It is agreeing with someone else in order to get their approval.
73
What type of an influence tactic is effective across organizational levels?
The effectiveness of some influence tactics depends on the direction of influence. For instance, rational persuasion is the only tactic effective across organizational levels.
74
What is the zero sum approach?
The zero-sum approach treats the amount allocated for rewards as fixed, so any gain one person or group achieves has to come at the expense of another person or group.
75
What is integrative bargaining? What is distributive bargaining?
Integrative bargaining is characterized by a goal of expanding the pie so that both parties are satisfied, a win-win motivation, interests focus, congruent interests, high information sharing, and long-term relationships.
In distributive bargaining, negotiation seeks to divide up a fixed amount of resources into a win-lose situation.
76
What are the 5 steps of the negotiating process?
The negotiation process is made up of five steps: (1) preparation and planning, (2) definition of ground rules, (3) clarification and justification, (4) bargaining and problem solving, and (5) closure and implementation.
77
What is BATNA?
As part of your strategy, you should determine your and the other side's best alternative to a negotiated agreement (BATNA). Your BATNA determines the lowest value acceptable to you for a negotiated agreement.
78
What are the 3 types of conflicts?
Task conflict relates to the content and goals of the work. (functional)
Relationship conflict focuses on interpersonal relationships. (how we work, this is always an issue)
Process conflict is about how the work gets done.
79
What are the 5 stages of the conflict process?
80
What are the 5 conflict-handling intentions?
81
What are the 7 elements of organizational structure?
82
What is the matrix structure in organizational design?
The matrix structure breaks the unity of command concept and increases ambiguity about who reports to whom. The strength of the matrix is its ability to facilitate coordination when the organization has a number of complex and interdependent activities.
The major disadvantages of the matrix lie in the confusion it creates its propensity to foster power struggles, and the stress it places on individuals. Without the unity-of-command concept, ambiguity about who reports to whom is significantly increased and often leads to conflict.
83
What is the virtual structure in organizational design?
A virtual structure is sometimes called a network structure. In structural terms, the virtual structure is highly centralized, with little or no departmentalization. In a virtual structure, roles, goals, and responsibilities tend to be unclear. The major advantage of the virtual structure is its flexibility.
Virtual structures' drawbacks have become increasingly clear as their popularity has grown. They are in a state of perpetual flux and reorganization, which means roles, goals, and responsibilities are unclear. This sets the stage for political behavior.
84
What is the mechanistic model of organizational design?
The mechanistic model is generally synonymous with the bureaucracy in that it has highly standardized processes for work, high formalization, and more managerial hierarchy. It is characterized by extensive departmentalization, high formalization, a limited information network, and centralization.
85
What are the 3 dimensions of an organization's environment?
Any organization's environment has three dimensions: capacity, volatility, and complexity.
Capacity refers to the degree to which the environment can support growth.
Volatility describes the degree of instability in the environment.
Complexity is the degree of heterogeneity and concentration among environmental elements.
86
What is boundary spanning?
Boundary spanning occurs when individuals form relationships with people outside their formally assigned groups.
One way to overcome compartmentalization and retain the positive elements of structure is to encourage or create boundary-spanning roles.
Positive results are especially strong in organizations that encourage extensive internal communication; in other words, external boundary spanning is most effective when it is followed up with internal boundary spanning.
Organizations can use formal mechanisms to facilitate boundary-spanning activities. One method is to assign formal liaison roles or develop committees of individuals from different areas of the organization. Development activities can also facilitate boundary spanning. Employees with experience in multiple functions, such as accounting and marketing, are more likely to engage in boundary spanning.
Job rotation programs.
87
What are the 3 focuses/dimensions of strategy frameworks?
An organization’s structure is a means to help management achieve its objectives. Objectives derive from the organization’s overall strategy. Structure should follow strategy. Most current strategy frameworks focus on three strategy dimensions—innovation, cost minimization, and imitation—and the structural design that works best with each.
An innovation strategy means a strategy for meaningful and unique innovations. This strategy may appropriately characterize 3M Company.
A cost-minimization strategy tightly controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a basic product. This describes Walmart’s strategy.
An imitation strategy tries to copy successful ideas of innovators and capitalize on the best of both in order to minimize risk and maximize opportunity for profit. It moves into new products or new markets only after viability has been proven by innovators, for example, when manufactures mass-market fashion goods that are rip-offs of designer styles.
88
What are the 4 types of culture frameworks?
A common culture framework groups organizations into one of four types, each which has its own assumptions, beliefs, values, artifacts, and even criteria for effectiveness:
1. “The Clan.” A culture which is based on human affiliation. Employees value attachment, collaboration, trust, and support. Best for innovation.
2. “The Adhocracy.” A culture which is based on change. Employees value growth, variety, attention to detail, stimulation, and autonomy.
3. “The Market.” A culture which is based on achievement. Employees value communication, competence, and competition.
4. “The Hierarchy.” A culture which is based on stability. Employees value communication, formalization, and routine.
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What are the 3 categories of Organizational Culture Inventory groups?
The Organizational Culture Inventory groups cultures into three categories:
(1) constructive cultures that value affiliation, encouragement, and achievement;
(2) passive-defensive cultures that avoid accountability, seek validation and approval from others, and are conventional; and
(3) aggressive-defensive cultures that are competitive, perfectionist, and power-oriented.
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What are the types of ee socialization?
In random socialization, role models are deliberately withheld. New employees are left on their own to figure things out.
Informal socialization involves putting the new employee directly into the job, with little or no special attention.
Investiture socialization assumes that the newcomer's qualities and qualifications are the necessary ingredients for job success, so these qualities and qualifications are confirmed and supported.
Divestiture socialization tries to strip away certain characteristics of the recruit. Fraternity and sorority pledges go through divestiture socialization to shape them into the proper role.
Serial socialization is characterized by the use of role models who train and encourage a newcomer. Apprenticeship and mentoring programs are examples.
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What are social sustainability practices?
Social sustainability practices address the ways social systems are affected by an organization's actions over time and, in turn, how changing social systems may affect the organization. Organizations should consider the effect of their labor practices on people over time, such as how job design (e.g., working hours) affects stress and health, how layoff policies and health insurance affect employees' well-being, and so on.
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What is deep level diversity?
Deep-level diversity comprises differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better.
Surface-level diversity refers to differences in easily perceived characteristics, such as gender, race, ethnicity, age, and disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes.
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What is included in the Hofstede framework?
What is included in the GLOBE framework?
Hofstede is comprised of power distance, uncertainty avoidance, long-term orientation, collectivism, and masculinity.
The GLOBE framework is comprised of power distance, uncertainty avoidance, future orientation, institutional collectivism, in-group collectivism, gender egalitarianism, assertiveness, humane orientation, and performance orientation.
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What is the difference between disparate impact and disparate treatment?
Thinking of discrimination:
Disparate impact = unintentional
Disparate Treatment = Intentional
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What are the two types of change?
Planned Change
Emergent Change (not intentional, company must adapt)
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How do you work on the resistance to change?
Participation in change, makes for less resistance.
Unfreeze - move - refreeze
Freeze = the desired state
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What is Kotter's model?
Kotter's model of change is based on 8 steps : small wins, don't do everything at the same time. Celebrate wins as you move into the right direction.
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What are the steps of the hiring process?
initial selection: decide whether an applicant meets the basic qualifications for a job.
If an applicant passes the initial screens, next are substantive selection methods. These are the heart of the selection process and include written tests, performance tests, and interviews.
Intelligence tests have proven to be particularly good predictors for jobs that include cognitively complex tasks. Many experts say intelligence tests are the single best selection measure across jobs and that they are at least as valid in the European Union (EU) nations as in the United States.
Performance-simulation tests have higher face validity (which measures whether applicants perceive the measures to be accurate).
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What are the three areas that performance management focuses on?
Performance management focuses on three primary areas (described in the introductory chapter): job performance, organizational citizenship behavior (OCB), and counterproductive work behavior (CWB).
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