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172 Cards in this Set
- Front
- Back
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What is information dependence? |
Reliance on others for information about how to think, feel and act. |
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What is effect dependence? |
Reliance on others due to their capacity to provide rewards and punishments. |
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What are the motives for social conformity? |
1. Compliance
2. Identification
3. Internalization |
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What is power? |
The capacity to influence others who are in a state of dependence. |
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What are four traits of power? |
1. It is not always perceived or excercised.
2. It does not imply a poor relationship between the powerholder and the target of power.
3. Power can flow in any direction in an organization.
4. Power applies to both individuals and groups. |
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What are the five bases of individual power (French and Raven, 1959)? |
1. Legitimate Power 2. Reward Power 3. Coercive Power 4. Referent Power 5. Expert Power |
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What comes from legitimate power? |
Compliance. |
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What comes from coercive power? |
Resistance. |
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What comes from expert power? |
Identification. |
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What comes from referent power? |
Worship. |
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What comes from reward power? |
Internalization. |
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What forms of power exude the highest level of commitment from staff? |
Expert and referent power. |
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What shape would the graph of performance contrasted against power take? |
A semi-circle in which performance is most effective when empowerment is reached through sufficient use of power is enacted, being nither inadequate or excessive. |
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What are influence tactics?
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Specific behaviours that powerholders use to affect others. They convert power into actual influence over others.
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What are the six kinds of influence tactics? |
1. Assertiveness 2. Ingratiation 3. Rationality 4. Exchange 5. Upward appeal 6. Coalition forming
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Expert power should be converted into influence through the use of _______________ ? |
Rationality |
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Legitimate power should be converted into influence through the use of _______________ ? |
Assertiveness |
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Referent power should be converted into influence through the use of _______________ ? |
Ingratiation |
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Reward power should be converted into influence through the use of _______________ ? |
Exchange |
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What is organizaional culture? |
A set of shared values, beliefs, and norms that influence the way employees think, feel, and behave towards each other and towards people outside the organization. |
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What are three attributes of organizational culture? |
1. It feels like the style, atmosphere, or personality of the organization. 2. It is the way of life of the organization. 3. It is very hard to change. |
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What is a subculture? |
Smaller cultures that develop within a larger organizational culture that are based on differences in training, occupation, or departmental goals. |
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What do effective organizations do to address subcultures?
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Develop an overarching culture to manage differences between subcultures.
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How do employees learn organizational culture (how is it transmitted)? |
1. Formal socialization practices. 2. The organizational language. 3. Signs, symbols, stories. 4. Ceremonial rites and ceremonies. |
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A strong culture, where beliefs, values and norms of an organizational culture are intense and pervasive occurs when...
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1. It is strongly supported and enforced by a majority of orgnaizational members.
2. Has a great impact on the thoughts and behaviours of organizational members. |
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How do you strengthen a culture? |
1. Through the founder's values and mythical stories about them. 2. When socialization is done very methodically (e.g. military) |
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What are the advantages of a strong culture?
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1. Coordination: Overarching values and assumptions of strong cultures can facilitate communication and coordination.
2. Conflict resolution: Sharing core values is a powerful mechanism for resolving conflicts. 3. Financial success: Strong cultures contribute to financial success and organizational effectiveness when the culture supports the mission, strategy, and goals of the organization. |
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What are the problems with a strong culture? |
1. Resistance to change: harder to change. 2. Culture Clash if a merger/acquisition happens: Strong cultures mix badly. 3. Pathological: being too confident, having norms of secrecy or deception, blind obedience valued. |
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True or False: An organization has to be big in order to have a strong culture. |
False. |
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True or False: A strong culture will always result in blind conformity. |
False. |
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True or False: Strong cultures are associated with greater success and effectiveness. |
True. |
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What were the three traits about strong cultures you just reviewed?
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1. An organization does not have to be big to have a strong culture.
2. Strong cultures do not necessaily result in blind conformity. 3. Strong cultures are associated with greater success and effectiveness. |
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What are organizational ethics?
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Systematic thinking about the moral consequences of decisions, where moral consequences result in harm to stakeholders.
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What percentage of managers report being pressured to compromise ethical standards when making organizational decisions?
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40-90%
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What are some of the causes of unethical decisions and behaviours?
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- Pressure from above.
- Feeling morally superior (self-serving bias). - Temptation (easy gain). - Role conflict (protecting customers vs cutting costs). - Competition. - Bad organizational culture (values and norms). - Industy culture. - Strong economic value orientation. |
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What are some solutions to ethical dilemmas? |
1. Have a corporate code of ethics. 2. Train and educate your employees, set an example. 3. Identify stakeholders, costs, and benefits of decision alternatives to them. 4. Give employees a means of reporting unethical behaviour. 5. Make sure unethical behaviour is not reinforced and punish unethical behaviour harshly. |
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What is whistle blowing? |
The disclosure of illegitimate practices by current or former organizational member to some person or organizaion that might be able to take action to correct these practices. |
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What is sexual harassment? |
A form of unethical behaivour that stems, in part, from the abuse of power and perpetuation of gender power imbalance. |
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What does sexual harassment involve? |
Coercision of sexual cooperation by threat of job-related consequences (quid pro quo harassment) and unwanted and offensive sex-related verbal or physical conduct (hostile work environment). |
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What are the results of sexual harassment to the organization. |
Legals costs, lower productivity, increased absenteeism and turnover. |
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Who are the most frequent perpetratos of sexual harassment? |
Co-workers. |
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The most severe forms of sexual harassment are committed by ____________ ?
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Supervisors.
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Where is sexual harassment most prevalent? |
In male-dominated industires and organizations in which men attempt to maintain their domonance relative to women, but also relative to sexual orientation. |
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What is the Deaf Ear Syndrome? |
The inaction or complacency of organizations in the face of charges of sexual harassment. |
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Why do organizations fail to respond to sexual harassment? |
1. Inadequat organizational policies and procedures for managing harassment complaints. 2. Defensive managerial reactions. |
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What are factors for organizations to successively respond to sexual harassment? |
1. Top management commitment. 2. Provide comprehensive education programs. 3. Continuously monitor the work environment. 4. Respond to complaints in a thorough and timely manner, and act uniformly and effectively. 5. Have clear policies and confidential reporting procedures. |
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What is leadership? |
The influence that particular individuals exert on the goal achievement of others in an organizational context. It is the use of non-coercive influence to direct and corrdinate activities of group members to meet a goal.
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What are traits associated with effective leadership? |
- Intelligence - Energy - Self-confidence - Dominance - Motivation to lead - Emotional stability - Honesty and Integrity - Need for Achievement |
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What are the two leadership behavioural styles? |
1. Consideration 2. Initiating structure |
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What are the three traits of the consideration leadership behavioural style? |
1. Concerned with reducing tension, patching up disagreements, settling arguments and maintaining morale. 2. The extent to which a leader is approachable and shows personal concern for subordinates. 3. Oriented towards the PERSON. |
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What are the three traites of the initiating structure?
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1. Concerned with accomplishing a task by organizing others, planning strategy and dividing labour.
2. The degree to which a leader concentrates on a group goal attainment. 3. Oriented toward TASK. |
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What are the determinates of whether to use a consideration of initiating structure leadership style? |
1. Characteristics of the subordinates. 2. Nature of the task. 3. Characteristics of the organization.
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When should you use initiating structure leadership (task)? |
1. When subordinates are under a high degree of pressure due to deadlines, unclear tasks, or external threat. 2. When the lack of knowledge how to perform a job or the job and methods are vague. |
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When should you use consideratoin leadership (person)? |
1. When the goals and methods of performing the job are very clear and certain. 2. When they need moral support. |
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What are the four types of leader behaviours?
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1. Participative behaviour.
2. Achievement-oriented behaviour. 3. Directive behaviour. 4. Supportive behaviour. |
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There are two styles of leadership that are associated with subordinate characteristics, what are the characteristics and associated leadership styles? |
1. Subordinates who are high in need for achievement should work well under achievement -oriented leadership. 2. Subordinates who preer being told what to do, or who have low ability/confidence should respond best to directive leadership.
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There are two styles of leadership that are associated with task elements, what are the elements and associated leadership styles? |
1. Challenging and ambiguous tasks require directive and participative leadership. 2. Frustrating or boring jobs require supportive leadership. |
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What is participative leadership? |
Involving subordinates in making work-related decisions. |
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What are the three potential advantages of participative leaderhsip? |
1. Increases in motivation through goal acceptance and interest. 2. Enhances quality when subordinates are knowledgable and feel empowered. 3. Involves acceptance through fairness. |
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What are the four potentia problems of participative leadership? |
1. Time and energy 2. Less power 3. Lack of receptivity (trust) 4. Lack of knowledge |
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What is transformational leadership? |
Providing followers with a new vision that instills true commitment, i.e. belief and attitude change in line with vision. |
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What is transactional leadership? |
Exchanges between leaders and followers where subordinate behaviours are aligned to orgnaizational goals. |
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What are the four qualities of transformational leaders? |
1. Idealized influence (charisma). 2. Inspirational motivation. 3. Intellectual stimulation. 4. Individualized consideration. |
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What does transformation leadership involve? |
1. Increasing people's self-efficacy and self-worth (competence). 2. Increasing feelings of belongingness to a group and a cause (relatedness). 3. Increasing personal meaning attached to a collective goal (autonomy). |
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What are the four types of transactional leadership? |
1. Contingent Reward Leader 2. Active Management by Exception Leader 3. Passive Management by Exception Leader 4. Lassez-Faire Leader |
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What is Contingent Reward Leadership? |
Assign people to tasks in return for reward/recognition (based on exchange). |
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What is Active Management by Exception Leadership? |
Actively monitoring people's behaviour to avoid deviance. Punish when deviant. |
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What is Passive Management by Exception Leadership? |
Wait for deviance and consequences to occur before taking corrective measures. |
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What is Lassez-Faire Leadership? |
Avoid one's leadership role and responsibilities, do not make decisions, delay action, do not use one's authority when needed. |
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What is the Mum Effect? |
The reluctance of an individual to relay negative information for fear of the consequences (shooting the messenger). |
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What is Upward Communication? |
Upward Communication is the process of information flowing from the lower levels of a hierarchy to the upper levels. It is more and more popular in organizations as traditional forms of communication are becoming less popular. It helps employees to express their requirements, ideas, and feelings. Upward contribution is the core contributor of business process re-engineering in many organisations. Upward communication is very widely used nowadays as part of whistle blowing policy in many large organisations. Hence it is used as a fraud prevention tool as well. |
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What is Downward Communication? |
The flow of information from higher levels of management to subordinate individuals working within an organization. |
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What is Horizontal Communication? |
Horizontal communication is the transmission of information between people, divisions, departments or units within the same level of organizational hierarchy. |
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What are the five stages of group development? |
1. Forming 2. Stroming 3. Norming 4. Performing 5. Adjourning |
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What occurs in the forming stage of group development? |
The situation is often ambiguous and members are aware of their dependency on eath other. |
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What occurs in the storming stage of group development? |
Conflict emerges as roles and responsibilities are sorted out. |
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What occurs in the norming stage of group development? |
Members resolve issues provoked by storming and develop social consensus. |
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What occurs in the performing stage of group development? |
The group devotes its energies toward task accomplishment. |
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What occurs in the adjourning stage of group development? |
After achieving their goals, they disperse. Rites and rituals to affirm performance. |
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What is the Punctuated Equilibrium Model (Gersick, 1989). |
A two phase (plus midpoint) explanation of the process of events that occur when a group is working with a deadline. |
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What occurs in Phase 1 of the Punctuated Equilibrium Model? |
1. Set the agenda for what happens 2. Develop ideas, methods, and impressions 3. Gather information and hold meetings, but with little progress. |
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What occurs at the Midpoint Transition of the Punctuated Equilibrium Model? |
1. It occurs at exactly the halfway point in time towards the groups deadline. 2. Marked change in groups performance. 3. The group may seek outside advice. 4. It consolidates aquired information or even marks a completely new approach. 5. It crystalizes the group's activities. |
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What occurs in Phase 2 of the Punctuated Equilibrium Model? |
1. Decisions and approached adopted at the midpoint are implemented. 2. Inal meeting: peak of activity and concern for how outsides will evaluate the product. |
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What are the impacts of a groups size increasing? |
1. As size increases, satisfaction decreases. 2. Lower opportunity for friendship. 3. Means more different viewpoints. 4. Inhibits participation. 5. Individuals do not identify with group success (but can hide in crowd when there is failute). |
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What is an additive task? |
Tasks in which group performance is dependent on the sum of the performance of individual group members. Ex. Bucket lines to put out a fire or sandbagging to create flood levees. |
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What is a disjunctive task? |
Tasks in which group performance is dependent on the performance of the best group members. Ex. A design competition with the best design being selected for a contract. |
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What is a conjunctive task? |
Tasks in which group performance is limited by the performance of the poorest group members. Ex. A team of hikers ascending a mountain. |
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What are the complications of diverse groups? |
1. More difficult to communiciate 2. More difficult to increase cohesion. 3. Takes longer to go through stages of developement. |
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When will a diverse produce superior results? |
When the task requires creativity, flexibility, complex problem-solving. |
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What are the benefits homoeneous groups? |
1. Collegiality amonst group members. 2. Information sharing. 3. Low levels of conflict. 4. Few coordination problems. |
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What are the benefits of heterogeneous groups? |
1. Diversity of views represented. 2. High performance. 3. Variety of resources. |
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What is a group norm? |
A collective expectation that members in a group have regarding each other's behaviour. - What members should or should not do. - Standards to evaluate their behaviour. - Unconscious: not always aware of it. |
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What are examples of group norms? |
- Office dress - How to address your boss (first name, last, Mr) - When should you be at work - How much should you work (performance norm) |
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What is a role? |
A role is a position in a group that carries a set of expectations. It is a package of norms for a particular member. It can be formally assigned through a prescrption from an organization or it can emerge naturally to meet the needs of the organization. |
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What is group cohesiveness? |
The degree to which a group is especially attractive to its members. It is the extent to which members fell like they are close to each other. It is the feeling of WEness. |
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What are the traits of the three levels of cohesiveness? |
Low cohesiveness: Information flows slowly; group has little influence; group tens not to achieve its goals. Moderate cohesiveness: Group memers work well together; there is good communication and participation; group is able to influence its members' behaviour; group tends to achieve its goals. Very high cohesiveness: Group members socialize excessively; high level of conformity; group achieves its goals at expense of other groups. |
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What are the six factors that influence cohesiveness? |
1. Size: small groups tend to me more cohesive. 2. Stability: low member turnover. 3. Diversity: similarity leads to understanding. 4. Isolation: only source of information and support. 5. Status of group: increases attractiveness. 6. Threat of competition: WE against THEM. 7. Success: More attractive and successful. |
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What are the consiquences of cohesiveness? |
1. More participation in group activities. 2. More conformity. 3. More success (perhaps resulting from better performance). 4. Group-serving bias. |
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What is social loafing? |
Sometimes, people perform worse in the presence of other people because it is less likley that their individual performance will be evaluated. |
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What are examples of social loafing related experiments? |
Ringelmann (1913) - Noted the diminishing effort people put into rope pulling as the group grew. Latane, Williams, & Harkins (1979) - People shouted/clapped less when in a group then when alone. |
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What are ways in which you can counteract decrements in groups (due to social loafing)? |
1. Make individual performance more visible (e.g. smaller groups). 2. Make sure that the work is interesting. 3. Increase feelings of indispensability. 4. Make group performance matter. |
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What is decision making? |
The process of developing a commitment to some course of action. It is the process of problem solving where there is a perceived gap between as existing state and a desired state. |
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What is a well-structured problem? |
A problem for which the existing state is clear, the desired state is clear and how to get from one state to another is fairly obvious. |
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What is an ill-structured problem? |
A problem for which the existing and/or desired states are unclear, and the method of getting to the desired state (even if clarified) is unknown. |
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What is a Perfect Rationality (of the Economic Person)? |
It refers to a decision strategy that is completely informed, perfectly logical, and oriented toward economic gain. |
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What assumtions are made about the "Economic Person"? |
1. They can gather information without costs. 2. They are completely informed. 3. They are perfectly ogical. 4. They have only one criterion for decision-making: Economic Gain! |
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What are the seven steps of the decision-making model? |
1. Identify problem. 2. Search for relevant information. 3. Develop alternative solutions to the problem. 4. Evaluate alternative solutions. 5. Choose best solution. 6. Implement chosen solution. 7. Monitor and evaluate solution. |
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What is Bounded Rationality? |
A decision strategy that relies on limited information and that reflects time constraints and political considerations. |
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Where can the decision making process go wrong? |
1. During problem identification and framing. 2. During information search. 3. During evaluation and choice. |
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What is framing? |
Aspects of the presentation of information about a problem that are assumed by the decision maker. These assumptions can be skewed because of cognitive biases we have (tendenciies to acquire and process information in an error-prone way). |
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What are four types of cognitive bias that effect framing? |
1. Sampling bias 2. Anchoring effect 3. Availability bias 4. Framing bias |
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What is the sampling bias? |
People tend to be more confident with small samples. |
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Was is the anchoring effect? |
People do not adjust their estimates enough when they have been given an initially false estimate. (Mississippi River example) |
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What is the availability bias? |
People tend to make decisions baed on the most easily accessible information in memory. |
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What is the framing bias? |
The way a problem is framed affects how people make a decision. Ex. how much are you willing to invest versus spend on your education. |
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What are some other biases? |
1. Perceptual Defense (avoiding unpleasant possibilities). 2. Problem Defined in terms of Funcitonal Specialty (e.g. marketing choices). 3. Problem Defined in terms of Solutions (jumping to conclusions) 4. Problem Diagnosed in terms of Symptoms (vs. causes, ex. "motivation" problem) |
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What are issues that can occur duing the search for information? |
1. Too little information - People are lazy - We remember vivid and recent events - Confirmation bias (when overly confident, seek only info to confirm our decision)
2. Too much information - Information overload - More information = more satisfied |
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What are issues that can occur during evaluation and choice? |
1. Maximization: Choose the alterntive with the greatest expected value. Problem: People are poor statisicians, have cognitive biases, and bounded rationality. 2. Satisficing: Establish an adequate level of acceptability for a solution to a problem and then screen solutions until one that exceeds this level is found. |
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What is escalation of commitment? |
When people try to gain back "sunk" costs and they devote more and more resources to a failed course of action. |
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Why does escalation of commitment occur? |
1. Reduce dissonance: Old decision couldn't be bad, it's just a question of time. 2. Consistency norm: People don't want to be seen as weak and inconsistent, so they persevere. 3. Framing bias: Problem see as a sure loss if nothing is done but with additional investment, it's erroneously believed that it could lead to reduction in loss. |
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How do you avoid escalation of commitment? |
1. Encourage continuous experimentation with reframing the problem. 2. Set specific goals for the project in advance that must be met if more resources are to be invested. 3. Place more emphasis on evaluating managers on how they made decisions and less on decision outcomes. 4. Seperate initial and subsequent decision making, so that initial decision makers are replaced/assisted by new people. |
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What are the advantages of group decision making? |
1. Group generates more ideas. 2. Groups are more vigilant scanning the environment. 3. Groups evaluate ideas better than individuals. |
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In what way does group decision making increase acceptance and commitment? |
1. People wish to be involved in a decision that will affect them. 2. People will better understand a decision in which they participate. 3. People will be more committed to a decision in which they invested personal time and energy. |
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When do groups make higher-quality decisions? |
- There is group diversity. - Some division of labout occurs. - Individual judgements are combined by weighting them to reflect the expertise of various members. - members feel free to voice their opinion. |
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What are the disadvantages of group decision making? |
1. Time: groups do not work quickly or efficiently. 2. Conflict: group members have personal axes to grind, or their own resources to protect. 3. Domination: an individual or coalition can adversely dominate the group. 4. Groupthink: the capacity for group pressure to damage the mental efficiency, reality testing and moral judgement of decision-making groups. 5. Group Polarization: groups tend to make risky of conservative decisions, compared to individuals. If orignal orientation is risky, group moves to risky position and vice versa. |
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What is groupthink? |
A mode of thinking in which maintain group cohesiveness is more important than considering the facts ina realistic manner. "Many Heads, One Mind" |
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When are groups at risk of groupthink? |
1. Cohesive 2. Isolate 3. Illusion of infallibility and moral superiority. 4. High pressure to conform to gorup norms and illusion of unanimity. 5. Leader who pushes his/her ideas. 6. Gatekeepers who keep information from group members. |
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What are the outcomes of groupthink? |
1. incomplete examnation of alternatives. 2. Failure to examine the risks involved. 3. Poor information search. |
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How do you minimize groupthink? |
1. Group leader encourages criticism. 2. Leader refrains from expressing opinion/vies until group has considered all alternatives. 3. Leader encourages members to collect information from external people. 4. Leader assigns devil's advocate. 5. Leader holds second meeting for important decisions. |
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What are five ways to improve decision making? |
1. Training discussion leaders. 2. Stimulating and managing controversy. 3. Traditional and electronic brainstorming. 4. Nominal group technique. 5. The Delphi technique. |
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What is the Nominal Group Technique? |
Begins with individual ideas, then assesses with group discussion, then evaluated privately, then group selects highest rated ideas. |
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What is the Delphi Technique? |
Begins with sending out requests for input. Summarizes and then re-sending, for more reflecting, no face-to-face. |
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What is interpersonal and intergroup conflict? |
A process that occurs when one person, group or organizational subunit frustrates the goal attainment of another. |
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What are the three types of conflict? |
1. Relationship: interpersonal tensions stemming from social identity, or from differences in beliefs, values, personalities, styles, power, etc. 2. Task: stems from ambiquity, such as misunderstanding the task goals or criteria. 3. Process: diagreements about rom assignments, authority, distribution or resources, etc. |
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What are the causes of conflict? |
1. Group identification and intergroup bias. 2. Interdependence. 3. Differences in power, status, and culture. 4. Ambiguity. 5. Scarce resources. |
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What is group identification and intergroup bias? |
The simple fact of belonging to a group can create conflict between two groups. "Us versus Them" |
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What is Social Identity Theory? |
Part of an individual's self-concept is derived from member ship to certain groups ant the value (emotion) attached to this membership. |
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What is Out-Group Homogeneity? |
Perception that those in the out-group are more similar (homogeneous) to each other than they really are (stereotyping). This is coupled with a very positive view of the in-group, and a tendency for group-serving bias. |
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What is interdependence? |
When individuals are mutually dependent on each other to accomplish personal goals. Potential for conflicts. |
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Why does interdependence have the potential for conflict? |
1. If is necessary for these individuals to interact and coordinate their interests. 2. Each party has some "power" over the other; it can be tempting to abuse it for one's own interests. |
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How can power create conflict? |
If dependence is not mutual (i.e. unequal), it leads one party to be at the mercy of the other. |
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How can status create conflict? |
Status and power are sometimes unbalanced: e.g. lower stauts person with expert power. The high status person can resent it. |
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How can culture create conflict? |
Clash in beliefs and values. |
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How can ambiguity result in conflict? |
It can result in different understandings of rules, goals, jurisdictions, criteria, etc. |
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How can scarce resources result in conflict? |
Fighting for limited budgets, staff, raw materials, technologies, expertise, space, etc. |
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How can the cause of conflict (Conflict Dynamic) transform into more problems? |
1. Winning becomes more important that finding the best solution. 2. Hiding/distorting information from eachother. 3. Each side becomes more cohesive and rejects deviants. 4. Contact with the other party id discouraged. 5. Negatively stereiotype the outgroup. 6. Aggressive people emerge as leaders. |
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What are the outcomes of conflict? |
1. Decrease in team member satisfaction. 2. Decrease in team performance (but chance of increase when task conflict leads to more creativity). 3. Decrease in team cohesion. |
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What is conflict stimulation? |
A strategy of increasing conflict to motivate change. Not all conflict is bad. |
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What are the two axes of managing conflict? |
1. Assertiveness: Attempt to satisfy your needs. 2. Cooperation: Attempt to satisfy the other party's needs. |
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1. High assertive, high cooperative = 2. High assertive, low cooperative = 3. Low assertive, high cooperative = 4. Low assertive, low cooperative = 5. Centre point = |
1. Collaborating 2. Competing 3. Accommodating 4. Avoiding 5. Compromise |
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When is collaboration good? |
- When it's between companies and their suppliers. - When both parties have useful information for each other. - When you are looking for a win-win. - It frequently enhances productivity and achievement. |
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When is competing good? |
- When you have power. - When you are sure of the facts. - Win-lose situation. - When you will not have to deal with the person in the future. |
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When is accommodating good? |
Building goodwill/you were wrong/ when something is more important to the other party. |
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When is avoidance good? |
- When you need a short-term strategy. - When you are waiting for a strom to blow over or when you are overmatched. |
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When is compromise good/bad? |
Good: - Useful when all other strategies fail. - When their are scarce resourced. Bad: - May not result in most creative response. - Attempts to satisfy rather than maximise. |
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What is stress? |
A psychological reaaction and bodily response to the environment (Selye, 1980). |
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What is a stressor? |
Environmental events or conditions that have the potential to induce stress. |
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What is the difference between those with internal and external locus of contorl in relation to stress? |
Those with internal locus of control are likely to have less stress as they feel they have more control over events in their life. |
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What is negative effectivity? |
To view the world as threatening and in a pessimistic way. |
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What is Type A and Type B behaviour? |
Type A: alert, ambitious, competitive, impatient, aggressive, always "on". - Overload themselves and work long hours. - Need to control everything. Type B: easygoing, less ambitious, not aggressive, patient, calm. |
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What are traits of Type A people? |
- Are more stressed out that Type B (more stressors). - More likely to develope heart disease. - Higher heart rates and blood pressure. - Likely to achieve more in their career, as they work hard, have to do everything fast, etc. Performance is higher. - Recent research shows it's the hostility, repressed anger and distrust that take physical toll. |
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What are executive and managerial stressors? |
1. Role overload: too much to do. 2. Heavy responsibility: high consequences. |
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What are operative-level stressors? |
1. Poor physical working conditions: Uncomfortable or dangerous. 2. Poor job design: Too demanding for the rsources available. |
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What are boundary roles? |
Positions in which organizational members are required to interact with members of organizations or with the public. |
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What is burnout? |
Emotional exhaustion, depersonalization and reduced personal accomplishment primarily among those who work with people. |
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How do people deal with burnout? |
Distance oneself from clients, become impersonal/lack concern for the job. |
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What are positive behavioural reactions to stress? |
1. Problem solving: delegation, time management, talk it out, ask for help, search for alternatives. 2. Seek social support: can offer information, comfort and tangible support. - Colleagues are best for work-related stressors. - Family and friends are best for personal stressors. |
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What are negative behavioural reactions to stress? |
1. Withdrawal: absence and turnover. 2. Presenteeism: going to work when not well, performance is sub-standard. 3. Reduced performance: only if the stressor is perceived as a threat, not a challenge. 4. Use of addictive substances: nicotine, alcohol, drugs. 5. Violent behaviour: yelling at other employees, threatening to hurt, assault. |
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What are the most common psychological reactions (defence mechanisms) to stress? |
1. Rationalization: Justifying reaction. 2. Projection: Attribute ideas/motives to others. 3. Displacement: Find safer target for anger. 4. Reaction Formation: Doing the ooposite of what one feels to avoid stress. 5. Compensation: Focusing on another area to avoid stressful issue. |
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What are physiological reactions to stress? |
1. Decreased immune functioning: colds, infections, etc. 2. Increased risk of hear disease. 3. Psychosomatic diseases: result from the wear-and-tear of prolonged stress. |
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What are the organizational consequences of stress? |
1. Decreased productivity 2. Increased absenteeism, turnover, sick leave, missed deadlines. 3. Increased selection and training costs. 4. Compensation claims and legal expenses. |
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What does an organization do to address stress? |
1. Job redesign. 2. "Family Friendly" human resource policies. 3. Stress management programs. 4. Work/life balance, fitness and wellness programs. |
