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115 Cards in this Set
- Front
- Back
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Personality |
Captures what people are like -its refers to the structures, propensites, and traits inside a person that explain characteristic patterns thought, emotion, and behavior |
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Ability |
What people can do Refers to the relatively stable capabilities people have |
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Cultural Values |
Captures where people are from Shared beliefs about modes of conduct in a given culture |
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Big Five Personality Dimersions |
Conscientiousness Agreeableness Neuroticism Openness Extraversionsion |
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Conscientiousness |
Dependable, Organized, Reliable Has biggest postive influence on job performance Prioritize accomplishment Not Careless, Sloppy, Inefficient |
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Agreeableness |
Kind, Cooperative, sympathetic, helpful Focus on getting along Prioritize communion striving Not Crtical, Callouts, rude, Selfish |
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Neuroticism |
Nervous, Moody, Emotional, Jealous High negative affectivity Negatively related to job performance Not Clam Steady Relaxed at ease |
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Openness |
Curious, Creative Complex refined Dynamic and changing Not- Simple unartistic, Traditional |
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Extraversion |
Talkative, Sociable, Passionate, bold Prioritize status striving High positive effect not- Quiet, Shy, inhibited, bashful |
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hofestedes Dimensions of Cultural values |
Found employees working in different countries prioritize different values Dimensions Individualism vs collectivism Power Distance Uncertainty aviodance Masculinity vs Femininity Short term vs long term orientation |
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Individualism |
Loosely knit social framework people take care of themselves and family Power Distance - power be distributed evenly where possible Uncertainty Avoidance- tolerates uncertainty |
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Collectivism |
tight knit social framework people take care of a broader group and are loyal Power Distance- Power distributed unequally Uncertainty Avoidance- Feels threatened by uncertain |
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Masculinity |
Culture values stereotypically male traits making money and assertiveness |
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Femininity |
Values female traits such as caring for other and quality of life |
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Cognitive Ability |
Capabilities related to the acquisition and application of knowledge
Includes Verbal, quantitative, reasoning, spatial, perceptual |
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Verbal Ability |
Capabilities associated with understanding and expressing oral and written communication |
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Quantitative Ability |
Math capabilities Number Facility- capability to do math Mathematical Reasoning- ability to apply formulas to solve problems that involve numbers |
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Reasoning Ability |
Capabilities associated with solving problems using insight and logic Sensitivity- sense there is a problem Deductive- rules to solve problems Originality- ability to develop novel ways to solve issues |
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Spatial Ability |
Spatial orientation- having an understanding of where one is relative to other things Visualization- how things would look if there put together |
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Perceptual Ability |
Being able to understand and recall patterns |
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G-Factor |
Explains why people who are high on one ability also tend to be high on others |
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Emotional Ability |
Emotional Intelligence- ability that affects social functioning |
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Self awareness |
ability to understand and express your own emotions |
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Other awareness (empathy) |
Ability to understand others emotions |
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Emotion regulation |
ability to recover quickly from emotional experiences |
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Use of emotions |
ability to harness emotions and use them to improve situation |
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Team |
Two or more people who work interdependently to accomplish common goals |
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Work Teams |
Designed to be relatively permanent Created to produce goods or services Full time |
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Management Teams |
Designed to per permanent Top management Responsible for coordination activities in sub units |
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Parallel Teams |
Composed of members from various jobs Provide recommendations Part Time Permanent or temp. |
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Project teams |
One time task that are complex |
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Action Teams |
Perform Task that are limited in duration Sports teams |
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Stages of Team Development |
Forming- Understand team Storming- committed to own ideas triggers conflict Norming- realixe they need to work together Performing- get comfortable working within roles team makes progress |
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team Interdependence |
Task- degree to which mmebers interact with and rely on other member for the information materials and resources needed to accomplish work for the team |
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Pool Interdependence |
Work independently and it is piled up for an outcome |
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Sequential Interdependence |
Interaction between members, task are done in order Assembly line |
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Reciprocal Interdependence |
Requires members to be specialized to perform specific task, interact to complete |
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Comprehensive interdependence |
Highest level of coordination, members decide what they do and whom they interact |
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Team Composition Member roles |
Team task roles- directly facilitate accomplishments of team tasks Building roles- influence social climate Individualistic roles- benefit individual at the expense of the team |
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Member Ability and Personality |
Ability- teams with who have higher cognitive ability perform better Personality Traits- affect team function Agreeable- promote positive attitudes Extraverted- people are optimistic and more effective in interpersonal context |
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Team Diversity |
Degree which members are different Surface level- involves observable attributes Deep- Level involves less observable attributes |
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Team Size |
More member beneficial for management and project teams Happiest with 4 or 5 members |
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Team Processes |
Interactions that occur within teams and contribute to their end goals |
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Team Value |
Process gain- getting more from the team that you would from its members Process Loss- getting less from the team then from its members |
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Factors that contribute to Process loss |
Coordination loss- memebers have to coordinate their activities consumes time and energy Motivational loss- Member dont work as hard as they could |
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Taskwork Processes |
Activities that relate to the accomplishment of team task |
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Two Types of Task Work Processes |
Creative behavior- generating novel and useful ideas Brainstorming Nominal group technique- write down ideas on their own and get together to share |
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Second Taskwork Processes |
Decision Making Three factors Decision informity- whether members posses adequate info Staff validity- make good recommendations to the leader Hierarchical Sensitivity- leader weighs equally on recommendations |
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Teamwork Processes |
interpersonal activities that facilitate the accomplishment to teams work |
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Types of Teamwork Processes |
Transition processes- focus on prep for future work Action processes occur while taskwork is being accomplished Interpersonal- important before, during, or in periods of task work |
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Team States |
Feelings and thoughts in team members minds are a consequence of working together |
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Three Team states Cohesion |
Members develop emotional bonds to other members |
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Three Team States Potency |
when members believe the team can be effective across a variety of situations |
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Three team states Mental Models |
when members have a common understanding of aspects of the team and its task |
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Leadership |
use of power and influence to direct followers activities toward goal achievement |
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Power |
Capacity of one part to influence another party |
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Influence |
Use of behaviors that cause changes in others |
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Legitimate power |
comes from a position of authority |
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Reward Power |
Control over the resources of rewards another person wants |
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Coercive power |
control over punishments |
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Personal Power |
Expert power- comes from expertise, skill, or knowledge Referent power- when other have a desire to identify and be associated with a person |
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Influence of Leaders power |
People in organizations have power because other depend on them information, resources, and cooperation |
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Contingency factors of influence |
Sustainability- degree of alternatives to resources Discretion- degree that leader has to make the right decisions centrality- how many people depend on leader Visibility- how aware are others of leaders power |
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Contingencies of Power Influence increases when |
No one has access to resources leader controls Freedom to make decisions Role is important Others are aware of resources they can provide |
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Rational persuasion |
using logical arguments and facts to show the request in worthwile |
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Inspirational Appeal |
appealing to the targets values and ideals |
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Consultation |
allowing the target to participate in deciding how to carry out a request |
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Collaboration |
helping the target complete the request |
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Influence Tactics |
most successful when used in combination Most effective when softer in nature |
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Conflict resolution |
Two factors How assertive the leader is in pursuing goals How ooperative the leader is with regard to the concerns of others |
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Competing |
HIgh A Low C one party attempts to complete their goals with out concern |
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Avoiding |
Low A Low C one party wants to remain neutral |
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Accommodating |
Low A high C- one party gives into the other |
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Collaboration |
High A and C work together to maximize outcomes |
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Compromise |
Moderate A and C conflict is resolver through give and take concessions |
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Decision Making Style |
Autocratic Consultative Facilitative Delegative |
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Autocratic Style |
leader makes decisions with out asking employees |
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Consultative Style |
leader presents the problem to employees and ask opinions |
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Facilitative Style |
leader presents the problem to employees and seeks consensus on solution |
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Delegative style |
Employees are give decision making responsibilities |
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Day to Day leadership Ohio State Studies |
Initiating structure- when leader defines and structures employees roles Consideration- when the leader creates relationships characterized by mutual trust, respect, and consideration |
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Michigan studies |
identified production centered and employee centered leader behaviors Framed their consepts as two ends of a continuum |
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Transnational Leaders |
reward or punish followers for their performance Passive- waits for mistakes to take action Active monitors for mistakes Contingent Reward- uses rewards to get follower agreement on what needs to be done |
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Transformational Leadership |
Motivate to go above and beyond Transform way work is viewed Inspire followers to commit to a shared vision Sets clear goals |
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Four Dimensions of Transformational Leadership Idealized Influence |
Earning the admiration and respect of followers causing followers to be like leader |
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Inspirational Motivation |
fostering enthusiasm for the future |
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Intellectual Stimulation |
Challenging followers to be creative |
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Individualized consideration |
helping followers achieve their full potential through coach |
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Organizational Structure |
Formally dictates how task are divider and coordinated between individuals and groups within the company |
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Work Specialization |
The way tasks are divided into separate jobs Assembly line |
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Chain of command |
Represents the flow of authority down through the levels of an organizations structure |
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Span of Control |
Represents how many employees the manager is responsible for in the organization |
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Centralization |
Reflects where decisions are formally made in organizations |
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Formalization |
Extent to which rules and procedures are used |
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Mechanistic Organizations |
are efficient, rigid, predictable, standardized, thrive in stable environments |
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Organic Organizations |
Flexible, adaptive, thrive in dynamic environments |
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Organizational Design |
Process of creating, selecting, or changing the organizations structure |
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Bureaucratic Structures |
exhibits characteristics of a mechanistic organization Designed for efficiency Usually in larger companies |
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Functional structures |
Organizational form in which employees are grouped by the function they perform |
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Multi Divisional Structures |
Grouped into divisions around products, location or clients |
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Geographic Structures |
are generally based around the different locations where the company does business |
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Client Structures |
Organized around serving customers |
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Matrix structure |
are more complex of organizational design that tries to take advantage of two types at the same time |
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Organizational Culture |
Shared social knowledge withing an organization regarding the rules, norms, and values that shape employees attitudes and behaviors |
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Observable artifacts |
manifestations of an organizations culture that employees can easily see Symbols Physical Structure Language Stories Rituals Ceremonies |
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Espoused values |
beliefs philosophies and norms that a company explicitly |
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Enacted values |
represent the values and norms that actually are exhibited or converted into employees behavior |
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Fragmented Culture |
Distant and disconnected from each other |
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Mercenary culture |
Employees think alik but are not friendly to one another |
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Communal Culture |
employees are friendly to one another, but everyone thinks differently |
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Networked culture |
employees are friendly and think a like |
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Strong Cultures |
When employees agree about the way things are supposed to happen and their behaviors are consistent with those expectations |
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Attraction Selection Attrition ASA Framework |
suggests employees will be attracted to organizational cultures that match their personality |
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Socialization |
Process of learning the social knowledge that enable employees to adapt to the organization culture |
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Changing Culture |
Less the 20 percent successful Changes leadership Mergers and Acquisitions |
