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101 Cards in this Set
- Front
- Back
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group
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two or more people with common interests, objectives, and continuing interaction
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work team
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a group of ppl with complimentary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable
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group cohesion
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the "interpersonal glue" that makes members of a group stick together.
influenced by: time, size, prestige of the team, external pressure, and internal competition |
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norms of behavior
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the well understood standards that evolve over time that a work group uses to evaluate the behavior of its members.
- formal and informal - benchmarks that team members judge and evaluate its members by |
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social loafing
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the failure of a group member to contribute personal time, effort, thoughts, or other resources to the group
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loss of individuality
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a social process in which individual group members lose self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior
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groupthink
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phenomenon that occurs due to conflict aversion and need for cohesion within groups - group members begin to think alike, losing individuality and preventing the necessary evaluation of viable decision alternatives
ex: Nasa Challenger Explosion |
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Tuckman's 5 Stage Model of Group Development
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forming, storming, norming, performing, adjourning
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Punctuated Equilibrium Model
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groups do not progress linearly from one step to another in a predetermined sequence. They alternate between periods of inertia punctuated by bursts of energy as the work group develops
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characteristics of a mature group
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clear purpose and mission. well understood norms and standards of conduct. a high level of group cohesion. a flexible status structure.
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task functions
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those activities directly related to the effective completion of the team's work
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maintenance functions
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those activities essential to the effective, satisfying interpersonal relationships within a group or team
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work team
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a task oriented group; valuable in performing work that is: complicated, complex, interrelated, and voluminous
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Example Task Functions
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initiating activities, seeking info, giving info, elaborating concepts, summarizing ideas, testing ideas, evaluating effectiveness, diagnosing problems
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Example Maintenance Functions
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supporting others, following others' leads, gatekeeping communication, setting standards, expressing member feelings, testing group decisions, consensus testing, harmonizing conflict, reducing tension
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attitude
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a psychological tendency expressed by evaluating a particular entity with some degree of favor or disfavor (like or dislike)
individuals do not have an attitude until they repond to an entity in an affective, cognitive, or behavioral basis direct experience+social learning= attitudes |
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social learning
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in social learning, the family, peer groups, religious organizations, and culture shape an individual's attitudes indirectly; social learning occurs through modeling
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job satisfaction
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a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences
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Organizational Citizenship Behavior (OCB)-
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voluntary behavior above and beyond the call of duty.
satisfied workers are more likely to give back to the organization and individuals who identify strongly with the company are more likely to perform OCBs |
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Sources of job dissatisfaction (hygiene factors)
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temperature extremes, lighting requirements, sick-building syndrome (asbestus), supervisors and co workers, social support, social density
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In the work environment, Negative Affectivity is:
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TOXIC
type A personality can be a source of job dissatisfaction too |
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sources of job dissatisfaction related to the task:
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task complexity- positive relationship b/w task complexity and satisfaction
task meaningfulness- it is important for the worker to believe that his/her work is meaningful and has value physical strain- should not cause harm |
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sources of job dissatisfaction related to the indiv's role
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Role Ambiguity- uncertainty in expectations of person within organization
Role Conflict- recognition of incompatible or conflicting demands that face a person who occupies a role; includes Intersender conflict, Intrasender conflict, and interrole conflict Role Scope(workload)- the absolute number of expectations for the person occupying a role; includes role overload, role underload |
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Workplace Deviance Behavior (WDB)-
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counterproductive behavior that violates organizational norms and causes harm to others or the organization
ex: employees are more likely to steal from you if they feel underpaid -can be caused by layoffs or a perception of unfairness at work |
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organizational commitment-
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the strength of an individuals identification with an organization; affective, continuance, normative
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Affective commitment
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an employees intention to remain in an organization because of a strong desire to do so
*want to strive for affective commitment |
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Continuance commitment
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an employee's tendency to remain in an organization because he or she cannot afford to leave.
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normative commitment
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a perceived obligation to remain with the organization
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persuasion
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the source tries to change the attitude of the target
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characteristics of the source, target, and message that affect the persuasion process:
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Source: expertise, trustworthiness, attractiveness
Target: self-esteem, attitudes, mood Message: intent, emotional tone, nonverbal cues |
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emotions-
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discrete and fairly short-lived feelings with a specific, known cause
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moods-
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feeling states that are more enduring than emotions and have no clear cause
moods, emotions, and cognitions are normal parts of human functioning and decision making |
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positive emotions produce:
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better cognitive functioning, physical and psychological health, and coping mechanisms
overall, ppl who experience positive emotions are MORE successful and report higher life satisfaction |
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emotional contagion-
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a dynamic process through which the emotions of one person are transferred to another either consciously or unconsciously through nonverbal channels
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emotional intelligence-
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the ability to recognize and manage emotion in oneself and in others
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emotional labor
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the work employees do to control their feelings and expression of emotions at work
ex: waitresses |
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Ethics-
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the study of moral values and moral behavior
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Ethical behavior-
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acting in ways consistent with one's personal values and the commonly held values of the organization and society; many ethics are relative
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ethical behavior depends on :
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individual influences and organizational influences
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ethical decision making requires three qualities:
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1.competence to identify ethical issues and eval consequences of alternative courses of action
2. self confidence to seek out diff opinions on issue 3. tough mindedness when unclear solution |
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values
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enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence ;
b/c values are the general beliefs about right and wrong, they form the basis for ethical behavior |
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work values include:
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achievement(career advancement), concern for others(compassionate behavior), honesty(providing accurate information), and fairness(impartiality)
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LOCUS OF CONTROL...where does yours lie?
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Internal- person believes that they control events in their lives and they are responsible for what happens
External- person believes that outside forces such as fate, chance, or other ppl control what happens to them *internals make MORE ethical decisions than externals |
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Machiavellianism
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a personality characteristic indicating a willingness to do whatever it takes to get one's own way
- it is better to be feared than loved -the ends justify the means -more likely to engage in ethically questionable behavior |
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stress
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the unconscious preparation to fight or flee that a person experiences when faced with any demand
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stressor
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the person or event that triggers the stress responce
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distress or strain-
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the adverse psychological, physical, behavioral, and organizational consequences that may occur as a result of stressful events
stressor---stress---distress/strain |
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4 approaches to answering question- What causes workers stress?
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Homeostatic/medical
Cognitive appraisal Person-environment fit Psychoanalytic |
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Homeostatic/Medical approach to Stress:
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stress results when an external, environmental threat upsets the natural steady-state balance
Alarm Stage- person identifies threat Resistance Stage- person becomes resilient to the pressures created by original threat Exhaustion Stage- person cannot adapt to continuing stress |
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Job Burnout features-
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physical exhaustion, emotional exhaustion, depersonalization(cynical, feelings of low personal accomplishment
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Cognitive Appraisal approach to stress
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stress is the result of person-environment interaction; perception and cognitive appraisal determine what is stressful.
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2 coping types to cognitive appraisal approach
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Problem-focused coping- manage the stressor
Emotion-focused- manage your responce |
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Person-Environment Fit Approach to Stress
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Good person-environment fit- a person's skills and abilities match a clearly defined, consistent set of role expectations
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Psychoanalytical Approach to what causes Stress:
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stress results from the discrepancy(struggle) between the ego-ideal and the real self-image
ex: wanted all As, but got Bs |
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The Stress Approach (physiological)
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release of chemical messengers, adrenaline, into bloodstream, sympathetic nervous system and the endocrin (hormone) system activated= blood redirected to the brain and large muscles, increased alertness, release of glucose and fatty acids for sustenance, depression of immune system
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Eustress-
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healthy, normal stress (PERFECT AMOUNT OF STRESS)
benefits of eustress must be balanced against the cost of individual and organizational distress *best performance |
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Costs of Distress:
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Indiv: psychological disorders, medical illnesses, behavioral problems
Organizational: participation problems, performance decrements, compensation awards |
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gender related stressors-
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sexual harassment, fatal health problems for men, nonfatal longer-term health problems for women
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the HARDY personality engages in :
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transformational coping. Actively changing an event into something less subjectively stressful. 3 components:
1. Commitment v. execution 2. Control v. powerlessness 3. Challenge v. threat hardy- "you can handle it!" |
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self reliance-
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*strive for: a personality attribute related to how ppl form and maintain supportive attachments with others
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3 patterns of attachment:
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*self-reliance- healthy, secure, and interdependent
counterdependence- unhealthy, draws inward overdependence- unhealthy, clings to others |
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preventative stress management
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an organizational philosophy about ppl and organizations taking joint responsibility for promoting health and preventing distress and strain
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primary and secondary Organizational stress prevention
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Primary:
-job redesign -goal setting - role negotiation -career management Secondary: -team building -social support at work |
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Individual Preventative Stress Management
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Primary Prevention:
-positive thinking -time management -leisure-time activity Secondary Prevention: -physical exercise -relaxation training -diet Tertiary Prevention: -opening up -professional help |
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Comprehensive Health Promotion
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companies aimed at establishing a "strong and resistant host" by building an individual prevention and lifestyle change
-physical fitness and exercise - organizational wellness -social and cognitive processes |
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Managerial Implications(how to get best employee performance)
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-create healthy stress
-adjust workloads -avoid ethical dilemmas -be sensitive to diversity -be sensitive to demands of personal life -help adjust to new technologies -be sensitive to early signs of distress -be aware of gender, personality, and behavioral differences related to stress -use preventative stress management principles |
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leadership-
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the process of guiding and directing the behavior of ppl in the work environment
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formal leadership
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offically sanctioned leadership based on the authority of a formal position;ex- title or office holder
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informal leadership
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unoffical leadership accorded to a person by other members of the organization (leader naturally emerges)
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Followership-
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the process of being guided and directed by a leader in the work environment
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According to Kotter, good management:
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controls complexity in the organization and its environment
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according to Kotter, effective leadership:
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produces useful change in organizations
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Kotter's Management has to do with:
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-planning and budgeting
-organizing and staffing -controlling and problem solving |
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Kotter's leadership has to do with:
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-setting direction
-aligning ppl thru communication -motivating ppl |
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Six Leadership Theories:
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Trait theories
Behavioral theories Contingency theories Exchange theories Change-Oriented theories Substitutes for leadership |
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Trait Theories of Leadership believe:
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you are a good leader b/c you're born with certain traits. You are either born with leadership traits , or not. Leadership traits cannot be learned.
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Behavioral Theories of Leadership believe:
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that behaving in certain ways will result in effective leaders. Both Ohio State and Michigan studies believe an effective leader should exhibit task oriented and relationship-oriented behaviors
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Ohio State and Michigan studies:
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Ohio: initiating and consideration
Michigan: production and employee |
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Contingency Theories of Leadership-
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focus on a match b/w the leader and the situation, suggesting that the most effective leaders are those who exhibit the appropriate behaviors in the appropriate situations.
- the leadership grid - fielder's contingency theory - path-goal theory - situational leadership model |
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The Leadership Grid
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[contingency theory ] Team Management(9.9) express most concern for ppl and concern for results
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Fielder's Contingency Theory
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the fit b/w the leader's need structure and the favorableness of the leader's situation determines the team's effectiveness
-leaders need structure is either task oriented or relationship-oriented leader favorableness is characterized as: -leader's position power -structure of team's task -quality of leader-follower relationships |
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Fielder's Least Preferred Coworker (LPC) Scale-
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positive terms= relationship oriented
negative terms= task oriented there is a specific(relationship or task oriented) leadership position for every person |
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Path-Goal Theory of Leadership means:
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[contingency theory] as a leader, you need to figure out what followers need, and exhibit those behaviors. The leader can exhibit any of the 4 behavior styles (Directive, Supportive, Participative, and Achievement Oriented)
*set goal, and create path to goal achievement |
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The Situational Leadership Model
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an effective leader depends on the readiness of followers. the model shows how to lead different follower at different readiness levels
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Exchange Based Theories of Leadership
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LMX (Leader-Member Exchange):
leaders form 2 groups of followers- 1. In groups (better performance)- sim to leader, more rewards, responsibility, attention 2. Out groups (bad groups)- must be micromanaged, most likely to retaliate against organization -groups are subconscious and develop naturally -formation of groups are relatively stable |
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Change Oriented (Inspirational) Theories of Leadership
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3 types: Transformational Leadership, Charismatic Leadership, and Authentic Leadership
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Transformational Leadership [Change Oriented Leadership]
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the attachment b/w follower and leader is based on the same set of goals: charisma, indiv consideration, inspirational motivation, intelenctual stimulation
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Charismatic Leadership [Change Oriented Leadership]
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"Charming". The leader's gifts (charisma) are the source of his or her great influence with followers
ex: Charles Manson |
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Authentic Leadership [Change Oriented Leadership]
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act in ways that are consistent with their value systems
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substitutes for leadership
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satisfying task, performance feedback, high skill, team cohesiveness, formal controls, customers
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Trust-
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the willingness to be vulnerable to actions of another
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servant leadership-
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the philosophy that leaders lead by serving others
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gender and leadership
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successful managers are often characterized as having more male-oriented attributes than female-oriented attributes
women use a more people-oriented style that is inclusive and empowering |
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Glass Cliff-
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a trend placing more women in difficult leadership situations
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5 types of followers
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effective, alienated, sheep, "yes people", survivor
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Effective follower-
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recognize interdependence w/ leaders and learn to challenge them as they respect them
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Alienated follower-
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think independently and critically, yet are passive
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Sheep-
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do not think independently or critically and are passive
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"yes people"
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do not think independently or passively but are active
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Survivor follower-
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moves around between passive and active, critical and uncritical
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Guidelines for Leadership
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ACDUR
1. Appreciate unique attributes, predispositions, and talents of each leader 2. Choose leaders who challenge but won't destroy the organizational culture 3. Demonstrate a concern for ppl; it enhances follower well-being 4. Utilize different leadership talents in diff leadership situations 5. Recognize the good leaders are likely to be good followers |
