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105 Cards in this Set
- Front
- Back
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Organizational Functions of Formal Groups
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1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals
2. Generate new or creative ideas and solutions 3. Coordinate interdepartmental efforts 4. Provide a problem-solving mechanism for information and assessments. 5. Implement complex decisions 6. Socialize and train newcomers |
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Individual Functions of Formal Groups
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1. Satisfy the individual's need for affiliation.
2. Develop, enhance, and confirm the individual's self-esteem and sense of identity. 3. Give individuals an opportunity to test and share their perceptions of social reality 4. Reduce the individual's anxieties and feelings of insecurity and powerlessness 5. Provide a problem-solving mechanism for personal and interpersonal problems. |
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Tuckman's five stage theory of group development
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Forming
Storming Norming Performing Adjourning |
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What happens during the FORMING stage of Tuckman's 5 stage theory of group development?
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Group members are uncertain and anxious about roles and goals. Low mutual trust.
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What happens during the STORMING stage of Tuckman's 5 stage theory of group development?
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Time of testing: test leader's policies and assumptions and try to determine how they fit into the power structure. Subgroups take shape.
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What happens during the NORMING stage of Tuckman's 5 stage theory of group development?
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Questions about authority and power are resolved, team spirit is high b/c members have found their proper roles. Group cohesiveness is high.
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What happens during the PERFORMING stage of Tuckman's 5 stage theory of group development?
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Stage focused on solving task problems, individuals get work done without hampering others. Climate of open communication and strong cooperation
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What happens during the ADJOURNING stage of Tuckman's 5 stage theory of group development?
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Time to move on. Sense of loss, return to independence. Rituals celebrating "the end" and "new beginnings" are common at the end of a significant group project.
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Participative Management
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Involving employees in various forms of decision-making:
Setting Goals making decisions solving problems making changes in the organization. |
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Why does Participative Management increase motivation in employees?
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It fullfills 3 basic needs:
1. Autonomy 2. Meaningfulness of work 3. Interpersonal contact |
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what are some factors (3) that affect the success of participative management?
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Design of the work
level of trust between employees and management the employees' competence and willingness to participate. |
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Escalation of committment (definiton)
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Sticking to an ineffective course of action for too long
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Reasons for escalation of committment (4)
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Psycological and Social
Organizational Project Characteristics Contextual determinants |
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Reducing escalation of committment
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-set minimum targets for performance
-have different individuals make initial and subsequent decisions -encourage decision makers to be less ego-involved -more frequent feedback -reduce risks and penalties of failure -make decision makers aware of the costs. |
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What does Simon's Normative Model attempt to identify?
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attempts to identify the process managers actually use when making a decision.
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Bounded Rationality
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Personal or environmental constraints that restrict decision making
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According to Simon's Normative Model, what are the 3 characteristices of decision making?
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1. Limited informatin processing
2. The use of judgemental heuristics 3. Satisficing |
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Judegemental Heuristics
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Rules of thumbs or shortcuts that people use to reduce information-processing demands. 2 common categories: availability and representativeness
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Availability heuristics
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The tendancy to base decisions on information readily available in the memory
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Representativeness heuristic
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The tendancy to assess the likelihood of an event occuring based on impressions about similar occurances
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Satisficing
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choosing a solution that meets a minimum standard.
"Good enough" |
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Tacit Knowledge
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Information gained through experience that is difficult to express and formalize
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Explicit knowledge
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information that can be easily put into words and shared with others.
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Functional Conflict
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Constructive or cooperative conflict. Serves an organization's interests, support the goals of the organization and improve performance.
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Dysfunctional Conflict
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Hinder organizational performance, threatens the organization's interests
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Contact Hypothesis
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The more members of different groups interact the less intergroup conflict they will experience. (this theory is naive and limited)
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Alternative dispute resolution (ADR)
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Avoiding costly lawsuits by resolving conflicts informally or through mediation or abstraction
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Types of ADR (alternative dispute resolution)(6)
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Facilitation
Conciliation Peer Review Ombudsman Mediation Arbitration |
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Facilitation
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a third party encourages disputing parties to deal directly with each other in a positive ans constructive manner
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Conciliation
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A neutral third party acts as a communication conduit between disputing parties. use when conflicting parties refuse to meet face-to-face, to establish direct communication.
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Peer Review (ADR)
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A panel of trusworthy and objective co-workers hears both sides of the dispute in an informal and confidential meeting and comes to a decision.
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Ombudsman (ADR)
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Someone who works for the organization and is widely respected and trusted hears grievances on a confidential basis and helps to arrange a solution.
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Mediation (ADR)
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The mediator actively guides the disputing parties in exploring innovative solutions to the conflict. The mediatior does not render a decision.
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Arbitration (ADR)
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Disputing parties agree to accept the decision of a neutral arbitrator on a formal courtlike setting, with evidence and witnesses.
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Desired outcomes of conflict (3)
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1. Agreement
2. Stronger Relationships 3. Learning |
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Tips for employees having a personality conflict
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-Communicate directly with the other person
-focus on the problem, not the person -Avoid dragging co-workers into the conflict -Seek help if the problem persists |
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Tips for third party observers of personality conflict
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-DO NOT take sides
-Suggest that parties work things out themselves in a constructive manner -Refer the problem to the parties' supervisor if the problem persists |
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Tips for managers whose employees are having a personality conflict.
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-Investigate and document the conflict
-Take corrective action -Attempt informal dispute resolution -Refer difficult problems to HR specialists |
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Programmed conflict
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Encourages different opinions regardless of the personal feelings of management
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Devil's Advocacy
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Assigning someone the role of critic in order to generate critical thinking and reality testing.
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The Dialetic Method + Drawbacks
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Fostering a debate of opposing viewpoints to better understand an issue.
Drawback: "winning" the debate may overshadow the issue at hand. |
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2 Basic types of negotiation
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Distributive: involves a single issue in which one person gains at the expense of the other.
Intergrative: when each party values the issues differently and an agreement can be found that is better off for both parties. |
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Assertive Style of communication
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Expressive and self-enhancing, but does not take unfair advantage of otthers
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Agressive style of communication
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Expressive and self-enhancing, but takes unfair advantage of others
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Nonassertive Style of communication
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Timid and self-denying behavior
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The perceptual process model of communication (8 parts)
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Sender
Encoding The Message Selecting a Medium Decoding Creating Meaning Feedback Noise |
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Sender
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The individual, group, or organization that desres to communicate with a particualr reciever
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Encoding
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Translating mental thoughts into a code or language that can be understood by others
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The Message
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The output of encoding. They may have hidden agendas or trigger affective or emotional reactions, and must match the medium.
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Factors in selecting a Medium (7)
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nature of the message
intended purpose type of audience proximity to audience time constraints personal preference complexity of the situation at hand. |
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Decoding
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Translating the all aspects of a message into a form that can be interpreted
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Creating Meaning
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The meaning of a message that the reciever creates in his ore her head that they act upon.
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Feedback
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The reciever's response to the message that he/she encodes and transmits to the original sender
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Noise
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Interference with the transmssion and understanding of a message.
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Nine Generic influence tactics
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1. Rational Persuasion
2. Inspirational appeals 3. Consultation 4. Ingratiation 5. Personal appeals 6. Exchange 7. Coalition Tactics 8. Pressure 9. Legitimating Tactics |
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Rational persuasion
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Trying ot convince someone with reason, logic, or facts
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Inspiratioal appeals (influence tactics)
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Trying to build enthusiasm by appealing to others' emotions, ideals, and values
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Consultation (influence tactics)
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Getting others to participate in planning, making decisions, and changes
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Ingratiation (influence tactics)
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Getting someone in a good mood prior to making a request
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Personal appeals (influence tactic)
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Referring to friendship or loyalty when making a request
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Exchange (influence tactic)
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Making express or implied promises when making a request
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Coalition tactics (influence tactic)
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Getting others to support your effort to persuade someone
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Pressure (influence tactic)
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Demanding compliance using intimidation or threats
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Legitimating tactics (influence tactic)
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Basing a request on one's authority, organizational policies, or express or implied support from superiors
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Five bases of power
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Reward power
Coercive power Legitimate power Expert power Referent power |
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Reward power
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Obtaining compliance with promised or actual rewards
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Coercive power
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Obtaining compliance through threatened or actual punishment
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Legitimate power
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Obtaining compliance through formal authority
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Expert power
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Obtaining compliance through one's knowlede of information
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Referent power
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Obtaining compliance through charisma or personal attraction
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Three influence outcomes
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Commitment
Compliance Resistance |
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Commitment
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Substantial agreement followed by initiative and persistence in pursuit of common goals
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Compliance
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Reluctant or insincere agreement requiring subsequent prodding to satisfy minimum requirements
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Resistance
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Stalling, unproductive arguing, or outright rejection
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4 reasons for intentionally making a bad impression
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1. Avoidance
2. Obtain concrete rewards 3. Exit (seeks to be fired) 4. Power (make someone else look bad) |
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Situational theories (3)
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Fiedler's Contingency Model
Path-Goal Theory Hershey and Blanchard's Situational theory |
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Assumptions of Fiedler's Contingency Model
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Performance of the leader depends on 2 factors: Situational control; and the leader's motivation
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Situational control
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The amount of control and influence the leader has on his or her immediate work environment
Has three dimensions: leader-member relations, task structure, and position power |
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Conclusion of Fiedler's contingency model
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Reinforces the notion that there is no one best style of leadership and that leaders should alter leadership style to fit the demands of the situation.
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Assumptions of the Path-Goal theory
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Leadership effectiveness is influenced by the interaction of the four leadership styles and a variety of contingency factors
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Contingency factors (path-goal theory)
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variables that influence the appropriateness of a leadership style.
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Conclusions and criticisms of the Path-Goal theory
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Conclusions: effective leaders posess and use more than one style of leadership, and should modify leadership style to to fit employee and task characteristics
Criticisms: not enough direct tests or research to assess the accuracy of the model. |
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Assumptions of Hersey and Blanchard's Situational leadership theory
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Effective leader behavior depends on the readiness level of the followers
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Readiness (situational leadership)
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A follower's ability and willingness to complete a task
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Criticisms of Hersey and Blanchard's Situational Leadership Theory
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Not strongly supported by scientific research
Self-assessment used to measure leadership style and follower readiness is inaccurate |
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Trait Theory
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Leadership traits are developed through experience and learning
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Leader Trait
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Personal characteristic that differentiates leaders form followers
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leadership prototype
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mental representation of the traits and behaviors possessed by leaders
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Transactional leadership
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focuses on clarifying employees roles and providing rewards contingent on performance
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Transformational leadership
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Transforms employees to pursue organizational goals over self-interests
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The leader-member exchange model of leadership
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revolves around the development of dyadic relationships between employees and their direct reports--QUALITY
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In-group exchange
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a partnership characterized by mutual trust, respect, and liking
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Out-group exchange
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a partnership characterized by a lack of mutual trust, respect and liking
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Behavioral styles theory
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the idea that leader behavior is more important than personality, and that leader behavior was directly related to group effectiveness
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Consideration (behavioral styles theory)
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creating mutual respect and trust with followers
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Initiating structure (behavioral styles theory)
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organizing and defining what group members should be doing
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Shared leadership
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simultaneous, ongoing mutual influence process in which people share responsibility for leading
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Span of control
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The number of poeple who report directly to a given manager
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Open system
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must constantly interact with it's environment in order to survive
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closed system
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a relatively self-sufficient entity
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the 4 factors of weber's beurocracy
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1. division of labor
2. a hierarchy of authority 3. a framework of rules 4. administrative impersonality |
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4 dimensions of organizational structure
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1. Hierarchy of authority
2. Division of labor 3. Span of control 4. line and staff positions **Refer to organizational hierarchy chart** |
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Unity of command principle
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each employee should report to a single manager
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General effectiveness criteria
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"no single approach to the evaluation of effectiveness is appropriate in all circumstances or for all organization types"
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Mechanistic organizations
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rigid bureocracies with strict rules, narrowly defined tasks and top-down communication
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