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61 Cards in this Set
- Front
- Back
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Conflict |
A process when a person/group frustrates the goal attainment of another |
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Five factors that influence to conflict: |
1. Group identification -- higher=less conflict within group, but more conflict with other groups 2. Interdependence 3. Culture -- different cultures have clashing beliefs/values 4. Ambiguity --about goals, performance leads to conflict 5. Scarce resources |
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Types of conflict (3) |
1. Relationship conflict 2. Task conflict - what is the task at hand? 3. Process conflict - how should we accomplish task? |
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Common responses to conflict |
Desire to win Stereotypes - negative views of others increase Self-image exacerbated - positive views of oneself increase Cohesion increases |
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Managing conflict grid (Assertiveness vs. Cooperativeness) 5 aspects |
1. Avoiding - bad timing, people need to cool down, opponent very hostile +powerful 2. Accommodating - when you are wrong, other person cares more, want to keep relationship 3. Competing - short-term relationship, sure of yourself, have the power, win-lose 4. Compromising - last resort 5. Collaborating - both have something to offer other, have the time, long-term relationship |
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Model of Stress episode |
Stressor - BDM exam Stress - the feeling Stress reactions - losing appetite, consequences Anxiety Reduction - short-term destressors Direct confrontation - studying Personality= moderator |
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Types of Stress reactions |
Physiological - ex. high blood pressure, sweats, sleeping problems Psychological - cognitive= less brain abilitiy, affective - angry/emotional Behavioral - abusive substances, violence, eating problems |
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Personality and Stress (3 key personality traits) |
1. Locus of control - external = more stressed 2. Type A behavior = impatience, competitive, ambitious, more likely to be in stressful situations 3. Negative affectivity - negative view on world, more stressful |
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General Stressors |
Felt by people in all positions --> Family-work conflict, role ambiguity, job security/change, interpersonal conflict |
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Managerial stressors, operative level stressors, boundary role stressors |
Managerial = Role overload, heavy responsibility Operative = poor job design, poor working conditions Boundary = emotional labor, role conflict |
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Burnout- Engagement Continuum |
Burnout - made up of emotional exhaustion, cynicism, low self-efficacy Work engagement - positive work-related state of mind, vigor, dedication, absorption |
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Emotional labor - surface acting vs. deep acting |
emotional labor -faking an emotion to entice customers Surface acting - faking it, more stressful Deep acting- looking at root of why you don't feel those emotions, less stressful |
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Organizational strategies for managing stress |
- Job redesign - Family-friendly HR practices - Stress management programs |
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Control-Demand-Support model |
Says that the most stressful jobs are those with the highest demand and LOWEST job decision lattitude Passive - active Low strain - high strain (uni students) |
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Leadership |
The process whereby an individual influences a group to achieve a common goal |
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Leadership Theories - Trait Theory |
Says that the effectiveness depends on the characteristics/traits of the leader Can't learn to be a leader Leaders are born Limitations: Better at predicting who emerges as leader not who is effective No universal traits |
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Situation theories |
Says the effectiveness of many leadership behaviours does not generalize across all situations You can TRAIN leaders |
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Fiedler's Contingency Theory (Situational theory) |
Says that the effectiveness of leadership is CONTINGENT on whether situation is favourable for exerting influence Favorable = Leader-member relations are good, task is structured, leader has strong position of power Leadership orientation: 'Least-prefered co-worker' If they speak favorably of coworker - Relationship focus If they speak unfavorably of coworker - task-focus Task orientation is most effective when situations are either very favorable or very unfavorable for influence, Relationship focus is most effective when situation is average for influence |
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Path-goal Theory (situational) |
Says that the leader should change their behavior depending on the goal of their followers 'clear the path to the goal' 4 types of behavior: Directive - clear-cut, when tasks are difficult or ambiguous ex. millitary Supportive - when individuals are under stress, friendly, supportie ex. coach Participative - When individuals need to buy into decisions, drive innovationa and change Achievement oriented - motivated group that likes challenges ex. manager of sales team |
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Behavioral Leadership Theories |
Says that the effectiveness of a leader depends on how they behave Managerial Grid (happy employees vs. productive employees): Impoverished: does bare minimum Country club: employees are happy, not productive Produce or perish: Expects performance just from money, productive Middle-of-the-road: tries to balance Team: Best |
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Participative Leadership |
Involves employees in making work-related decisions Adv: Increases motivation, quality of decisions, acceptance of decisions Disadv: Takes time, loss of power of leaders |
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Situational Model of Participation |
Attempts to specify in a practical manner when leaders should use participation and to what extent Either Autocratic, Consultation, Group AI, AII,CI,CII,GII |
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Transactional Leadership |
A straightforward exchange that both agree to, contract-like Involves contingent reward behavior, management by exception, and 'laissez-faire' style |
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Transformational leadership |
Leadership that provides followers with a new vision that instills true commitment Occurs through the four 'I's 1. Idealized influence - Strong role model 2. Inspirational Motivation - articulates appealing vision 3. Intellectual stimulation - encourages critical thought and creativity 4. Individualized consideration - shows genuine concern fro followers |
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Findings on the leadership styles: |
Democratic leaders have SATISFIED teams Autocratic leaders have PRODUCTIVE teams Laissez-fair leaders have FRUSTRATED teams Transformational leaders have both productive and satisfied |
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Charisma |
Leaders are confident, dominant, optimistic, articulate followers' repressed feelings Darkside: Hitler, persuade down destructive path |
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Communication |
The process by which information is exchanged between a sender and a recevier |
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Formal communication |
Follows the chain of command, either downward, upward or horizontal |
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Chain of command problems |
1) Slowness 2) Doesn't allow for informal communication 3) Filtering - messages tend to change as they get passed down |
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Mum effect - communication barrier |
The tendency to avoid communicating unfavourable news to others |
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The Grape-vine- informal communication network Pros + cons |
Pros: keep employees informed, fast, enhance cohesiveness + culture Cons: can distort information, circulates rumours, hostility against higher management |
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Men vs. Women in communication |
Women are more concerned with making connections - offer praise - Say thank you Men are concerned with establishing status - Give direct order - Argue - Don't apologize or give feedback |
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Culture context- high vs. low |
High context: the environment, physical cues ex. play a HUGE part, not so much the message itself low context: all about the message, interpreted very literally |
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Organizational approaches to communication |
1. 360 feedback - feedback from all members of organization 2. employee surveys and feedback 3. Suggestion systems 4. Management training to improve communication skills of managers |
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Organizational Culture |
The shared beliefs, and assumptions that exist in an organization |
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Levels of Organizational culture |
High visibility= easily visible ex. artifacts, physical characteristics Middle visibility = mission statement, goals Low = underlying assumptions, beliefs |
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Artifacts |
- Things you can observe Ex. - Rituals: parties, performance feedback - logos - office layout, design |
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Strong vs. Weak Culture |
Strong: Marked by CONSENSUS, intense and pervasive beliefs, values assumptions Weak: Less intense or agreed on beliefs Strong related to greater employee success and effetiveness, cohesion etc. |
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Values |
What you belief are right/wrong Unwritten rules about behaivor |
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Assumptions |
Deeply held, unconcious beliefs about reality |
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Contributors to culture (how is a culture made/maintained?) |
1. Founder's role 2. Top management 3. Socialization - exposure to organization |
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Organizational Learning |
The process through which an organization acquires, develops, and transfers knowledge throughout the organization
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Organization change process and problems |
Process: Unfreeze, Change, Refreeze Problems: Diagnosis - Initially showing there is a problem, clarifying it Resistance - can be to unfreezing or change Evaluation- evaluating whether change was good Institutionalization - implementing change permanently |
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Reasons for resistance |
Two major themes: Large identity gap - people don't feel change is possible Small identity gap - people don't feel change is necessary MODERATE is the best Other reasons: Conflicting interest lack of trust dislike of change |
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Power |
The capacity to influence others who are in a state of dependence |
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5 Types of Power |
1) Legitimate power - derived from a person's position or role (compliance) 2) Reward power - The ability to provide positive outcomes (compliance) 3) Coercive Power- Derived from the use of punishments and threat (resistant) 4) Referent power - Power derived from being well liked by others (commitment) 5) Expert Power - derived from having special information or expertise (commitment) |
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Reactions to Power |
People will respond in one of 3 ways: 1) Resistance 2) Compliance 3) Commitment |
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Influence Tactics (6) |
1. Legitimacy --> relying on authority or compliance with policies and rules (low effectiveness) 2. Assertiveness --> ordering, repeating demands (low) 3. Ingratiation --> using flattery, friendly behavior (moderate) 4. Rationality --> relying on logical arguments (moderate) 5. Inspirational appeals --> Appealing to values and ideals (high) 6. Consultation --> seeking others' participation (high) |
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Hard vs. Soft influence tactics |
Hard: Force behavior (reward, coercion), more likely to result in resistance and compliance Soft: Ability to think about it themselves and act on own |
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McClelland's study for the 3 types of managers with different needs for power |
1. Affiliative manager --> most concerned with being liked than exercising power 2. Personal power managers --> use power for personal gain alone 3. Institutional manager --> use power for good of the organization |
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Authority persuasion principle |
Says that people comply to experts or those in positions of authority |
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Organizational politics |
The pursuit of self-interest within an organization Self-conscious and intentional |
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Political skill |
The ability to understand others at work and to use that knowledge to influence others to act in ways that enhance one's personal ororganizational objectives |
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Political skill is dependent on |
- social astuteness --> attuned to other's needs and objectives - interpersonal influence - Apparent sincerity - networking ability |
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Machiavellianism |
Cynical beliefs about human nature, morality, and the permissibility of using various tactics to achieve one's ends Lying and deceit ends justify means |
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Defensive Reactive politics- Avoiding Tactics + Blame Tactics |
Avoiding actions/blame that might threaten one's power Avoiding tactics: 1) Stalling 2) Over conforming - sticking to your job description strictly 3) Buck passing - having someone else take action Blame tactics: 1) Buffing --> documenting information showing that an appropriate course of action was followed 2) Scapegoating - blaming others |
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Ethics |
Code of moral principles and values |
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Causes of unethical behavior |
Gain, role conflict, competition, personality, culture |
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Ethical Principles/Decision Criteria (3 views) |
1) Utilitarian - Creates the greatest good for the MOST number of people 2) Rights - Abides by the law, charter of rights and freedoms 3) Justice - Behavior is ethical if it is fair and impartial in its treatment of people |
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Advantages and disadvantages of all views |
Utilitarian - Promotes efficiency, productivity - Ignores rights of some individuals Rights - Protects all individuals Justice - Protects interests of under-represented and less powerful |
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Ethical Decision-making strategies |
1) Identify the impact on people: cost benefits, potential harm 2) Organizational systems: norms, laws, ethical codes 3) Alternatives: What other alternatives are available |
