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131 Cards in this Set
- Front
- Back
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problem
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percieved discrepancy b/t the current state of affairs and desired state
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decesions
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choices we make among alternatives
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program decesions
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well structured for certain things that arise
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non-program decesions
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new situation or unique experience
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3 types of programmed decesions
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1.policy-borad
2.porcedure-more specific 3.rules-very specfic |
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6 steps in rational decesion making
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1.define the problem
2.indentify the decesino 3.allocate weights to the criteria 4.develop the alternatives 5.evaluate ' ' 6.select the best |
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implemenatation
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-decesion by itself changes nothing..must be implemented
-decesion quality can only be determined from consequences |
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evaluation decesion effectiveness-5
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1.problem still exsist?
2.problem defined properly? 3.alternatives evaluated? 4.right one chosen? 5.implementation effective? |
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rational decesion making
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how we should behave to maxamize outcome
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myth of rationality
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-org.'s are not emotion free
-emotions of any kind are bad-> good goal but not rational |
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bounded rationality
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pick the first decesion that satisfices our needs....make decesions by constructing simplified models that extract the essential features from the problems w/out capturing all their complexity
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3 decesion making conditions
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1.uncertainty
2.certainty 3.risk |
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role of intuition
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previous experience...gut level
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escalations of commitemtn
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continuous commitment to a previous bad decesion
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intuitive decesion making
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making decesions on the basis of experience, feelings, and judgement
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satisficing
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selecting a solution that is satisfactory rather than the best decesion
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3 ethical decesion criteria
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1.utilitarianism-greatest good for greatest number
2.rights -respecting and protecting basic rights 3.justice-imposing and enforcing rules fairly |
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5 ways to improvme decesion making style
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1.adjust your style to fit situation
2.be aware of biases 3.combine rational anaylis w/ intutiion 4.dont assume decesion is approriate in every situation 5.be creative |
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creativity
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combining new ideas in unique ways or associating ideas in unusual ways
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innovation
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turning creative ideas into useful products, services, or methods of operation
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groups
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2 or more indiviudals interacting and interdependent who have come together to achive paricular objective
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formal and informal groups
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f-managment team
i-friend group |
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why we join groups -6
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1.security
2.status 3.self-esteem 4.affiliation 5.power 6.goal achievement |
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categories of teams
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1.purpose
2.structure 3.membership 4.duration |
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probelm solving teams
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5-12 employees from same dept. to solve work problems
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cross-functional teams
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employees from different depts. taht come together to probelm solve
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virtual teams
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teams taht use computer technology to coordinate work...one in brazil, france, etc.
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stages of development
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1.prestage
2.forming 3.storming 4.norming 5.performing 6.adjourning |
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punctuated equilibrium theory
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nothing gets accomplished until the 2nd half of the alloted time in groups
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interdepdence
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-when any event depends more than one single agent
-when one person does not control all the conditions neccessary for achieving the desired outcome |
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why are teams so popular
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-out perform individ.
-use employee talents better -more flexible -inovlement -democrative |
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roles
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expected behvaior patterns
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role identity
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certain attitudes and behavior consistent w/ a role
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role perception
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view of how individual is supposed to act in a given stiuatino
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role expectations
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how others think an individual should act
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psychological contract
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unwritten contract b/t management expects from employee(vice-versa)
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role conflict
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situation where individual is confronted by divergent role expectations
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norms
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acceptable standards of behavior w/in a group that are shared by the group members
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conformity
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adjusting ones behavior to align w/ the norms of the group
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reference groups
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important groups to which individuals belong to or hope to belong to
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asch's study
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people in group were looking at size of line. person in on it woudl say the wrong answer and everyone would agree with the person
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deviant behavior
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inappropirate anti-social norms taht are intentionally violating the norms-->resualt in negative consequence for individ and org.
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4 types of deviant behavior
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1.production:leave early/work slow
2.property:sabatoge 3.political:gossiping 4.personal agresssion: sexual harrassement |
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status
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socially defined position or rank given to group members
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social loafing
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tendency for individuals to expend less effort when working in group(free-rider)
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ringlemen effect
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tug-of-war experiement...less inidivdual effot in groups than when working by yourself
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best types of groups
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odd number and 7 or 9
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small groups
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tasks faster
better use of facts |
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large groups
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solove problems better
diverse input better fact-finder |
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group demography
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share a commmon contribution(sex,age)
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cohorts
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individuals in a group w/ common attribute
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cohsivness
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degree to which people are attracted to each other...motivated to stay in group
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realationship b/t performance and productivity
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-hight cohesivness and high perform norms: high productiv
-high cohsiv and low norms: low productivity |
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low cohesino
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no too much performance w/ some productivity
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high cohesion
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really productive or really bad(extremes)
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group think
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phenomenon in which the norms for consequences overrides the realistic apprasial of alternative course of action
-rationalize resistance -direct preassure on unapposed -illusion of unamity |
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group shift
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change in decesion risk b/t the groups decesion and the individ decesion that member w/in the group would make
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synergy
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action of 2 or more substances-result in a different effect from individ summation of individ
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social-facilitation
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more preense of someone that is watching you causes your to chang your beavhior
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decesion making techniques for groups
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1.brainstorming
2.nominal technique 3.electronic meetings 4.delphi technique |
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group behavior model
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external conditions--recourcs---processes---peformance
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group effectivness
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basse compensation on what the group does. give group money and let them split it up
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communication
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transfer and understanding of meaning
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transfer
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message was recieved in a form that can be interpreted by the reciever
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interpersonal comm.
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comm. b/t 2 or more people
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org. comm.
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all the patterns, networks and systems of comm.'s w/ in a org.
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4 functions of comm.
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1.control
2.info. 3.motivation 4.emotional expression |
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channel
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medium selected by teh sender through which the message travels to the reciever
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formal channels
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established by the org. and transmit messages that are related to the professional activies of members
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informal channels
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transmit personal or social messages in the org. these are spontaneous and emerge as a response in individ choice
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directions of comm.
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upward,downward,lateral
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common formal small group netoworks
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-chain
-wheel -all channel |
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rumors result from
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uncertainity and ambiguos situations
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low and high richness
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high-face to face
low-email |
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poltically correct comm.
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certain words that sterotype, intimidate and insult individs. we dont know what the new words mean(phyciall challenged..wheelchair)
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high contexyt cultures
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cultures that rely heavily on non-vermal cues
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low-context cultures
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cultures that rely realy heavily on words to convey meaning in comm.
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active listening
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-dont overtalk
-be empathetic -make eye contact -head nods -question |
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managers
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appointed and have formal authority
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leaders
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can influence others to achieve goal
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trait theory
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leaders born not made...consider personality, social, physical
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behavioral theory
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leadership can be taught
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contingency/situational thoery
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leadership effectivness depends on the situation
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iniating structure
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defining, stucturing the task. leader structures roles of subordinates
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consideration(ohio)
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extent to which a leader is less likely to have job reltionships characterized by mutual trust, respect for subordiantes ideas
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employee-oriened leader(mich)
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emphasizing interpersonal relations, taking a personal interest in the needs of employees and accepting individ differences
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production oriented leader(mich)
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emphasizes task aspects of the job
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ohio and mich in general
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leaders can be trained and developed. cant generalize every situation
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fielder model
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match situation to particual leadership style leaders style of interacting and degree to which the situation allows the leaders to control influence
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fielder model continued
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-leaders dont readily change style
-match leader to situation or change situation to leader |
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least preferred co-worker
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way in which a leader will evaluate least preferred co-worker...task or realtionship oriented
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leader member relations
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degre of confidence, trust, and respect subordiantes have in their leader
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task structure
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degree to which job assignments are procedurized
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position power
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formal structure in org..power to hire, fire, etc
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cognitive resource theory
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expericence helps in stressful situations. intelligence contributes in only stress free conditons using normal problem solving behaviors
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contingency approach:hersey blanchard
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assumes leader can change their behavior. have to have ability and willingness
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situational leadership theory
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focues on follwer readiness. more ready the followers(wiling and able) less need for supervision
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path goal theory
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leader must help followers attaining goals and reduce roadblocks to success. leader must change beahvior to fit situation
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leader role path goal theory
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-increase valence
-remove barriers -increase reward valence |
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leader-member exchange theory
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(treating everyone fairly)select certain followers to be in and exhange....subordiantes have higher peformance ratings, less turnover
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leader participation model
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leaderhip thoery that provides a set of rules to determine the form and amount of paticpative decesion making in different situations
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transactional
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leaders who guide or motivate their followers in the directino of established goals by clarifying role and task requirements
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transformational-4 I's
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1.idealized influence-vision and sense of mission
2.inspiratinoal-high expectations 3.intellectual-promote intelligence 4.individual consideration-personal attention to each individual |
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charasmatic leadership theory
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follwers make attributes of heroic or extraordinary leadership abilities when they observe certain behaviors
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authentic leaders
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know who they are and waht they believe in
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ethical leaders
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use ethical means to get followers to achieve goals
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attribution theory
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leadership is merely an attribution taht people amke about other individuals(ceo is not realy cause of stock price)
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substitutes for leadership
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expereince of wokers espcially in ambiguous jobs
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power
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capacity that A has the power to influcne the behavior of B
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dependency
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b's relationship to a when a possesses something that b requires
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legimate authority
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power a leader has is result of their postion
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coercive power
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power the leader has to punish or control
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reward power
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power to give positive benefits or rewards
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expert power
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influence a leader can exert as a result of expertise or skills
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referent power
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power from persons desirable traits or personal resources
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power tactics by direction
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up, down, lateral
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responses to influnece
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compliance is the most important
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coalition
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collecton of individs who come together to achive purpose
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perceptions of poltics in org
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decrease job satisfaction
increase axiety increase turnover decrease performance |
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impression maganement
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individuals attempt to control the impression others form of them
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conflict
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when one persons perception that there about to feel a negative impact...its is a process with steps
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human realtions view of conflict
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conflict is natural outcome
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interactionist view of conflict
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conflict is positive
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functional conflict
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conflict supports the goals of the group and improves its performance
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dysfunctional conflict
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hinders group performance
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percieved conflict
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aware that conflict conditoins may arise
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felt conflict
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emtional involvement in a conflict creating anxiety, tensess
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conflict process handout
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1.potential opposition
2.cogniton 3.intentions 4.behavior 5.outcomes |
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functional conflict
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reward dissent and punish conflict avioders
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BATNA
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best alternative to a negotiated agrement...lowest accptable outcome
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vroom model
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deals with subordiantes
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