Oranizationalbehavior

Front 1

Basic Group

Back 1

Roles, Norms, Cohesiveness, Size, Composition, Status

Front 2

Team Formula vs group formula

Back 2

team: 1+1+1 > 3 ; group; 1+1+1 < 3

Front 3

Roles

Back 3

People play multiple roles, can shift roles rapidly when needed, can be major conflict between roles

Front 4

Asch Studies

Back 4

Norms push us towards conformity, members with differing opinions feel pressure to align with others

Front 5

Hawthorne Studies

Back 5

Group performance is effected by the group's status, group influence is significant in affecting individual behavior, money was less a factor than group standards and sentiments

Front 6

Team popularity

Back 6

out perform, utilization or resources, flexible and responsive, participation in making decisions can increase motivation

Front 7

Types of teams

Back 7

problem solving, self-managed, cross-functional, virtual

Front 8

Group Cohesiveness

Back 8

Increase status of group and the difficulting of getting in to the group

Front 9

team effectiveness model

Back 9

Work Design, Composition, Process, & Context

Front 10

Reason to join a group

Back 10

Security, Status, Self-esteem, Affiliation, Power, Goal Achievement

Front 11

Types of group

Back 11

Command Group, Task Groups, interest groups

Front 12

Status equity

Back 12

If inequality is percieved, it creates disequilibrium, which results in some type of corrective behavior

Front 13

Does size of group effect behavior

Back 13

Yes - smaller is faster at completing accomplishments, larger is better at decision making, large can cause social loafing

Front 14

Social loafing

Back 14

1+1+1 < 3

Front 15

Composition of groups

Back 15

groups require people of all skill sets to be effective. Diversity can slow down progress but results in better decision skills in the long run.

Front 16

Group think

Back 16

people in groups may go with the majority to keep harmony and not stand out, this leads to bad judgement and decisions

Front 17

Group Shift

Back 17

Can lead to greater the acceptable risk taking

Front 18

Brainstorming

Back 18

Each person giving ideas, no discusion,

Front 19

nominal group technique

Back 19

Members meet as a group, but work independently, each writes their own ideas on the problem, each member presents one idea, no discussion, then discuss each idea for clarity, each ranks ideas on their own, and aggregate sum wins

Front 20

electronic meeting

Back 20

people can sit around a table, but each types what they want to say so people can generate ideas simultaniously

Front 21

Difference between teams and groups

Back 21

a group that is together primarily to share information and help make decisions that allow each to do their own work, a team generates positive synergy through collective work that requires joint effort, potential for greater output than the sum of the parts

Front 22

Team effectiveness; Context

Back 22

adaquate resources, leadership and structure, climate of trust, performance evaluation and reward system

Front 23

Team effectiveness; Composition

Back 23

abilties of members, personality, allocating roles, diversity, size of teams, member flexibility, membe preferences

Front 24

team effectiveness; work design

Back 24

autonomy, skill variety, task identity, task significance

Front 25

team effectiveness; process

Back 25

common purpose, specific goals, team efficacy, conflict levels, social loafing

Front 26

Turning individuals into team players

Back 26

some are natural, others can be taught problem solving, communication skills, negotiation skills, conflict management skills, others are best left to be individuals

Front 27

Team needs

Back 27

small enough to be efficient and effective, properly trained in skills their members will need, allocated enough time their members will need to get the job done, be given authority to resolve the problems and implement corrective action, have a designative 'champion' who's job it is to help the team get around roadblocks and red tape issues

Front 28

Teams make sense when…

Back 28

there is interdependence between the tasks, when the success of the team depends on the success of the individuals, success of the individuals depends on each other,.

Front 29

Communication

Back 29

includes transference and understanding of meaning

Front 30

Functions of communication

Back 30

control, motivation, emotional-expression, information transfer

Front 31

Communication process model

Back 31

sender - encoding - message - channel - decoding - reciever - noise - feedback

Front 32

Direction of communication

Back 32

Downward, upward, lateral

Front 33

Types of interpersonal communication

Back 33

oral, written, non verbal,

Front 34

Gender effect on communication

Back 34

Men communicate to emphasize status, women communicate to create connections

Front 35

Communication to provide performance feedback

Back 35

1.Focus on specific behavior, 2. keep feedback impersonal, 3. Keep feedback goal oriented, 4. make feedback well timed, 5. ensure understanding, 6. direct negative feedback toward behavior that is controllable by the recipient.

Front 36

Listening vs talking

Back 36

Listening is more tireing than talking as it demands intellectual effort

Front 37

Improve listening skills

Back 37

1. make eye contact, 2. Exhibit affirmative head nods and appropriate facial expressions, 3. avoid distrating actions or gestures, 4. ask questions, 5. paraphrase, 6. avoid interupting, 7. Don't overtalk

Front 38

Leadership is

Back 38

the ability to influence a group toward the achievement of goals.

Front 39

leaders vs managers

Back 39

not all leaders are managers, and not all managers are leaders, just because you are appointed a manager, does not mean you can lead effectively

Front 40

Trait theories

Back 40

that it is possible to describe a leader based on his traits: intelligence, charisma, decisiveness, enthusiasm, strength, bravery, integrity, self-confidence . . .

Front 41

extroversion

Back 41

the most important trait of effective leaders

Front 42

problem with trait theories (big 5)

Back 42

do a better job predicting the emergence of leaders, than the long term effectiveness of them

Front 43

Behavior theories

Back 43

they say that there must be something unique about how a leader behaves

Front 44

trait theories vs behavior theories

Back 44

if trait theories were true then leaders are born, if behavior theories were true then leaders can be created and taught

Front 45

initiating structure

Back 45

extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.

Front 46

consideration

Back 46

is described as he etent to which a person is likely to have job relationships characterized by mutal trust, respect for subordinates ideas and regard for their feelings

Front 47

High-High

Back 47

leaders high on initiating structure and high on consideration tend to achieve high on subordinate performance and satisfaction

Front 48

employee oriented leaders

Back 48

described as emphasizing interpersonal relations - associated with higher group productivity and higher job satisfaction

Front 49

production oriented leaders

Back 49

described as emphasizing technical or task aspects of the job - low group productivity and low worker satisfaction

Front 50

Contingency Theories

Back 50

Fiedler, leader-member exchange, path-goal, and leader participation

Front 51

Fiedler leadership model

Back 51

proposes that effective group performance depends on the proper match between leader's style of interacting with his or her subordinates and the degree to which the situation gives control and influence to the leader

Front 52

LPC questionaire

Back 52

least-preferred co-worker (lpc) questionaire containing 16 contrasting adjectives such as pleasant/unpleasant and purports to measure whether a person is task-oriented or relationship-oriented. It asks one to describe one person he has LEAST ENJOYED working for by rating that person from 1-8 for each adj. - believed to tell more about the person taking the test, than the person they are describing

Front 53

after LPC

Back 53

then you need to match the leader to the situation by 3 factors: leader-member relations, task structure and position power

Front 54

task oriented leaders

Back 54

tend to perform better in situations that were very favorable or very unfavorable

Front 55

relationship leaders

Back 55

perform best in moderate control situations

Front 56

leader-member exchange theory

Back 56

leaders establish a special relationship with a small group of their followers, these are people the leader trusts, get a disproportionate amount of his or her time and special privileges, people are classified as in or out. In people have attitude and personality similar to the leader's or a higher level of competence

Front 57

Path-Goal Theory

Back 57

a contingency model of leadership that extracts key elements from the ohio state leadership research on the initiating structure and consideration and the expectancy theory of motivation.

Front 58

essence of path-goal theory

Back 58

it is the leaders job to assist his or her followers in attaining their goals and to provide the direction or support or both needed to ensure that their goals are compatible with the overall objectives or the group or organization. - leaders clarify the path to help their followers achieve their goals

Front 59

leaders behavior is acceptable …

Back 59

to subordinates to the degree it is a source of immediate satisfaction or future satisfaction

Front 60

leaders behavior is motivational…

Back 60

to the degree that it makes subordinate need satisfaction to perform and provides coaching , guidance, support and rewards

Front 61

directive leader

Back 61

lets subordinates know what is expected of them

Front 62

supportive leader

Back 62

is friendly and shows concerns for the needs of subordinates

Front 63

participative leader

Back 63

consults with subordinates and uses their suggestions before making decisions

Front 64

achievement-oriented leader

Back 64

sets challenging goals and expects subordinates to perform at their highest level

Front 65

path-goal theory implies …

Back 65

that the same leader can be directive, supportive, participative, and achievement-oriented

Front 66

path-goal: positive influence of leader

Back 66

employee performance and satisfaction are likely to be positively influenced when the leader compensates for things lacking in the employee or work setting

Front 67

path-goal: negative influence of leader

Back 67

leader who spends time explaining tasks to employees who do not need that are seen as redundent or even insulting

Front 68

Leader-participation model

Back 68

by vroom and yetton, related leadership behavior and participation in decision making - model provided a set of rules that should be followed in determining the form and amount of participation in decision making as determined by different types of situations - developed a computer program to guide managers

Front 69

transactional leadership

Back 69

guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Front 70

charismatic/transformational leaders

Back 70

inspires followers to transcend their own self interests for the good of the organization and who is capable of having a profound and extraordinary effect on his or her followers. They are vision and articulation, personal rish, environmental sensitivity, sensitivity to follower needs, unconventional behavior

Front 71

bad side of charismatic leaders

Back 71

can potentially undermine organizations - jim jones, ego driven, surround themselves with YES people, cross ethical lines

Front 72

Ethical leadership

Back 72

address the means a leader uses in trying to achieve goals . . . We should consider both the means used by the leader to achieve his or her goals and the moral content of those goals

Front 73

cross cultural leadership

Back 73

leaders must adapt their style to different national culture

Front 74

neutralize the effect of the leader

Back 74

characteristics of subordinates - experience, training, professional orientation or need for independence can neutralize the effect of leadership.

Front 75

Trust

Back 75

a positive expectation that another will not , through words, actions, or decisions - act opportunistically

Front 76

opportunistically

Back 76

inherent risk and vulnerability in any trusting relationship

Front 77

positive expectation

Back 77

assumes knowledge and familiarity about the other party

Front 78

key dimensions that underlie the concept of trust

Back 78

integrity-honesty and truthfulness, competence-technecal and interpersonal knowledge and skills, consistency-reliablity, predictability, and good judgement, loyalty-willingness to protect and sace face for another person, openness-willingness to give the whole truth

Front 79

linking trust to leadership

Back 79

Honesty is absolutely essential to leadership, if people are to willingly follow a leader, be it into battle or the boardroom, there must be the perception of trust

Front 80

three types of trust

Back 80

deterrence based trust-the most fragile relationships, one violaion can destroy the trust - trust lies in the authority held by the boss and the punishment he can impose, knowledge based trust-relies on information rather than deterrence, comes from a history of interaction, identification based trust-emotional connection - husband/wife.

Front 81

build trust

Back 81

practice openness, be fair, speak your feelings, tell the truth, show consistency, fulfull your promises, maintain confidences, demonstrate competence

Front 82

leadership role in OB

Back 82

leader provides the direction toward goal attainment

Front 83

Power

Back 83

people who have it - deny it, people who want it, try not to appear to be seeking it, those who are good at getting it are secretitve about how they got it - it is the capacity that A has influence over the behavior of B

Front 84

Formal Power

Back 84

leader ship position - reward power - dependent on fear, reward power- opposite of coercive power; legitimate power - formal authority, informational power - acess to and control over information

Front 85

Coercive power

Back 85

dependent on fear

Front 86

personal power

Back 86

power that comes from an individuals unique characteristics - expert power - results of skills or knowledge, referent power-based on wanting to be or be like a person who has desirable resources or personal traits; chaismatic power-extention of referent power stemming rom an individuals personality

Front 87

general dependency postulate

Back 87

the greater B's dependency on A, the greater power A has over B

Front 88

what creates dependency

Back 88

it is increased when the resource you control is important, scarce, and nonsubstitutable

Front 89

coalitions

Back 89

power in groups

Front 90

sexual harassment

Back 90

environment would resonably be perceived and is perceived as hostile or abusive, concept of power is central to understanding sexual harassment.

Front 91

politics

Back 91

when power is converted into actions

Front 92

Political behavior

Back 92

those activites that are not required as part of ones formal role in the organization, but that influence or attempt to influence the distribution of advantages and disadvantages within an organization

Front 93

individual factors to political behavior

Back 93

high self monitors, internal locus of control and high need for power

Front 94

organizational factors to political behavior

Back 94

resources are declining, pattern of resources are changing, promotions or advancement opportunities

Front 95

bad side of politics

Back 95

decreased job satisfaction, increased anxiety and stress, increased turnover, reduced performance

Front 96

defensive behaviors of politics

Back 96

percieve politics as a threat: AVOIDING ACTION: overconforming, buck passing, playing dumb, stretching, stalling; AVOIDING BLAME: buffing (covering your rear), playing safe, justifying, scapegoating, misrepresenting; AVOIDING CHANGE: prevention, self-protection

Front 97

impression mangement

Back 97

process by which individuals atttempt to control the impressions of others: self-description, conformity, accounts, apologies, acclaiming, flattery, favors