Organizational Psychology Final

Front 1

Groups

Back 1

2+ people, interdependent relationship, perceive selves as part of a group pursuing a common goal

Front 2

Formal Group

Back 2

Intentionally created by the organization.
1. Task group: short lived function
2. Standing: A group that stays around.

Front 3

Informal Group

Back 3

Spontaneous
1. Interest Groups: Created by people who have a shared interest.
2. Friendship groups.

Front 4

Why do people form groups?

Back 4

1. Protection and Advancement
2. Mutual interests/ Activities
3. Inherent social need

Front 5

Five-Stage model of group formation

Back 5

Forming: Group comes together
Storming: Hierarchical pecking order determined
Norming: Behaviors, expected or approved of behavior
Performing: Doing Task
Adjourning: Post task and dissolution

Front 6

Punctuated Equilibrium Model

Back 6

Formation --> equilibrium-->Midpoint-->equilibrium-->Deadline

Front 7

Role

Back 7

Position within a group. Position defined by group.

Front 8

Role Ambiguity

Back 8

Not sure of role, who does what

Front 9

Role conlfict

Back 9

Occupying two roles and roles in conflict

Front 10

Task Oriented Roles

Back 10

Dean Vs. Faculty

Front 11

Socio-emotional roles

Back 11

Leader or follower support, advice. Wheres my place?

Front 12

Individual-oriented roles

Back 12

Satisfying individual roles

Front 13

Norms

Back 13

Expected behavior of a role

Front 14

Why are norms so powerful?

Back 14

small rewards for conforming coupled with large punishments

Front 15

Development of Roles

Back 15

1. Precedents set over time
2. Generalize from other groups
3. Intentionally set by leader/members (employee handbooks)
4. Learned from critical incidents (memorable event that crystalizes norm)

Front 16

Formal Role

Back 16

Status is obvious, given by organization

Front 17

Informal Role

Back 17

Status not as obvious, conferred by group members
Ascribed vs. Achieved

Front 18

Idiosyncrasy credits

Back 18

If you have enough status you can afford to break rules.

Don't over use credits!

Front 19

Conformity

Back 19

Tendency to obey norms

Front 20

Why do we conform?

Back 20

Social Control

Informational Value: If we don't know what to do we look to others

Front 21

Cohesion

Back 21

Degree to which members value leadership

Front 22

How do you increase cohesion?

Back 22

Shared goals and perceived similarity

Difficulty of group entry

Strong external threat

Easier to encourage in smaller groups

Shared successes

Stable Memberships

Front 23

Social Loafing

Back 23

Individual effort decreases in a group

Can be offset by group cohesion

Front 24

How do you reduce social loafing?

Back 24

Individual accountability

Small groups

Members evaluate group members performance

Front 25

Social Facilitation Effect

Back 25

Individual performance in front of audience may be harmed or facilitated.

Front 26

Social Drive Theory

Back 26

1. Audience increases arousal
2. Arousal decreases cognitive capacity
3. Rely on habits (practice)

Front 27

GroupThink

Back 27

Compulsion of a highly cohesive group to form a unanimous decision.

Front 28

What are risk factors of group think?

Back 28

Overconfidence of the group
- History of unwarranted success
- Sense of moral superiority
Hurried decision making
Pressure for conformity
Close group of very similar people

Front 29

Preventing group think

Back 29

Includes outsiders

2nd Chance meeting (have group members come back to discuss after initial decision.)

Dialectic Reasoning (Devils advocate, question everything)

Front 30

Group Polarization Effect (Risky Shift)

Back 30

Group decision making leads to decisions more extreme than those of individuals
- Effective persuasion of other group members
- Desire to maintain relative standing (competition who can be best)

Front 31

How is group effectiveness measured?

Back 31

Productivity:
- Good problem solving entities (creativity, sharing of ideas)

- Team output (better than individual output if more complex)

Team maintenance: Do team members wish to maintain membership?

Team member satisfaction: Teams encourage job satisfaction

Front 32

Costs of increased productivity

Back 32

Group think

Increased need for coordination

Conflict between group members

Loss of clear leadership

Front 33

Inputs

Back 33

KSA's (Knowledge skills and Abilities)

Group level factor: Group size, structure, cohesion

Environmental level factors
org structure and reward systems
Org Resources/limitations

Front 34

Processes

Back 34

Norms around communication
Conflict resolution
Task Strategy
"Potency" - Self efficacy in a group setting

Front 35

Outputs

Back 35

Task Performance

Satisfaction, Are people happy?

Group maintenance

Front 36

Job Redisign

Back 36

Away from individual focus to team based
- Participative leadership
- Task variety, significance and identity

Front 37

Interdependence

Back 37

Task and goal interdependence: Mutual gain through completion of tasks and goals

Feedback and Rewards

Front 38

Group composition

Back 38

Complementary skills: Skills that mesh well, technical abilities

Personality: Interpersonal communication, self mgmt.

Moderate Diversity:
- More diverse --> Higher performance but take longer
- Less Diverse --> Get started quick but low-ceiling
Size: Small, large enough to complete task

Front 39

Context

Back 39

Teams incorporated correctly: Appropriate pre-work, composition and leadership

Organizations must value and be committed to teams

Industry factors: Less routine and more judgement provides better venue for teams

Front 40

Process

Back 40

Communication
Cooperation
Team building interventions

Front 41

Obstacles to team building

Back 41

Lack of full mgmt support: Role model and get piece in place

Poor compensation systems: Difficult within a team

Lack of employee support:
- Some people like working alone
- Interpersonal skills

Front 42

Machine metaphor

Back 42

Older view: Industrial age

Inputs, processes, outputs

Front 43

Biological metaphor

Back 43

Newer
Systems within systems
Emphasis on adaptation
Responding to the environment
Shaping the environment

Front 44

Formal configuration of Org Structure

Back 44

Task responsibility and authority, delegation

Org Chart

Front 45

Weber's Ideal Beaucracy (machine like)

Back 45

Machine-like and fair
Dimensions: Vertical or horizontal structure
Centralization: Decision making power held by fewer
Formalization: Lots of rules and policies etc.
Complexity: Greater complexity yields greater specialization
Division of labor: Divide the processes into small pieces
Line vs staff: Line working directly with product, staff exists so line can operate

Front 46

Neoclassical View

Back 46

Movement away from machine like structure

Front 47

Natural selection model

Back 47

Motivated to survive
Environmental "demands" structural adaptation
Environmental complexity varies (# and types of relationships)

Front 48

Market x Technology Model (market)

Back 48

Market factors - What/who is your market?
- Stable? Predictable number and type of customers
- Turbulent? Unpredictable number and type of customers

Front 49

Market x Technology Model (Technology)

Back 49

Stable? Predictable processes
Turbulent? Unpredictable processes

Front 50

Market x Technology Model (Mechanistic)

Back 50

Low technology and low Market.
Hierarchy rules and procedures

Front 51

Market x Technology Model (Organic)

Back 51

High tech, High Market
Who and how we serve is unpredictable, flat org that is adaptable "flock of birds"

Front 52

Market x Technology Model (Market dominated MAtrix)

Back 52

High Market, low Technology

Fashion, cards. Based on markets

Front 53

Market x Technology Model (Tech)

Back 53

High Tech, low Market
Based around engineers and creativity

Front 54

Mintzbergs Framework of Org Structures (Includes)

Back 54

The operating Core

The strategic Apex

The middle line

Technostructure

Support staff

Front 55

Operating Core

Back 55

Those who carry out the work
Form a professional Beaucracy
Formal setting, professionals operating independently
Hard to have them focus on common goal

Front 56

Strategic Apex

Back 56

Form a simple structure (few layers in respect to org chart)

Front 57

The middle line (middle mgmt)

Back 57

Creates a divisional structure
Power is held in middle mgmt
Typically a beaucracy

Front 58

The technostructure

Back 58

Specialists responsible for operation of org activities
Software specialists
A Machine beaucracy

Front 59

Support Staff

Back 59

The advisors and consultants
Those who provide indirect support
Creats an adhocracy
Puts a lot of power in consultants who you became dependent on

Front 60

Functional Deptartment organizations

Back 60

Departments defined by function ( shipping, packaging)

Creates specialization

Avoid duplication of effort

Lose sight of "Big picture"

Grocery store hospital

Front 61

Product based departmentalization

Back 61

Org defined by product rather than function
Lose specialization but gain cohesion

Front 62

Matrix departmentalization

Back 62

Multiple product lines, Multiple departments in each line

Two boss structure
Easy to develop conflict
Lot of communication at product head positions
Requires a lot of coordination, more popular with a medium sized company

Front 63

Horizontal Orgs

Back 63

A completely flat org
Maybe w/ out vertical authority
Consulting, advertsing
Org changes quickly
School of fish

Front 64

Virtual Organization

Back 64

Maybe operating core
Borrow parts of other companies
Usually short term
Create Pseudo org by contracting for all other aspects of org

Front 65

Conglomerates

Back 65

Multiple individual companies, operating under a larger parent organization.

Front 66

Strategic Alliances (mutual service consortium)

Back 66

Combine services for mutual benefit

Front 67

Strategic Alliances (Joint venture)

Back 67

Complementary Comapnies
- Two difference but complementary organizations that joing to capitalize on an opportunity.

Front 68

Strategic Alliances (value chain partnershp)

Back 68

Complimentary orgs where one supplies for other.
Pixar and Disney, Pixar makes the movie, disney distributes

Front 69

Multi-National Alliances

Back 69

Companies in different countries
Often one in a developed country, one in developing country.
Disadvantages:
- Culture Clash
- Different societal, government, trade barriers, etc.