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89 Cards in this Set
- Front
- Back
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define a group
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2 or more free interacting people with shared norms and goals and a common identity
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define formal group
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a group formed by a manger to help the organization accomplish its goals
ie. work group, team, committee or task force |
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define informal group
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members' of an overriding purpose of getting together is friendship
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what are the 2 basic functions of FORMAL GROUPS?
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1.) organizational
2.) Individual |
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what are the organizational function in a group?
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1.) Accomplish complex, interdependent tasks that are beyond the capabilities of the individuals
2. Generate new ideas and solutions 3. Coordinate interdepartmental efforts 4. Provide a problem solving mechanism for complex problems requiring waried info and assessments 5. Implement complex decisions 6. Socialize and train newcomers |
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define individual funcitons in a formal group
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1. Satisfy the individual's need for affiliation
2. Develop, enhance, and confirm the individuals self-esteem and sense of identity 3. Give individuals an opportunity to test and share their perceptions of soical reality 4. Reduce the individuals anxieties and feelings of insecurties and powerlessness 5. Provide a problem solving mechanism for personal and impersonal problems |
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what are the steps Tuckman's 5 Stage Theory of Group Development?
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1. Forming: icebreaking stage, Mutual trust is low, tend to be anxiety and uncertainty about people in charge and goals
2. Storming: time of testing, people test the leaders policies and assumptions, ssubtle forms rebellion occur, procrastination 3. Norming: group cohesiveness binds the group together 4. Performing: solving task problems, open communication, lots of helping 5. Adjourning: leaders need to emphasize lessons learned, many people feel a sense of loss |
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define Team
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small group with complementary skills who hold themselves for mutually accountable for common purpose, goals, and approach
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5 Criteria for a group to Become a TEAM
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1. Leadership becomes a shared activity
2. Accountability shifts from strictly individual to both individual and collective 3. The group develops its own purpose or mission 4. Problem Solving becomes a way of life, not a part time activity 5. Effectiveness is measured by the groups collective outcomes and products |
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define task roles
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enable the work group to define, clarify, and pursue a common purpose
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define maintenance roles
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relationship building group behavior, foster supportive and constructive interpersonal relationships
ie. intiator, elaborator, coordinator, recorder, energizer |
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define NORMS
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shared attitudes, opinions, feelings, or actions that guide social behavior
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how are norms formed?
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1. Explicit statements by supervisors or coworkers
2. Critical Events in the groups history 3. Primacy- the 1st behavior pattern that emerges in a group often sets group expectations 4. Carry-over behavior from past situations |
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why are norms enforced?
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Help the group survive
Clarify behavorial expectations Help indivivual avoid embarassing situations Clarify the groups central values or unque identity |
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define Group Cohesiveness
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A "we feeling" binding a group members together
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define groupthink
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cohesive in groups unwillingness to realistically view alternatives
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what are the different types of team?
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1. self managed teams
2. Cross functionalism teams 3. virtual teams 4. Problem-Solving Teams- Recomend things 5. Production or Service Teams- make or do things 6. Management Teams- Teams that run things |
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define self managed teams
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groups of employees granted adminstrative oversight for their work
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define cross functional teams
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team made up of technical specialest from different areas
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define virtual teams
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group members in different locations who conduct business using information technology
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define the group development model: Punctuated Equilibrium Model
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1. First meeting,
2. followed by Inertia 3. Increased level of activity at “halfway point” 4. more inertia 5. Frenzied activity to complete project |
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Things that can hinder team effectiveness
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Social Loafing
Social Facilitation |
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why use teams?
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Flexibility and Responsiveness
Commitment, Involvement, Motivation Social Rewards Creativity and Innovation |
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when are teams appropriate?
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The task is complex and different perspectives are needed.
There is diversity among members. Members are willing and able to contribute. The task is interdependent. There is a common purpose that is larger than the sum of individual goals. |
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what are the determinants of Team Effectiveness?
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Organizational Content (ie. culture, leadership, training, authority, evaluation)
Team Charateristics (ie. size, diversity, flexibility, group effort, goals) Group Processes (ie. norms, cohesion, social loafing, problem solving) =ALL 3 Lead to Team Outcomes |
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what are the BASES of POWER ?
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1. Reward Power
2. Coercive Power 3. Legitmate Power 4. Expert Power 5. Referent Power |
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define reward power
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obtaining compliance with promise or actual rewards
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define coercive power
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obtaining compliance thru threatened or actual punishments
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define legitimate power
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obtaining compliance thru formal authority
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define expert power
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obtaining compliance thru ome's knowledge or info
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define Referent Power
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obtaining compliance thru charisma or personal attraction
personality becomes reason for compliance |
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what are the 3 Influence Outcomes?
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Commitment: substantial agreement followed by iniative and persistence in pursuit of common goals
Compliance: insincere agreement requiring subsequent prodding to satisfy minimum requirements Resistance: Stalling, unproductive arguing, outright rejection |
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Name 9 Generic Influence Tatics
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1. Rational persuasion
2. Inspirational Appeals 3. Consultation 4. Ingratiation- getting someone in a good mood before making a request 5. Personal Appeals-refer to friendship before requesting 6. Exchange- trading favors 7. Coalition tactics- getting others to support to persuade someone 8. Pressure-demand compliance using intimidation 9. Legitimating tactics- requesting something based on one's authority or right |
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define social power
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ability to get things done with human, informational, and material resources
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define empowerment
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sharing varying degrees of power with lower-level employees to tap their full potential
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define employee empowerment
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how much personal responsibility and control over their work they experienced
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define Participation Management
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process in which employees play a direct role in:
1. Setting Goals 2. Making decisions 3. Solving Problems 4. Making changes in the organization |
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what are the 3 levels of political action?
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1. individual level: pursuit of self interest
2. coalition level: pursuit of group interest 3. Network Level: Cooperative pursuit of general self-interests |
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define organizational politics
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intentional enhancement of self interest
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What are the 5 sources of uncertainty that triggers political behavior?
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1. Unclear Objectives
2. Vague-Performance Measures 3. Ill-define decision processes 4. Strong individual or group competition 5. Any type of change |
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what are the CHARACTERISTICS of effective Team Leaders?
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1. Intelligence
2. Self-confidence 3. Determination 4. Honesty/Integrity 5. Sociability 6. Emotional Intelligence 7. Extraversion 8. Conscientiousness |
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What are the SKILLS of effective Team Leaders?
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1. challenges the process
2. Modeling the way 3. Encouraging the HEART-recognize contributions 4. Inspire a shared vision 5. Enabling others to act- fostering collaborations |
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Talk about Trait Theory
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Def.- a personal characteristic that differentiates leaders from followers
Assumptions: Leaders are born, NOT made Implication: Select Leaders leadership prototypes difffers according to culture Problems: 1. Does NOT consider the situations and traits do NOT predict leadership in all situations. 2. Better at predicting leader emergence than leader effectiveness |
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Talk about Behavior Theories on Leaders
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Assumptions: Leaders are MADE
Implication: Train/Develop leaders ie. Michigan studies, Ohio State Studies, Managerial Grid Problems: Does NOT consider the situation and the needed behaviors for effective leadership are NOT the same across all situations |
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Talk about Michigan Studies on LEADERS
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Basically used a continuum to put managers on separating on the scales. The ends of the scale are:
Production-Oriented Leaders AND Employee-Oriented Leaders |
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Talk about Fiedler Contigency Model on leaders
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Leader's Style is FIXED
Leader must fit situation: select leader to fit situation change situation to fit leader Leader's Style-(Task vs Relationship-oriented) Situational Favorableness: Leader-member relation, task structure, and position power |
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Talk about Ohio State Study on Leaders
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The use an X and Y axis for the scale.
X-axis- Iniating Structure Y-Axis-Consideration |
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Talk about Path-Goal Theory
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Leader style is NOT fixed; Leaders must change their behaviors to fit the situation
Leaders primary role is to clear a path so that followers can attain their goals- provide support, reduce road blocks Situational defined in terms of: environmental contingencies and subordinate contingencies |
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Talk about Transformational Leadership
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Transformational leadership- inspires and transform employees to pursue ogranizational goals over self-interests
transformational Leader Behavior- Inspirational motivation, Idealized influence, individualized consideration, and intellectual stimulation How model goes: Indiviual and organizational charact. + Leader Behavior + Effects on followers and work groups = Outcomes |
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Talk about LMX (Leader-Member Exchange) leadership model
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wants dyadic or two fold relationships between managers and their direct reports
focuses on the QUALITY of relationships between managers and employees Assumptions-leaders develop unique 1 on 1 relationships with each of the people reporting to them 2 types LMX: In group Exchanges-characterized by mutual trust, liking and respect Out-group exchange-partnership by LACK of mutual trust, respect and liking |
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define External Forces of Change
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come from outside the org.
Demographic characterisitics: effectively manage diversity Technological Advancements:technology to increase production Customer and Market Changes: have to deliver higher value in products and services Social and Political Pressures: forces created by social and political events |
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define Internal Forces for Change
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come from inside the org.
Investors can pressure change Low job satisfaction can lead to low productivity or high turnover small cahnges in an org. (ie. decision to empower employees) |
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what are the 2 forces of change?
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External or Internal Forces of Change
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Why do people resist change?
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emotional/behavior response to real or imagined threats to an established work routine.
1. Individual predisposition to change 2. Surprise and Fear of the unknown 3. Climate of mistrust 4. Fear of Failure 5. Loss of status of Job Security 6. Peer Pressure 7. Disruption of cultural traditions 8. personality conflicts 9. Lalck of tact or poor timing 10. NON-reinforcing reward systems 11.Past Success |
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what are some strategies for overcoming that resistance of change?
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1. Education + Communication
2. Participation + Involvement 3. Facilitation + Support 4. Negotiation + Agreement 5. Manipulation + Co-optation 6. Explicit + Implicit Coercion |
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what are 5 key concepts in managing organizational change ?
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1. Organization must be ready for change
2. people are more willing to resist change when they do NOT agree on the causes of current problems and the need for changes 3. change is LESS successful when top mgt fails to keep employees informed about the process of changes 4. do NOT assume ppl are conscientiously resisting change 5. employee perceptions of change significantly affect resistance |
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define Organizational Development (OD)
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a set of techniques or tools that are used to implement organizational change
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what are some common OD techniques?
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Survey Feedback
Process Consulatation Team Building Intergroup Development Technostructural Activities |
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what is the nature of OD?
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OD involves Profound Change
OD is valued Loaded OD is a Diagnosis/ Prescription Cycle OD is Process Oriented OD research and practical Implications |
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what are the objectives of a compensation system?
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1. Strategic
2. Attractive 3. Equitable 4. Motivating 5. Understandable |
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what are the Issues with the pay level decisions?
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EXTERNAL EQUITY- make sure you're paying competitve salaries compared to other companies
ORGANIZATIONAL INFLUENCES- Like Mgt philosophy, or Product Market or strategy LABOR MARKET INFLUENCES- compensation surveys GOVERNMENT INFLUENCES UNION INFLUENCES |
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what are the issues associated with pay structure decisions?
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INTERNAL EQUITY-Different jobs in same organization might have differences - use job Evaluation
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what issues are associated with Individual Pay Decisions?
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INDIVIDUAL EQUITY- make sure Same job in same organization does NOT get paid more as peers- use performance appraisal
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what does the Equal Pay act of 1963 say?
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If MEN and WOMEN are doing the same work then they should paid the same.
EXCEPTIONS-might occur if its in seniority, merit, differences in production |
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what are legally required benefits?
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Social Security
Unemployment Compensation Overtime Pay Minimum WAGE Restrictions on Child Labor Equal Pay for Equal work Workers’ Compensation Family & Medical Leaves |
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define the nature and use of job evaluation?
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defn: an adminstrative procedure for measuring the relative internal worth of the organization's jobs
USE: idetifies each job compensable factors (ie the characteristics of a job that the organization values and chooses to pay for) provide the basis for decisions about relative internal worth |
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What are the 2 elements of Pay Structure?
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1. Pay Level- decisions on how much to pay
2. Job Structure- the relative value of each job Need to set levels of pay that employees will consider to be equitable and motivating |
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define Broad banding job structures
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Alternatives to Job-Based Pay
Delayering Company Companies reduce number of levels in a org job structure it reduces opportunity to promote employees though |
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define Skill-Based Pay Plans
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pay structures that set pay according to the employees' level of skills or knowledge and what they are capable of doing
advantages: creates a climate for learning and adaptablility, employees use knowledge and ideas more productively DISADVANTAGES: does NOT provide way to ensure that employees can use their new skills, might be difficult to reward employees if they learn skills too fast |
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what are the design features, advantages, and disadvantages of PIECEWORK pay plan?
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defn: a wage based on the amount they produced
advantage: there is a direct connection between how much an employee works to how much a employee is paid Disadvatage: might be hard to measure physical output, does NOT reward based on quality or customer satisfaction, does NOT encourage new skill learning |
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what are the design features, advantages, and disadvantages of Merit Pay pay plan?
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defn: a system of linking pay increases to ratings on performance appraisals
advant: the reward is more valuable by relating it to economic conditions, rewards performance in all of the dimensions measured in the org performance mgt system disadvant: conditions can shrink the available range of increases, can quickly become expensive, might be based on faulty assumptions |
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what are the design features, advantages, and disadvantages of GAINSHARING pay plan?
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defn: group incentive program that measures improvements in productivity and effectiveness and distributes a portion of each gain to employees
advant.: addresses challenge of identifying appropriate performance measure for complex jobs, they have to improve group performance disadvant: it rewards all employees even if they did nothing scanlon plan: based on ratio of sasles and labor cost |
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what are the design features, advantages, and disadvantages of PROFIT SHARING pay plan?
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defn: incentive pay in which payments are a percentage of the org profits and do NOT become part of the employees base salary
advant: encourages workers to think more like owners disadvat: if employees have to wait tool ong then profit sharing is ineffective, if company is doing bad then discourages worker |
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what are the design features, advantages, and disadvantages of STOCK OWNERSHIPpay plan?
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defn: stock options: give rights to buy a certain number of shares of stock at a specified price
Advant:employee is an owner of the company, encourages manager to do well, Disadvant: hard to appreciate b/c money is made when stock is sold so usually not until they leave company,might encourage unethical behavior |
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what are the issues of payment for time not worked?
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the employer pays for time the employee is not there
advant: give time for stress relief, employee might take advantage of sick days if they do not roll over at the end of the year disadv: not all employees take the all sick days |
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what are the issues of security and health benefits?
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PPO-Preferred provider organization is a health care plan that contracts with health care professionals to reduce fee
flexible spending account- put untax money in a bank account but could lose money if you do not use it employee wellness programs- ways to reduce health risks Pasive Programs- Active Programs- |
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what are the issues of family friendly benefits?
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include family leave to take care of dependents policies and child care
college savings plans for children elder care for parents |
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what should all be considered when conducting organization analyses?
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defn: process for determining the appropriateness of training by evaluating the characteristics of the organization
part of need assessment training should be aligned with org goals have to see if org has has resources to do training as well |
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what should all be considered when conducting task analyses?
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process of identifying the tasks, knowledge, skills and behaviors that training should emphasize
a need assessment look at conditions tasks are performed in |
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what should all be considered when conducting person analyses?
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defn: process of determining the individuals needs and readiness for training
a needs assessment determine if employees are willing and able to learn only ability and skill can be affected by training |
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What are factors can cause performance problems and which can be solved thru training?
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1. Ability/Personality
2. Motivation 3. Unclear expectations 4. Situational barriers 5. Lack of feedback ONLY Ability and Skills can be affected thru training |
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what are some differences between training and development?
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development is future oriented
development is preparing for change in new jobs, new responsibilities or new requirements Participation in development is voluntary. Development has a high use of work experiences Training focuses on improving performance at current job. Participation in training is mandatory. Training has low use of work experiences |
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what are the 4 apporoaches to employee development?
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1. formal education-could be at workplace or off-site like a college
2. Assessment-provide feedback to employees about communication style or skills, MBTI, benchmarks, appraisals 3. Job Experiences- the combo of relationships, problems, demands, tasks, and other features of an employee job, job enlargement, job rotation, transfers 4. Interpersonal Relationships- like mentors and coaches |
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what are the criteria in evalauting the effectiveness of training or development programs?
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1. Self-Assessment: use psychological tests, use of employees to determine their career interests, values and behavorial tendencies, identify opportunity and personal areas needing improvements
2. Reality Check- info company gives to workers about how their skills fit into organization plans 3. Goal Setting- based on self assessment and reality check, SMART goals 4. Action Planning-prepare an action plan for how they will achieve their short and long term goals, employee responsible for creating steps to achieve them, company provides resources |
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what are development related challenges?
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1. Glass Ceiling- circumstances that keep most women and minorities from attaining the top jobs in organizations, managers need to decide whether stereotypes are influencing decisions to put men or minorities in developmental assignments,, hard to find mentors when your a minority, lack of personal support, can be fixed by deciding develomental needs and having action plans
2. Succession Planning- process of identifying high potential employees who will be able to fill top mgt positions when they become vacant, allows senior mgt to thoroughly review company talent, provide developmental experiences managers need,ensures top level mgt talent is available 3. Dysfunctional Managers- insensitivity to others, arrogance, poor conflict mgt skills, cant adapt, inability to meet business objectives, toxic:stifles good ideas and drives away employees |
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what are some of the various learning principles?
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Training objectives
Practice- thru repetition Feedback Meaningfulness-employee has to understand the purpose of the training Modeling-like a simulation Memory aids |
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what are the nature of common training methods?
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Presentational Learning Methods: Lecture
(can be supplemented with slides, video and case study, etc.) Workbooks Distance learning, videoconferencing, webcasting. CDs, DVDs, VideoMobile instruction. Hands-on Learning Methods: On-the-job training. Apprenticeship / Internships. Simulation. Business games. Virtual reality. Case study. Role plays. Behavior modeling. Interactive video. Blended learning. Team Learning Methods:Adventure learning. Action learning. Team training. |
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what are The nature, elements and outcomes of HPWS
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high performance work system- the right combo of people, technology, and organizational structure that makes full use of the orgs resources and opportunities in achieving its goals
elements: 1. org structure- the way the org groups ppl into useful division or dept 2. task design:determines how responsibilities will be grouped, team-base or individual 3. right people 4. Reward system 5. Information System Outcomes: higher productivity and efficiency, great customer satisfaction, and low employee turnover |
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what conditions that facilitate HPWS and how HR contributes to those factors.
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tConditions that facilitate HPWS: teamwork and empowerment
knowledge sharing job satisfaction ethics HR contributes Job design, recruitment selection, training and development, performance mgt, and compensation |
