Commerce 1BA3 - Organizational Behaviour - Final Exam

5 Stage Model of Group Development

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

Forming (5 Stage Model of Group Development)

What are we doing? What is the purpose

Storming (5 Stage Model of Group Development)

Conflict emerges, sort out roles & responsibility

Norming (5 Stage Model of Group Development)

Norms are agreed, group becomes more cohesive

Performing (5 Stage Model of Group Development)

The group devotes its energies toward task accomplishment

Adjourning (5 Stage Model of Group Development)

Group disperses after achieving goals

3 Phases of the Punctuated Equilibrium Model

Phase 1

Midpoint Transition

Phase 2

Phase 1 (Punctuated Equilibrium Model)

First meeting to midpoint of group existence

Midpoint Transition Importance (Punctuated Equilibrium Model)

Need to move forward is apparent, important because it signifies a change in mindset within the group

Phase 2 (Punctuated Equilibrium Model)

Decision and approaches are played out

3 types of tasks for size

1. Additive

2. Disjunctive

3. Conjunctive

Additive Task (& affect on group size)

Performance dependent on sum of group members, more = better

Disjunctive Task (& affect on group size)

Performance dependent on best group member, size doesn't matter

Conjunctive Task (& affect on group size)

Performance limited by worst group member, less = better

Why do groups suffer "process losses" as they become larger?

Performance difficulties result from problems of motivating and meeting with these groups as they get larger.

Diversive Group Membership leads to better performance with what kind of tasks?

Cognitive, creativity demanding tasks, and problem solving

Rule vs. Norm

Rules are formal, norms aren't

4 types of norms

1. Dress

2. Reward Allocation

3. Performance

4. Social Interaction

Example of dress norms

military people need like buzzcuts

Example of reward allocation norms

Equity: rewards allocated based on seniority, sales, etc.

Equality: treating everyone equal

Reciprocity: Rewarding others on how they reward you

Social Responsibility: reward those who are in need

Example of performance norms

work group provides employees with cues about what appropriate performance is

Example of social interaction norms

Greetings, how people act in certain social settings, etc.

What is a role?

a position in a group that has a set of expected behaviours attached to it

Role Ambiguity

when role expectations are not clearly understood

role conflict

the situation that occurs when incompatible expectations arise from two or more social positions held by the same person

What is group cohesiveness?

the degree to which a group is attractive to its members

Factors that contribute to group cohesiveness

1. Threat & Competition

2. Success

3. Member diversity

4. Size

5. Toughness of Initiation

Social Loafing

tendency to without physical or intellectual effort when performing a group task, ie. work less in group than by themselves

How can we counteract social loafing?

1. Making individual performance more visible

2. Making sure the work is interesting

3. Make people feel wanted

4. Rewarding group performance

Collective Efficacy

Shared beliefs that a team can successfully perform a given task.

Self managed work teams

factors critical for success

1. Task: challenge, complexity, interdependence

2. Group Composition: stability, size, expertise, diversity

3. Support: training, rewards, management

Types of Teams

1. Self-Managed

2. Cross Functional

3. Virtual

4. Process improvement

Advantages of Group Decision Making

Decision quality, Decision acceptance & commitment, Diffusion of Responsibility

Disadvantages of Group Decision Making

Time, Conflict, Groupthink, Domination from 1 member

3 approaches to improve group decision making

Evidence Based Management

Crowdsourcing

Analytics & Big Data

Evidence Based Management

Setting aside hierarchy of opinion, and using critical thinking and best available evidence to make decisions

Crowdsourcing

Relies on "the crowd" to make decisions by getting input from a lot of people

Analytics & Big Data

Present data and analytics to help make the best possible decision

Organizational Culture

Shared beliefs, values and assumptions that exist in an organization

Subculture

Smaller culture that develops within a large organizational culture based on differences in occupation, goals, etc.

Realistic Job Preview (RJP)

Info about job demands and working conditions (+/-)

Psychological Contract

Beliefs held by employees regarding the reciprocal obligations and promises between them and their organization

Psychological Contract Breach

An employee perceives that his or her organization has failed to fulfill one or more of its promises or obligations in the psychological contract.

How do organizations develop early commitment in new recruits?

Exhibit the visibility of the new recruit at the job

Explicitly say "here is the new recruit", makes the recruit think they can't quit

Socialization

Process by which an employee begins to adapt to the values, norms and beliefs of the organization and its members

Proximal socialization outcomes

Learning

Task mastery

Social integration

Role conflict

Role ambiguity

Person-job fit

Person-organization fit

Distal socialization outcomes

Job satisfaction

Organizational commitment

Organizational identification

Organizational citizenship behaviour

Job performance

Stress

Turnover

What is the strategic importance of socialization

Helps employees move from compliance (conformity to nroms out of desire to acquire rewards/avoid punishment) to internalization (conformity to a norm out of true acceptance of the beliefs, values and attitudes that underlie the norm)

Orientation vs Socialization

Orientation: Short-term, formal business ran programs

Socialization: Long-term, informal process of an employee adapting to the organizations culture & climate

3 Stages of socialization

Anticipatory

Encounter

Role Management

Anticipatory Stage of Socialization

- Pre Arrival

- Employee begins with certain expectations about organization and job (not always accurate)

- Gets realistic job preview

Encounter Stage of Socialization

- Employee has started the new job

- Inconsistencies between expectation and reality emerge

What are benefits of a good orientation program

- Shows organization values to employees

- Reduces employee anxiety

- Clarifies job and organizational expectations

Role Management Stage of Socialization

- Inconsistencies are worked out

- outsider --> insider feeling

- employee begins to identify with organization

6 Socialization Tactics

1. collective vs. individual

2. formal (on the job) vs. informal (off the clock)

3. sequential vs. random

4. fixed vs. variable

5. serial (experienced, role models vs. disjunctive

6. investiture (affirm identity vs. divestiture (strip self-confidence)

Strong culture

Intensive and pervasive beliefs, value and assumptions.

Great consensus concerning what the organization is about/what it stands for

Advantages vs Disadvantages of Strong Cultured Organizations

Advantages: Easy to facilitate communication and coordination, sharing core values helps to resolve conflict

Disadvantages: Damages firm's ability to innovate, strong cultures can mix badly when a merger occurs ("Culture Clash")

What is a mentor?

A mentor is an experienced or more senior person who gives a junior person special attention by giving advice and creating opportunities.

2 Functions of a mentor

Career & Psychological

3 Ways to diagnose a culture

Symbols

Rituals (cheers, ceremonies, etc.), Stories (folklore of past events)

Proactive Socialization

The employee plays an active role in their own socialization

5 ways to be involved in your socialization & culture adaptation

1. Feedback & Information Seeking

2. Relationship Building

3. Networking

4. General Socializing

5. Positive Framing

Leadership

The influence that particular individuals exert on the goal achievement of others in an organizational context

Formal vs Informal Leader

Formal is a legitimate position or role whereas Informal has no legitimate title, and the leader relies on being well liked or having knowledge/experience

Leader vs. Manager

Managers don't always have influence over the group, while leaders will always maintain an influence on the group

Transactional vs. Tranformational Leader

A transactional leader is motivated by exchanging rewards for services, like a manager, whereas a transformational leader leads with charisma, is motivated by intellectual stimulation

Universal Leader Influence vs. Contingent Leader Influence

Influence in universal leaders is all the time in all situations whereas contingent-situation leaders can only influence in specific scenarios, a soccer game for example.

Universal Trait Approaches teach us

Belief that certain individuals are destined to be leaders regardless of the situation

Traits associated with leadership effectiveness

Limitations of the trait approach

Leadership Categorization Theory

Contingency Trait Approach to Leadership

An approach to management that recognizes that there is no one specific trait that leaders need to possess, however some traits are better than others in certain situations.

Fiedler's Contingency Model

Taught us the association between leadership orientation and group effectiveness, and how it is contingent on how favourable a situation is for exerting influence.

LPC

Least Preferred Coworker Scale. List of factors, rate least preferred coworker and come up with a score. High Score → Relationship Oriented Leader. Low Score → Task Oriented Leader

Relationship Oriented Leader

Positive, wants personal relationships, use this leader if you want good leader-member relations, useful if a task has a specific direction

Task Oriented Leader

Can get things done quickly, leader-member relations are less important, useful if no specific task direction.

Shortcomings of the Fiedler Model

Relies on ambiguous theory, criticized because leaders can't adapt their styles to fit the model.

Universal Behaviour approach of initiating structure

The degree to which a leader concentrates on goal attainment

Let me get this for you, helps to achieve a goal

A leader who is concerned with accomplishing a task by organizing, planning and dividing labour

Universal Behaviour approach of initiating consideration

The extent to which a leader is approachable and shows personal concern for employees

A leader who is concerned about reducing tension, resolving disagreements and maintaining morale

What does House's Path-Goal Model teach us?

House's Path-Goal Model teaches us about the various leader behaviours that are most effective under situations.

4 Leader Behaviours in House's Path-Goal Model

Directive

Supportive

Participative

Achievement Oriented

Directive Behavior (path-goal)

Setting clear objectives and goals

Supportive Behaviour (path-goal)

Supporting staff in achieving goals

Participative Behaviour (path-goal)

Allow people to make decisions (increase autonomy)

Achievement Oriented Behaviour (path-goal)

Sets goals for employees

Situational Factors (path-goal)

Employee Characteristics: Disposition of the employee, how do they act in situations

Environmental Factors: Factors in the environment that cause behaviours

Participative Leadership

Boss allows employees to help make work related decisions

Advantages of participative leadership

Motivation, Quality, Acceptance

Disadvantages of participative leadership

Time & Energy, Loss of Power, Lack of receptivity or knowledge

When does participative leadership work best?

when leader-employee relationship is goo

Degrees of Participation (Vroom & Jago)

A1: Autocratic individual

A2: Consult team for information to make autocratic decision

C1: Consultive, but still making decision by myself

C2: Consultative, share problem, asking for people to help make decision

G2: Share problem as a group, together making an agreement on a decision

5 alternative approaches to leadership

Leader-Member Exchange

Developmental Leadership

Strategic Leadership

Global Leadership

Shared Leadership

Leader-Member Exchange (LMX) Theory

Emphasizes the relationship that builds between leader and employee

Developmental Leadership

Use persuasion and develop employees

New Approaches to Leadership

Positive Lat Leadership

Empowering Leadership

Ethical Leadership

Authentic Leadership

Servant Leadership

Positive Lat Leadership

Focuses on leader behaviours and interpersonal dynamics that increase followers' confidence and result in positive outcomes beyond task compliance

Empowering Leadership

Allowing to make decisions on their own

Ethical Leadership

Leader models what appropriate behaviour should be (lead by example)

Authentic Leadership

Acting upon true values/instincts

Power

Capacity to influence others who are in a state of dependence

5 bases of Individual Power

Legitimate

Reward

Coercive

Referent

Expert

Legitimate Power

Derived from a person's position or job in an organization. Tend to do things like threaten to doc pay. Have power because of a role. Receives compliance.

Reward Power

Derived from the ability to provide positive outcomes and prevent negative outcomes. Email prof like compliment → can I have this. Receives compliance.