MANA 3318 test 2 UTA

Group

Two or more people with common interests, objectives, and continuing interaction

Work Team

Group of people with complementary skills who are committed to a common:

-Mission

-Performance goal

-Approach for which they hold themselves mutually accountable

Teamwork

Joint action by a team in which individual interests are subordinated to team unity

Benefit for organization

Encourages collaboration

Benefit for indiciduals

-Psychological intimacy: Emotional and psychological closeness to other team or group members

-Integrated involvement: Closeness achieved through tasks and activities

Norms of Behavior

Group standards used to evaluate member's behaviors

Group cohesion

Interpersonal glue that makes group members stick together

Social loafing

Failure of a member to contribute personal time, effort, thoughts, or other resources

Loss of Individuality

Individual group members' loss of self-awareness, sense of accountability, inhibition, and responsibility for individual behavior

Formal groups

Official or assigned groups gathered to perform various tasks

Usually set up when there is a problem. The people(Employees) are our customers

Informal groups

Groups that evolve in the work setting to meet needs not met by formal groups

(Ethnic, gender, cultural and interpersonal diversity is critical to all types of groups)

Tuckman's Five stage model group development

Process of how a group develops

-Forming

-Storming

-Norming

-Performing

-Adjourning

In a true work environment there are how many stages of group development?

-4 (Adjourning is usually excluded) working teams are not abandoned

Work team structure

Goals and objectives, guidelines, performance measures, and role specification

Work team process

Managing cooperative and competitive behaviors

Diversity

-Enhances group effectiveness

-Types of member contribution - Contributor, collaborator, communicator, and challenger

Creativity

Enhanced through encouraging greater diversity within the team

Creativity is driven by

diversity

Empowerment skill

When you give your subordinates to do things they wouldn't have in the past

Self Managed, Self Directed, Autonomous work teams

Make decisions that are reserved for managers, help implement empowerment in organizations

4 steps of leadership

-Stewardship leader(gets the team running and backs away)

-Servant leadership

In about how many years does a company do a upgrade?

Every 5 years

Learning

A change in behavior due to experience

classical conditioning

process of modifying behavior by pairing a conditioned stimulus with an unconditioned stimulus

Operant conditioning

process of modifying behavior by following specific behaviors with positive or negative consequences*

Consequences*

Reinforcement, Punishment, Extinction

Organization behavior modification OBM (Fred Luthans)

Employs three type of consequences

-Financial reinforcement

-non financial reinforcement

-social reinforcement

OBM influence

most strong in manufacturing organizations

Law of Effect (Thorndike)

a behavior followed by a reward is is strengthened and more likely repeated

Bandura's Social Learning Theory

Learning occurs when we observe other people and model their behavior

Pavlov's experiment

classical conditioning experiment, making a dog associate the sound of a ringing bell to that of food - making the dog salivate at the sound

task-specific self-efficacy

an individual's internal expectancy to perform a specific task effectively

Four sources of self-efficacy

-prior experiences

-Behavior models

-Persuasion from other people

-assessment of physical and emotional capabilities

Management by objectives (MBO)

a goal-setting program based on interaction and negotiation between employees and managers

Goal setting programs

-Planning

-Evaluating

Performance management

Defining, measuring, appraising, providing feedback on, and improving performance

-Deficiency - important aspect of a person's actual performance are overlooked

-Invalidity - stems from inaccurate definition of expected job performance

Communication

the evoking of a shared or common meaning in another person

perceptual screen

A window through which one interacts with others. It influences the quality, accuracy, and clarity of the communication.

reflective listening

Personal, Feelings, and response

An individual carefully listens to a message and immediately repeats it back to the speaker

Helps communicator:

-Clarify intended message

-Correct misunderstandings

implicit

thoughts and feelings that are not clearly or fully expressed

incivility

discourteous communication and rude behavior that are disrespectful, hurtful, or injurious

Consequences

-Decline in satisfaction with supervisors and coworkers

-Perceptions of unfair treatment followed by depression

civility

communication and behavior that respect the integrity and dignity of the individual

Advantages

-Preventing harm and damage in workplace relationships

-Well-being in the workplace

defensive communication

messages that are aggressive, malevolent, passive, or withdrawn

-Power play - tactics used to control and manipulate others

-Labeling - portray another person as abnormal or deficient

-Disseminating misleading information - deception, selective presentation of information intentionally designed to produce an inaccurate impression in the listener's mind

-hostile jokes - passive aggressive defensive tactic

Proxemics

study of personal space, seating dynamics art of seating people in certain positions

territorial space

bands of concentric space radiating outward from the body , comfort zones

Kinesics

the study of body movement and posture

communicative disease

loneliness and social isolation resulting from the absence of heartfelt communication in relationships

Balance between head and heart is achieved when a person:

-Displays positive emotional competence

-Maintains a healthy internal conversation between his thoughts and emotions

Paralanguage

consists of variations in speech, such as pitch, volume, tempo, tone, duration, laughing and crying

information communication technology ict

an extensive category of new developments in interpersonal communication that allow fast, even immediate, access to information

Workplace telepressure

pressure employees feel when they perceive asynchronous communications methods as having the same requirements for response time as synchronous communication methods have

status structure

the set of authority and task relations among a group's members

task functions

an activity directly related to the effective completion of a team's work

maintenance functions

activities essential to the effective, satisfying interpersonal relationships within a group or team

upper echelon

a top-level executive team in an organization

power

the ability to influence others

influence

the process of affecting the thoughts, behavior, and feelings of another person

authority

the right to use power

zone of indifference

the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought

reward power

power based on an agent's ability to control rewards that a target wants

coercive power

power that is based on an agent's ability to cause an unpleasant experience for a target

legitimate power

power that is based on position and mutual agreement; agent and target agree that the agent has the right to influence the target

referent power (personal)

an elusive power that is based on interpersonal attraction.

expert power

the power that exists when an agent has specialized knowledge or skills that the target needs

strategic contingencies

activities that other groups depend on in order to complete their tasks

Factors that give a group control over a strategic contingency

-Ability to cope with uncertainty

-High degree of centrality

-Nonsubstitutability

information power

access to and control over important information

framing

spin managers put on information

Personal Power

power used for personal gain

social power

power used to create motivation or to accomplish group goals

Characteristics

-Belief in the authority system

-Preference for work and -discipline

-Altruism and belief in justice

principled dissent

valid criticism that can benefit the organization rather than mere complaints about working conditions

Korda's Symbols of Power

1. office furnishings

2. time power

3. standing by

Kanter's Symbols of Power

-Ability to intercede for someone in trouble

-Ability to get placements for favored employees

-Exceeding budget limitations

-Procuring above-average raises for employees

-Getting items on the agenda at meetings

-Access to early information

-Having top managers seek out their opinion

organizational politics

the use of power and influence in organizations

social benefit for individuals via work team

-Psychological intimacy: Emotional and psychological closeness to other team or group members

-Integrated involvement: Closeness achieved through tasks and activities

political skill

the ability to get things done through favorable interpersonal relationships outside formally prescribed organizational mechanisms

-Using their favorable interpersonal relationships

-Outside what is formally prescribed by the organization

-Should be considered in hiring and promotion decisions

-Buffers the negative effects of stressors

-Leads to a positive effect on team performance, trust, and support for the leader

networking ability

an individual's capacity to develop and retain diverse and extensive social networks

interpersonal influence

refers to a subtle and influential personal style that is effective in getting things done

Mature Group Characteristics

purpose and mission

behavioral norms

group cohesion

status structure

empowerment skills

-Competence skills

-Process skills

-Cooperative and helping behaviors

-Communication skills

Diversity at the top

-Help sustain high levels of organizational performance at the peak

-Help maintain the CEO's vitality

multicultural top teams

-Diversity increases uncertainty, complexity, and inherent confusion in group processes

-Culturally diverse groups generate more and better ideas and limit groupthink

reinforcement types

continuous, intermittent, fixed ratio, variable ratio, fixed interval and variable interval

Sources of Task-Specific Self-Efficacy

-prior experiences

-persuasion from others

-behavior models

-assessment of current physical and emotional capabilities

goal setting at work

Establishing desired results that guide and direct behavior

Functions are

-Increases work motivation and task performance

-Reduces stress caused by confusing expectations

Improves the accuracy and validity of performance evaluation

organizational citizenship behavior

-Behavior above and beyond the call of duty

-Enhanced by employee involvement programs

-Emphasizes collective performance

360 degree feedback

-Self-evaluation and evaluations by peers, managers, direct reports, and customers

-Provides a well-rounded view of performance

Improved by:

-Adding a systematic coaching component

-Separating the performance feedback component from the management development component

appraisal system

requires establishment of mutual trust between supervisors and employees

Charateristics are

-Validity

-Reliability

-Responsiveness

-Flexibility and equitability

power of earning

-Rests on a direct link between performance and rewards

-Counteracted by the notion of entitlement

-Entitlement engenders passive, irresponsible behavior

-Earning engenders active, responsible behavior

Utilitarian outcomes

Outcome of the behavior should be good for people inside and outside the organization

dimensions of personal skill

Social astuteness

Interpersonal influence

Networking ability

Sincerity

level of verbal response

affirming contact

paraphrasing the expressed

clarifying the implicit

reflecting core feelings

silence

-Speaker's perspective - Helps express difficult ideas or feelings

-Listener's perspective - Helps sort out thoughts and feelings

eye contact

Moderate direct eye contact communicates openness and affirmation without causing either speaker or listener to feel intimidated

keys to effective supervisory comunication

expressiveness

empathy

sensitivity

persuasiveness

-informative management style

Barriers to communication

gender differences, cultural diversity, language

communication technologies

email, voicemail, IM, fax, smartohone