Management 3710 Exam 1

Organizational Behavior:

(OB= Organization + Behavior = How people behave at work)

Is the study of how people behave in organizations and how that behavior affects the organization

Individual Outcome Types:

Job Performance and Organizational Commitment

Job Performance:

How well employees do on the job

Organizational Commitment:

How likely employees are to remain with an organization

Individual Outcomes Definition:

A field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations.

Individual Mechanisms: (Definition)

These directly affect job performance and organizational commitment

Individual Mechanisms Types:

Job Satisfaction. Stress. Motivation. Trust, justice, ethics. Learning and decision-making

Job Satisfaction:

What employees feel about their work

Stress:

Psychological responses to job demands that tax or exceed an employees capabilities.

Motivation:

Energetic forces that drive an employees work

Trust, justice, ethics:

Degree to which employees feel that their company does business with fairness, honesty, and integrity

Learning and decision-making

How employees gain job knowledge and use that knowledge to make decisions.

Building a Conceptual Argument: (Definition)

Resource-based view of organizations-looks at what makes resources capable of creating long-term profits for a firm.

Building a Conceptual Argument Types:

Rare

Inimitable) 3 reasons are:

History

Numerous Small Decisions

Socially Complex Resources

Rare: (Few have it)

Good people are hard to find

Rare & Inimitable Easy to Remember:

Rare= Not many have it

Inimitable= Hard to copy

Inimitable: (Hard to copy)

People are difficult to imitate for 3 reasons:

History: People have a collective pool of experience, wisdom, and knowledge that benefits the organization.

Numerous Small Decisions: Big decisions are easy to copy; it is the small decisions that people make day in and day out that are significant for an organization

Socially Complex Resources: Resources like culture, teamwork, trust, and reputation come from the social dynamics of a given firm in a given time

History:

Experience over time

Numerous Small Decisions:

Little choices add up

Socially Complex Resources:

Socially Complex= People + Relationships

Rule of One-Eighth: (Only a small fraction succeed)

Only about 1/8 of organizations will make comprehensive people-management changes and stick with them long enough to achieve economic benefits.

4 Types Methods of Knowing Are:

Method of Experience

Method of Intuition

Method of Authority

Method of Science

Method of Experience:

Believing something because it is consistent with your experience

Method of Intuition:

Believing something because it seems obvious or self-evident

Method of Authority:

Believing something because a respected source said it is so

Method of Science:

Believing something because scientific studies have replicated that result using a series of samples, settings, and methods.

Scientific Method: Long Definitions

Theory: Collection of assertions that specify how and why variables are related, as well as the conditions in which they should (and should not) be related.

Hypotheses: Written predictions that specify relationships among variables

Data: Collection and observation of behaviors and outcomes related to the hypothesis

Verification: Use of statistical methods to determine whether or not a hypothesis can be disconfirmed

Scientific Method Simplified:

Theory: Explains how & why variables are related

Hypotheses: Prediction about relationships

Data: Collect or observe information

Verification: Use statistics to test/ disconfirm the hypothesis

Team Characteristics and Diversity:

A team consists of 2 or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.

A team is a special type of “group” :

The interactions among members within teams revolve around a deeper dependence on one another than the interactions within groups.

The interactions within teams occur with a specific task-related purpose in mind.

Group vs Team:

Group: People interact, but they may work more independently

Team: People rely on each other to get the job done

Group= together Team= depend on each other

Why teams have become widespread:

Interactions allow teams to pool complementary knowledge and skills

Team Types: (5 of them)

5 categories of teams are distinguished by purpose, length of existence, and time involvement required of individual members.

Work Teams

Management Teams

Parallel Teams

Project Team

Action Team

Multiple Team Membership Long Definition:

Research indicates that when employees are part of several teams, they do not identify with each team equally and that these differences have important implications as to how much effort and commitment employees bring to each of their teams.

Multiple Team Membership Simplified:

One person, several teams, different levels of commitment

Many teams= divided attention

Work Team:

Purpose & Activities: Produce goods or provide services

Life Span: Long

Member Involvement: High

Specific Example: Self-managed work team, production team, maintenance team, sales team

Management Team:

Purpose & Activities: Integrate activities of subunits across business functions

Life Span: Long

Member Involvement: Moderate

Specific Examples: Top management team

Parallel Team:

Purpose & Activities: Provide recommendations and resolve issues

Life Span: Varies

Member Involvement: Low

Specific Examples: Quality circle Advisory council committee

Project Team:

Purpose & Activities: Produce a one-time output (product, service, plan, design, etc)

Life Span: Varies

Member Involvement: Varies

Specific Examples: Product design team Research group Planning team A

Action Team:

Purpose & Activities: Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances

Life Span: Varies

Member Involvement: Varies

Specific Examples: Surgical team Musical group Expedition ream Sports team

Stages of Team Development Definition:

Teams go through a progression as the members gain experience working together

Stages of Team Development In Order:

Forming

Storming

Norming

Performing

Adjourning

Forming:

Members orient themselves to team boundaries

Storming:

Conflict occurs because members remain committed to the ideas they bring with them to the team.

Norming:

Members realize they need to work together and begin to cooperate

Performing:

Members are comfortable in their roles, and the team makes progress towards goals.

Adjourning:

Members experience anxiety and other emotions as they disengage and separate from the team.

Punctuated Equilibrium Long Definition:

Refers to development in which not much gets done until the midway point of a project, and then the team increases effectiveness to meet its deadline 

Punctuated Equilibrium Simplified:

A team may do very little at first, reach the middle of the project, and then suddenly work much harder to finish on time.

Simple: Nothing much → halfway point → BIG PUSH → deadline

🧠 Memory trick: “Halfway = Wake-up!” ⏰

Task Interdependence Long Definition:

Refers to the degree to which team members interact with and rely on other members for the information, materials, and resources needed to accomplish work for the team.

Task Interdependence Simplified:

I need your work/resources to do my work.

Task= I need your stuff to do my task.

Task Interdependence Types:

Pooled Interdependence

Sequential Interdependence

Reciprocal Interdependence

Comprehensive Interdependence

Pooled Interdependence:

Members work independently and then pool the results.

Sequential Interdependence:

Members work on specialized tasks in a prescribed order.

Reciprocal Interdependence:

Members perform specialized tasks and then interact with other members to complete work.

Comprehensive Interdependence:

Members interact to a high degree to coordinate and perform tasks.

Goal Interdependence:

Exists when team members have a shared vision of the team’s goal and align their individual goals with that vision as a result.

Analogy: A boat with everyone paddling in the same direction exemplifies goal interdependence

A mission statement helps clarify the actions needed by the team.

Goal Interdependence:

Team members have a shared goal and make their individual goals fit with the team's goal.

Goal interdependence = Everyone wants the SAME goal.

🚣 Boat analogy: Everyone is paddling the boat in the same direction.

🧠 Memory trick: GOAL = Same direction 🎯

Task Interdependence vs Goal Interdependence:

Task Interdependence= I need your work

Goal Interdependence= We want the same goal

Mission Statement Development Process:

(10 steps in total only focus on Step 8) 4 Parts

Step 8) The mission statement should be evaluated using the following criteria:

Focus

Meaningfulness

Realistic

Challenge

Focus:

Does the mission statement articulate a purpose that is sufficiently clear and focused?

Meaningfulness:

Does the mission statement reflect a purpose that is meaningful to the members, and will accomplishing the purpose result in benefits that are important to the members?

Realistic:

Does the mission statement reflect something that the members believe they can actually achieve?

Challenge:

Does the mission statement convey a sense of challenge and urgency to members?

Mission Statement:

A mission statement explains the team's purpose and helps members understand what actions they need to take.

Mission statement = Why we exist and what we need to do.

🧠 Memory trick: MISSION = “What are we here to do?”

Outcome Interdependence Long Explanation:

The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.

• A high degree exists when team members share in the rewards that the team earns, including pay, bonuses, and other forms of recognition.

• Low outcome interdependence exists when individual members receive rewards and punishments on the basis of their own individual performance.

• Higher levels of outcome interdependence increase the amount of information shared among members, promote learning, and increase team performance.

Outcome Interdependence Simplified:

The degree to which team members share the rewards and feedback that come from achieving the team's goals.

Outcome interdependence = We share the rewards.

Example: The team performs well → Everyone gets a bonus.

🧠 Memory trick: OUTCOME = What happens AFTER we succeed.

High vs Low Outcome Interdependence:

High Outcome Interdependence: Team members share rewards

Example: Team reaches its goal → Everyone gets a bonus

Think: “We win → We all win.”

Low Outcome Interdependence: Members are rewarded or punished based on their individual performance

Example:

You perform well → You get a bonus

Your coworker performs poorly → They don’t get a bonus

Think: “I win → I get rewarded.”

Task Goal and Outcome Interdependence:

Task Interdependence: I need your work

Goal Interdependence: We want the same goal

Outcome Interdependence: We share the rewards

Task= Need Goal= Same Outcome= Share

Why High Outcome Interdependence Helps:

When people share rewards, they tend to:

• Share more information

• Learn rom each other

• Work better together

• Improve team performance

Remember: Shared rewards → Shared information → Better team

Team Diversity:

The degree to which members are different from one another in terms of attributes used as a basis for categorizing people.

2 different theories related to diversity in teams are:

The value in diversity problem-solving approach proposes that team diversity is beneficial because it provides a larger pool of knowledge and perspectives.

The similarity-attraction approach proposes that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them.

Must consider both types of diversity and the length of time the team has known each other to understand the real impact of diversity.

2 Types:

Surface-level diversity

Deep-level diversity

Surface-level diversity: refers to diversity of observable attributes such as race, gender, ethnicity, and age.

Can lead to problems initially because people may have difficulty communicating with others who are perceived to be different; however, these problems tend to fade over time as members gain experience with one another.

Deep-level diversity:

Refers to diversity of attributes that are difficult to observe initially but can be inferred through direct experience, such as one’s values or personality.

Stereotypes and other unconscious biases affect team diversity.

• Many challenges of diversity are rooted in hidden biases, particularly toward underrepresented groups.

• Biases may be unintentional but can still create misunderstandings and marginalization.

• Inclusion refers to the extent to which people feel that they are truly part of a group or organization and that they are welcomed and valued.

• Inclusion is important in many outcomes, including work relationships, job satisfaction, well-being, commitment, and job performance.

Stereotypes Bias:

A generalized belief or assumption about a group of people.

Example: Assuming someone is good or bad at something simply because they belong to a particular group.

Unconscious Bias:

A hidden or automatic preference or judgment that we may not realize we have.

Simple: Unconscious bias = A bias you have without realizing it.

🧠 Memory trick: UNCONSCIOUS = “I don't know I'm doing it.”

How important are team characteristics:

Team characteristics can impact team performance and team commitment. Two aspects of team effectiveness

2 Types of Team Characteristics Are:

Team Performance

Team Viability

Team Performance:

May include metrics such as quantity and quality of goods or services produced, customer satisfaction, the effectiveness or accuracy of decisions, victories, completed reports, and so on.

Team Viability:

The likelihood that the team can work together effectively into the future: low viability implies less commitment to the team.

The relationship between task interdependence and team performance varies somewhat depending on how team performance is measured.

Task interdependence does not significantly increase team commitment.

Inclusion:

Inclusion means people feel that they belong, are welcomed, and are valued in a group or organization.

Simple: Inclusion = “I belong here, and people value me.”

🧠 Memory trick:

INclusion = “I'm IN!”🙋

If you're included, you feel:

“I'm part of this team.”

Team Process:

Refers to the different types of communication, activities, and interactions that occur within a team as it work towards its goals.

Team Characteristics:

Such as member diversity, task interdependence, and team size, affect team processes and communication.

Team Processes and Communication:

• Team processes have a strong impact on team effectiveness.

Some processes and communication are observable, and others are less visible.

• For example, a “feeling of cohesion” experienced by a team member is not visible.

Process Gain: (Synergy)

Is getting more from the team than you would expect according to the capabilities of its individual members.

• Results in resources and capabilities that did not exist before the team created them.

Process Loss:

Is getting less from the team than you would expect based on the capabilities of its individual members.

• Common and costly by-product of doing work in teams.

Causes of Process Loss Types:

Coordination Loss

Production Blocking

Motivational Loss

Social Loafing

Coordination Loss:

Process loss due to the time it takes to coordinate work activities with other team members.

Production Blocking:

Results from team members waiting on each other before completing their own team tasks.

Motivational Loss:

Process loss due to team members’ tendency to put forth less effort on team tasks than they could.

Social Loafing:

 Results when members exert less effort due to the presence of others.

Taskwork Processes:

The activities of team members that relate directly to the accomplishment of team tasks.

·       Occurs anytime that team members interact with the tools or technologies used to complete their work.

·       Relates to the task performance aspect of job performance.

Creative Behavior:

Generating novel and useful ideas and solutions.

Brainstorming

Nominal Group Technique

Brainstorming:

Brainstorming is a process used to generate creative ideas:

1.       Express all ideas that come to mind (no matter how strange).

2.       Go for quantity of ideas over quality.

3.       Don’t criticize or evaluate the ideas of others.

4.       Build on the ideas of others

·       Drawbacks include social loafing, hesitancy to express ideas in a group setting, and production blocking as members wait their turn to express ideas.

·       Benefits include morale boosting and sharing ideas and knowledge.

Nominal Group Technique:

Team members individually write ideas and then take turns sharing them with the group in round robin fashion.

Decision Making:

Different processes are used by teams to make accurate and effective decisions.

·       Consensus is a general agreement among members regarding a solution (for example, a jury).

Factors that affect team decision-making

·       Decision infirmity: reflects whether members possess adequate information about their own task responsibilities.

·       Staff validity: refers to the degree to which members make good recommendations to the leader.

·       Hierarchical sensitivity: reflects the degree to which the leader effectively weighs the recommendations of the members.

Boundary Spanning:

Relates to taskwork processes that involve individuals and groups who are not considered part of the team.

Ambassador Activities

Task Coordinator Activities

Scout Activities