ASU MGT 303 Final Exam

Reactive Change

changes in response to problems or opportunities as they arise

Proactive Change

carefully thought-out changes in anticipation of possible or expected problems or opportunities

Adaptive Change: How threatening is it?

Reintroduction of a familiar practice (Least Threatening)

Innovative Change: How threatening is it?

Introduction of a practice that is new to the organization (Somewhat Threatening)

Radically Innovative Change: How threatening is it?

Introduction of a practice that is new to the industry (Very Threatening)

What are the steps in Lewin's Change Model?

Unfreezing, Changing and Refreezing

Innovation

The introduction of something new and better

Types of innovation: Product Innovation

change in the appearance or performance of a product or the creation of a new one

Types of innovation: Process Innovation

change in the way a product is conceived, manufactured, or disseminated

Types of innovation: Core Innovations

optimizing of products or services for existing customers

Types of innovation: Transformational Innovations

breakthrough products or services that don't exist yet;

aimed at creating brand new markets and customers

Creativity

the ability to combine ideas in a unique way or to make unusual associations between ideas

How can an organization stimulate creativity and nurture innovation?

1. Culture: Mission, values, and goals must support innovation. 2. Human Capital: Are creative people hired and trained/developed?

3. Resources, structures: time, investment, flexible/adaptable structures

Organizational Development

A set of techniques for implementing planned change to make people and organizations more effective. (Diagnosis, Intervention, Evaluation, and Feedback)

Need Change Agent

Consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways. (Example: Gordon Ramsay in Hell's Kitchen)

State vs Trait

A trait is a stable characteristic, a state is someone's current situation

Personality

the stable psychological traits and behavioral attributes that give a person his or her identity

Why do we care about individual differences in the workplace?

Individual differences influence workplace behaviors and subsequently firm performance, they also help managers explain and predict workplace behavior so that they can better lead and motivate their employees to perform productively.

Big Five Personality Dimensions

Extroversion, Agreeableness (Trusting/good natured), Conscientiousness (responsible/dependable), Emotional Stability, and Openness to Experience

Core Self-Evaluations

Self-efficacy (belief in one's ability to do a task), self-esteem (how much you like yourself), locus of control (how much you believe you control your fate), and emotional stability. These are less stable over time and can be influenced.

Emotional Intelligence

ability to monitor your own and others' feelings and to use this information to guide your thinking and actions

Pygmalion Effect

Aka self-fulfilling prophecy; the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectations come true

Perception

process of interpreting and understanding one's environment

Four steps in the process of perception

1. Selective attention

2. Interpretation & Evaluation

3. Storing in Memory

4. Retrieving from Memory to Make Judgements/Decisions

Stereotyping

attributing characteristics one believes are typical of the group to individuals within that group

Halo Effect

forming an impression of an individual/subject/firm/brand based on a single trait/characteristic

Recency Effect/Availability Bias

Tendency to remember recent information better than earlier information

Causal Attributions

Activity of inferring causes for observed behaviors, not always correct

Organizational Commitment

the extent to which an employee identifies with an organization and is committed to its goals; Strongly related to job satisfaction (how you feel about your job)

Employee Engagement

an individual's involvement, satisfaction, and enthusiasm for work

Stress

the tension people feel when uncertain about their ability to handle enduring extraordinary demands, constraints, or opportunities

Motivation

the psychological processes that drive behavior

Extrinsic Rewards

Payoff a person receives from others for performing a particular task. Easy to do, but less powerful

Intrinsic Rewards

Satisfaction a person receives from performing the particular task itself. Very powerful, but harder to do

Three Categories of Motivation Drivers

Needs, satisfaction, and process perspectives

Maslow's Hierarchy of Needs

People are motivated by five levels of needs (drives job satisfaction):

1. Physiological needs

2. Safety Needs

3. Belongingness Needs

4. Esteem Needs

5. Self-actualization Needs

McClelland's Acquired Needs Theory

Need for Achievement (Mastery), Need for Affiliation, and Need for Power (Autonomy)

Deci & Ryan's Self-Determination Theory

People are driven to try to grow and attain fulfillment (behavior and well-being) based on three needs:

1. Competence (Mastery)

2. Autonomy

3. Relatedness (Belonging)

Satisfaction Perspective: Herzberg's Two-Factor Theory

Work satisfaction and dissatisfaction derive from separate factors: Hygiene factors and Motivating Factors

Hygiene Factors

Factors associated with job dissatisfaction, such as:

Pay, working conditions, benefits

Motivating Factors

Factors associated with job satisfaction, such as:

Achievement, recognition, responsibility, advancement & growth

Process perspectives: Equity Theory

Focuses on employee perceptions: how fairly are you treated compared to others?

Process perspectives: Expectancy Theory; People are motivated by 3 things:

1. Valence (The value someone assigns to an outcome/how much you want something)

2. Expectancy (How likely it is that you'll succeed)

3. Instrumentality (How likely you think you'll receive an outcome given success)

Process Perspectives: Goal setting Theory

1. Goals should be specific

2. Goals should be challenging but achievable

3. Goals should be linked to action plans

4. Goals need not be jointly set to be effective (but helps through increased ownership)

5. Feedback enhances goal attainment

Reinforcement Theory

Encourages behavior with positive consequences and discourages those with poor consequences; Adds or takes away something desirable or undesirable

Positive vs Negative Reinforcement

Positive = adding something (Could be good or bad)

Negative = taking something away (Could be good or bad)

What is a team?

A small group of people with complementary skills

committed to a common purpose, performance goals, and approach who hold themselves mutually accountable

What is a group?

two or more freely acting individuals who share norms, share goals, and have a common identity

Advice Team

created to broaden the information base for managerial decisions. Examples: committees, review panels

Production Team

responsible for performing day-to-day operations. Examples: assembly teams, maintenance crews

Project Teams

work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team. Example: task forces

Action Teams

work to accomplish tasks that require people with specialized training and a high degree of coordination. Examples: surgery teams, cockpit crews, SWAT teams, Ocean's Eleven

What are the five stages of team development?

1. Forming- Getting organized & acquainted

2. Storming- Individual personalities & roles emerge

3. Norming- Conflicts resolves, unity develops

4. Performing- Solving problems & completing the task

5. Adjourning- Preparing for disbandment

Effective Team Building: Cooperation

efforts are systematically integrated to achieve a collective objective

Effective Team Building: Trust

reciprocal faith in others' intentions and behaviors

Effective Team Building: Cohesiveness

tendency of a group or team to stick together

Advantages of a Small Team (2-9 Members)

Better interaction and better morale

Disadvantages of a Small Team (2-9 Members)

Fewer resources, possibly less innovation, and unfair work distribution

Advantages of a Large Team (10-16 Members)

More resources, better division of labor

Disadvantages of a Large Team (10-16 Members)

Less interaction, lower morale, social loafing (people slacking off)

Effective Team Building: Roles

Expectation of what function an individual should fill within the team

Effective Team Building: Norms

Unwritten rules, reflecting how team members should act (norming stage)

Why are Norms Necessary?

1. To get stuff done - be able to focus on task at hand instead of procedures

2. To clarify acceptable behavior & avoid embarrassing situations

3. To emphasize the group's important values and identity

What is groupthink?

A group's blind unwillingness to consider alternatives

self-censorship, often peer pressure to go along with the suggested decision or solution

What are possible outcomes of Groupthink?

Limiting of information and ideas, choosing the first alternative, and maintaining harmony

How can we prevent Groupthink?

1. Encourage criticism

2. Encourage other perspectives

3. Mix individualistic and collectivistic people in group

Effective Team Building: Conflict

Differences in opinion, opposing interests where one party perceives that its interests are being opposed or negatively affected by another party

What is functional conflict?

conflict that benefits the organization's performance or serves its interest

How can functional conflict be stimulated?

1. Spur competition among employees

2. Bring in outsiders for new perspectives

3. Use programmed conflict

What is Devil's Advocacy?

someone assigned to voice possible objections to a proposal, thereby generating critical thinking and reality testing

What is the Dialectic Method?

two people or groups play opposing roles in a debate in order to better understand a proposal

What is Leadership?

the ability to influence employees to voluntarily pursue organizational goals

Being a Manager (as Opposed to a Leader):

1. Determining what needs to be done - planning and budgeting

2. Creating arrangements of people to accomplish an agenda - organizing and staffing

3. Ensuring people do their jobs - controlling and problem solving

Being a Leader (as Opposed to a Manager)

1. Determining what needs to be done - setting a direction

2. Creating arrangements of people to accomplish an agenda - aligning people

3. Ensuring people do their jobs - motivating and inspiring

Sources of Power: Legitimate Power

derive from formal position within the organization

Sources of Power: Reward Power

derive from authority to reward subordinates

Sources of Power: Coercive Power

derive from authority to punish subordinates

Sources of Power: Expert Power

results from one's specialized information or expertise

Sources of Power: Referent Power

derived from one's personal attraction

Five Approaches to Leadership: Trait Approach

Identifying leader characteristics that account for their effectiveness; can be positive or negative.

Examples: agreeableness, communication skills and extroversion (Positive) or Narcissism, Machiavellianism and Psychopathy (Negative)

Five Approaches to Leadership: Behavioral Approach

focuses on leadership styles (behaviors), attempts to determine which styles are most effective

Task Oriented Leadership

Focuses on tasks to ensure that resources (people, equipment) are used in the best possible way to achieve goal

Relationship-Oriented Leadership

Primarily concerned with leader's interactions with his or her people

Relationship-Oriented Leadership: Individual Consideration

leader behavior concerned with group members' needs and desires, goal is creating mutual respect or trust

Relationship-Oriented Leadership: Empowering Leadership

extent to which a leader creates perceptions of psychological empowerment in others

Psychological Empowerment in Employees

employees' belief that they have control over their work and that it is meaningful

Relationship-Oriented Leadership: Psychological Empowerment

1. Leading for meaningfulness: inspiring and modeling desirable behaviors

2. Leading for self-determination: delegating meaningful tasks

3. Leading for competence: supporting and coaching employees

4. Leading for progress: monitoring and rewarding employees

Relationship-Oriented Leadership: Servant Leadership

focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself

Five Approaches to Leadership: Laissez-faire leadership

a form of "leadership" characterized by a general failure to take responsibility for leading

Contingency Leadership Model

Leader style is dependent on situation at hand; task oriented or relationship-oriented style may be more effective

Path-Goal Leadership Model

Effective leaders motivate employees by clarifying paths (i.e., behavior, actions) to goal success. Helps employees achieve results and get desirable rewards

House's Path-Goal Theory: Leader behaviors are influenced by...

the two contingency factors of employee characteristics and environmental factors in determining the most effective leadership

Five Approaches to Leadership: Transformational Leadership

Employees influenced by individual characteristics of leader (charisma) and organizational culture & purpose.

•Transforms employees to become very pro-organization, pursues organizational goals over self-interests

•Employees incorporate organization into their own identities

Key Behaviors of Transformational Leaders:

1. Inspirational motivation

2. Idealized influence

3. Individualized Consideration

4. Intellectual stimulation