Organizational Behavior: Job Design, Group Dynamics, Leadership, and Culture

Job Characteristics Model

5 core dimensions: Skill Variety, Task Identity, Task Significance, Autonomy, Feedback

Psychological states from job dimensions

Meaningfulness (variety, identity, significance); Responsibility (autonomy); Knowledge of results (feedback)

Outcomes of high job characteristics

Higher motivation, performance, and satisfaction; lower turnover

Moderating variable of Job Characteristics Model

Growth Need Strength (desire for personal development)

Job redesign for motivation

Increase autonomy, feedback, and variety through job enrichment or rotation

Formal group

Assigned by organization

Informal group

Naturally formed for social reasons

Tuckman's 4 stages of group development

Forming, Storming, Norming, Performing

Punctuated Equilibrium Model

Groups alternate between stability and bursts of change

Conformity

Adjusting behavior to align with group norms

Social loafing

Exerting less effort in a group than individually

Reducing social loafing

Set clear goals, make individual work visible, use peer evaluation

Group cohesion

The degree of attraction and unity among members

Increasing cohesion

Create small groups, shared goals, and trust

Group decision-making techniques

Brainstorming and Nominal Group Technique

Work groups vs work teams

Groups share information; teams share goals, interdependence, and accountability

Types of teams

Problem-solving, Self-managed, Cross-functional, Virtual

Factors influencing team effectiveness

Context, Composition, Process

Process gains and losses

Gains: synergy, knowledge sharing; Losses: conflict, loafing, coordination issues

Teamwork main idea

Teamwork boosts creativity, productivity, and overall performance

Trait theories of leadership

Focus on personality traits such as extraversion, conscientiousness, openness

Behavioral theories of leadership

Suggest leadership can be learned through people- and task-oriented behavior

Contingency theories of leadership

Propose leadership effectiveness depends on situation match

Hersey & Blanchard's Situational Leadership Theory

Leaders adapt style to follower readiness and ability

LMX theory main idea

Leaders form unique dyads with each follower that affect outcomes

Transformational leadership

Inspiring followers with vision and enthusiasm

Servant leadership

Leaders prioritize follower growth and well-being

Authentic leadership

Leading with transparency, ethics, and self-awareness

Personality & Leadership finding

Extraversion and conscientiousness predict leadership success

Dealing with a bad boss takeaway

Adapt communication and boundaries by boss type

Power and dependence relationship

Power increases when others depend on you

Main power bases

Coercive, Reward, Legitimate, Expert, Referent, Information (+ Network)

Cialdini's persuasion principles

Liking, Reciprocity, Social Proof, Consistency, Authority, Scarcity

Political skill

Understanding and influencing others effectively

Impression management

Controlling the image others have of you

Examples of influence tactics

Rational persuasion, inspirational appeal, consultation, ingratiation, pressure

Office Influencers main idea

Influence and networking are key to workplace success

Advice for gaining power

Build expertise, form alliances, align with goals

Managing up focus

Communicate proactively, anticipate needs, avoid manipulation

Organizational culture

System of shared meaning guiding behavior

Functions of culture

Sets boundaries, identity, commitment, stability, control

Competing Values Model types

Clan, Adhocracy, Market, Hierarchy

OCP measure

Alignment between individual and organizational values

Strong vs weak culture

Strong: shared clear values; Weak: inconsistent values

Dominant culture vs subculture

Dominant = core values; Subculture = unit-level variations

Culture as asset vs liability

Asset: unity & motivation; Liability: resistance or toxicity

Learning culture

Through stories, rituals, symbols, language, leadership modeling

Culture in business main idea

Culture drives success and performance

Changing organization's culture lesson

Visible leadership and structural reinforcement enable change