TEST 3

Psychological contract: work

time/hours effort/ideas performance results commitment loyalty mobility supervision innovation management drive change leadership sacrifice/tolerance risk/investment ex: napolian dynamite, not expecting to be payed in coins

equity theory

The balance between comparable references between input and output ex: input: what you put into your job \= output: what I get from my job ex: comparing me here to me elsewhere ex: comparing others here to others elsewhere

distributive justice

equity: rewarding employees based on their contributions equality: providing each employee roughly same compensation need: providing benefit based on one’s personal requirements

procedural justice

consistency: all employees treated same lack of

bias: no person or group is singled out for discrimination or ill treatment

accuracy: decisions based on accurate info

rep of all concerned: appropriate stakeholders have input into decision correction: there is an appeals process or other mechanism for fixing mistakes

ethics: norms of professional conduct are not violated punishes org (ex:$millions) ex: certain people denied shifts. Company

interactional justice

interpersonal justice: treating an employee with respect: (ex: devil wears prada) informal justice: sharing relevant info with employees

interpersonal justice:

interactional justice, treating an employee with respect: ex: (devil wears prada) (RadioShack fires employees via email)

informal justice:

interactional justice, sharing relevant info with employees

measuring interactional justice

have they treated you politelyhave they treated you with dignityhave they respected youhave they refrained from improper remarks or comments ex: have authority but still nice

distributive

are outcome or results fair -leads to job satisfaction org & chance commitment trust in org performance

procedural

is process fair consistent bias free, ethical, correctable, open to imput

consequences of injustice

high dissatisfaction level employee turnover mental,physical,behavior sabotage org (steal, yell, harassment) (ex: christmas bonus check was a coupon instead)

underrewarded inequity

increase own outcomes: grow your outcomes by talking to your boss or by stealing from company reduce own input: shrink your inputs by lowering the intensity or persistence of effort

overreward inequity

reduce outcomes: shrink your outcomes increase own input: grow your inputs through more high quality work or though some “cognitive distortion”

benevolant

givers high input focus low outcome focus

equity sensitive

high entitlement high benevolence ex: Sheldon feels like he owes penny a gift cause she got him one

equity indifferent

low benevolence low entitlement

entitlement

low benevolence high entitlement\#

team logistics

determine -team size -team types -team process -determine selection criteria

steps to team effectiveness

to use teams or notwhat flavor of team (type of team)create right conditionscoaching team (troubleshooting)

type of team

Surgical team face to face team coacting team distributed team sand dune teams

surgical team

individual members working in real time, focus on specialty area

team as a whole

team as a whole, real time interaction, making decisions together

coacting team

asynchronous interaction, doesnt require communication, not in real time, own deadline

distributed team

asynchrous interaction that works as team as a whole

sand dune teams

requires different types of team, hybrid, adapts

essentials to create right conditions

a real team working together find right people: determine needed skill set, ensure skills arn’t lacking internal and external networks **diversity of perspectives \*** (different status/age/backgorund)

enablers to create right conditions

team structure: well designed team task well composed team norms of conduct supportive org context rewards informational: info and tools shared with team educational: training provided if needed

coaching team

actual performance=potential performance+process gains-process losses

dysfunctional team

historical based info or speculation about future careless and distracted shared in a disorganized fashion with rare interactions automatic thinking waiting and uncertainty clear syncing uncertain and distrusting reactive to conflict, cover up conflict waits for conflict to arise focus and evaluation: continuous outward

focus timeline: ASAP Approachclosed off to divergent thinking

functional teams

information is real time, fact basedmindful & Attentiveshare in effective manner with frequent interactions inductive reasoning skills trigger recognition development of routinetrust/ psychological safetyproactive with conflict, conflict is processedlegitimating conflict to build confidencefocus & eval. team self-reflection

Timeline: deadlines and milestonesopen to the opinions of others

team composition

variety of perspectives

multiple alternatives

avoid bounded rationality

devils advocate

role of challenging others regarding assumptions

techniques for stimulating functional conflict

team composition multiple alternatives devils advocate frame breaking

frame breaking

forecasting back casting

forecasting

anticipating future scenarios

reward power

use of positive reinforcement

coercive power and pressure tactics

threats and force ex: get up here or you get an F

expert power and control over info

expertise (expert knowledge) vs access to info

referent power

stems from feelings of affection, admiration, loyalty ex: celeberties’

rational persuasion

use logic, data, facts. lacks emotional component

apprising

logic and info to highlight target’s benefits

inspirational appeals

appeal to target’s values and ideals

consultation

participation to get support ex: pyramid scheme

exchange tactics

give and take (reciprocity) ex: Ill take your shift if you take mine

collaboration

work together to determine methodology and needed resources

personal appeals

agreement based on friendship (enactment of referent power)

ingration

use of flattery

coalition

working as a group form common goal

task

disagreements about the work being done, ex: to what extent are there differences of opinion in your team

process

centers on task strategy and delegation of duties and resources ex: how this will get done

relationship

disagreements based on personal/social issues unrelated to work.

task confict

direct collaboration (collaboration strategy) increased creativity & decision quality

relationship conflict

offline discussions (collab strategy) not liking someone

framing

focus on the “we” ex: say “what can we work on” instead of you

team goals

create meta-goals

develop collective efficacy

trusting collective abilities

create a team orientation

creating open and constructive conflict communication norms ex: not saying “thats a terrible idea” instead say “thats interesting can you elaborate?”

cultivate conditions that promote collaboration: find collaborators

identifying individuals with cooperative orientationidentifying individuals with epistemic motive Know-it-all (ex: phubbing)

cultivate conditions that promote collaboration: team member behaviors

exchange info use packaging & tradeoffs breaking the chain of conflict escalation (address and try to fix conflict

trust

willingness to become vulnerable to someone based on a positive expectation of behavior from that person

dimensions of trust

ability: someone that wants doesn’t mean they are able too

benevolence

character: they are authentic

enemies of trust

inconsistency of messages

inconsistency of feedback

false feedback

failure to trust others

ignoring issues

hiding info

low org performance

roadblocks

transparency limitation

perception issues

rebuild trust: a proper apology

* **care about result:** recognize how your behavior impacted by others

ex: Im so sorry i can imagine that it was hard

* **hold yourself accountable:** take responsibility for your role in the event
* **remorse:** express statement of regret
* **intentions for change:** state you wont do this again
* **solutions:** describe how this will be avoided in future
* **make it right**: try to provide a fair form of restitution
* **assess damage**: ask for forgiveness