MGT 301- Second Half

Group

two or more individuals, interacting and interdependent, who have come together to acheive particular objectives

formal groups

those defines by the organization’s structure

informal groups

alliances that are neither formally structured or organizationally determined- voluntarily formed

social identity theory

considers when and why individuals consider themselves members of groups

• people have emotional reactions to the failure of success of their group because their self-esteem gets tied into the performance of the group

ingroup

people who share their social identity

outgroups

people from different groups

ingroup favoritism

occurs when we see members of our group as better than other people- social categorization

social identity threat

individuals believe they will be negatively evaluated due to theor association woth a certain devaluated group

punctuated Equilibrium model

stages of group development- tuckman

roles

a set of expected behavior patterns attributed to someone occupying a given position in a social unit

role perception

one’s perception of how to act in a given situation

role expectations

how others believe one should act iin a goven situation

psychological contract

an unwritten agreement between employees and employers that establishes mutual expectations

norms

acceptable standards of behavior within a group that are shared by the group’s members

groupthink

situations in which group pressures for conformity deter the group deom critically appraising unusual, minority, or unpopular views

group size affects group’s overall behavior because

larger

• more capabilities

• more resoures

• more information and input

• more ideas and possible solutions

smaller

• more cohesive

• higher member satisfaction

• faster decision making, consensus

• more effective individual contribution

social loafing

people tend to exert less effort to achieve a goal when they work in a group than when working alone

strengths of a group decision making

• more complete information and knowledge

• increased diversity of views

• increased acceptance of solutions

weaknesses of group decision making

• time consuming

• conformity pressures

• dominance of a few members

• ambiguous responsibility

team

a group whose individual efforts result in performance that is greater than the sum of the individual inputs

team synergy

the combined effort of a group of individuals that results in a more effective and effiecient outcome than the sum of individual efforts

work groups

• share information

• neutral (sometimes negative)

• individual

• random and varied

work teams

• collective performance

• positive

• individual and mutual

• complementary

cross-functional work teams

cross functional teams are being used increasingly in organizations to improve coordination of interdependent activities among specialized subunits

team inputs

size, composition, goals, structure

team processes

coordination, psychological safety, conflict, shared mental model

team outcomes

tangible outputs, influences on members

psychological safety

shared belief that the team is safe for interpersonal risk taking

shared mental models

conscious beliefs and implicit assumptions about the cause of performance and the best way to improve it.

oral communication

• sychronicity

  • synchronous communication

  • asynchrinus communication

• conversations, discussions, and listening

  • active listening

  • reflective listening

• meetings

• speeches

sensing

actively sensing oral and nonverbal communication

processing

assigning meaning and value to messages

• ascetainign subtle or covert messsages

written communication

• email

• instant messaging and text messaging

• natural language processing

nonverbal communication

nonverbal communication; body language, touch and use of physical space. these run the deepest roots of communication

information overload

a condition in which information inflow exceeds an individuals processing capacity

communication apprehension

undue tension and anxiety about communication

structure

the arrangement of and relations between the parts or elements of something complex

organizational structure

system that defines how job tasks are formally divided, grouped, and coordinated

growth of organizational structure

carve employeed into sub-units

• employee knowledge and skills

• business function

• work process

• output

• client

• location

work specialization

when activities are subdivided into separate jobs

• narrow specialization of tasks

departmentalization

the basis on which jobs will be grouped together

• functional

• divisional

• mixed

chain of command

to whom individuals and groups report

• narrow vs wide span of control

span of control

amount of indoviduals a manager can efficiently and effectively direct

centralization and decentralization

where decision-making authority lies

formalization

the degree to which there will be rules and regulations to direct employees and managers

• procedures and policies

the mechanistic model

• high specialization

• rigid departmentalization

• clear chain of command

• narrow spans of control

• centralization

• high formalization

the organic model

• cross functional teams

• cross- hierarchical teams

• free flow of information

• wide spans of control

• decentralization

• low formalization

organizational culture

a system of shared meaning held by memebrs that distinguishes the organization from other organizations

• values

• beleifs

• assumptions

dominant culture

expresses the corevalues a majority of memebrs share and that gove the organization distinct personality

subcultures

less powerful in organizational culture

strong organizational culture

cohesiveness (+)

loyalty (+)

commitment (+)

intention to leave (-)

how is a culture sustained?

Organizational culture originates from the founders' philosophies,

is shaped by selection criteria and socialization practices,

reinforced by top management, and perpetuated through

structures, systems, and leadership actions.

selection

identify and hire individuals woth the knowledge, skils, and abilities to preform succesfully

person-organization fit theory

a theory that people are attracted to and selected by organizations that match their values and leave when there is no compatibility

top management

establish norms of behavior

socialization

a process which enables new employees to acquire the social knowledge and necessary skills in order to adapt to the organizations culture

organizational climates

establish policies, practices,and procedures that realize organizational values

sustainable culture and climates

companies with a sustainable culture rioritize long-term impact- resorce responsiblility, and practives that balance social and environmental harmony for enduring success

innovative culture and climates

the most innovative companies are often characterized by their open, unconventional, collaborative, visionary, and accelerating cultures.

idea champion

individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistence, and ensure that the idea is implemented

types of changes: developmental

makes improvements or refinements in existing operations

types of changes: transitional

moves from an old state to a new state, abandoning old wats of operating or implementing new way of functioning

types of changes: transformational

requires dramatic shifts in vision, systems, stategy, or structure

change agent

the people who lead or advocated for a change

change target

the people who need to change or adapt as a result for the initiative

how to overcome resistance to change

• communication

• paticipation

• building support and commitment

• developing positive relationshops

• implementing changes fairly

• selecting people who accept change

• coercion

lewin’s three-step model

unfreeze

• recognice the problems of doing things in old ways

change/movement

• look for new ways of doing things

refreeze

• new ways of doing things are well established

personality traits of leadership

goodleaders:

• assert themselved (extroverted)

• are disciplined and able to keep commitments they make (conscientous)

• are creative and flexible (open to experience)

empathetic leaders

• sense others needs

• listen to what followers say

• read the reactions of others

initiating stucture

leaders provide structure for subordinates

consideration

leaders nurture subordinates

high-high leader

: soemone who is scored high on both underlying dimensions that are important for leadership

task behaviors

task-oriented leaders are the “doers” on life who tend to facilitate task accomplishment

relationship behaviors

relationship-oriented leaders are not as goal-directed in leadership, they are instead more interested in connecting woth others

universalistic approach

leadership, traits/skills, and behaviours have a direct and pisitive impact on the organizational outcomes

situational leadership model

succesful leadership is acheived by selecting the roght leadership style, which is contingent on the level of the followers’ readiness to accomplish a specific task

followere readiness

the extent to shich followes are commited toward and cometent in accomplishing a specif task

directive behaviors

help group members in goal achievement via one-way communication though

• giving directions

• establishing goals and how to achieve them

• methods of evaluation and time lines

• defining roles

supportive behaviors

assist group members via two-way communication in feeling comfortable with themselves, coworkers, and situation

• asking for input

• problem solving

• praising, listening

leader-member exchange theory

describes the role-making processes between a leader and each individual subordinate and the exchange relationship that develops overtime

charismatic leadership theory

followers attribute heroric or extraordinary leadership abilities when they observe certain behaviors and tend to give these leaders power

• atriculating an appealing vision

• willing to takae on high ppersonal risk

• sensitive to follower needs

• establishing a new set of values

• exhibiting extraordinary behaviors

transformational leadership

process that changes and transforms people

• they raise consciousness about the value and importtance of secific and idealized goals

• transcending self-interest for the good of the team or organization

• addressing higher level needs

• become strong role-models of their followers

full range leaderhsip model

active and effective to passive and ineffective ledership

idealized influence

provides vision and sense of mission, instills pride, gains respect and trust.

inspirational motivation

communicates high expectiations, uuseed symbols to focus efforts expresses important purposed in simple ways

intellectual stimualtion

promoted intellegence, rationality, and careful problem solving

individualized consideration

goved personal attention, treats each employee individually, coached, advided

contingent reward

contracts exchange of rewards for effort, promises rewards for good performace, recognizes accomplishments

management by exception (active)

watches and searches for deviations from rules and standards, takes corrective action

management by exception (passive)

intervenes only if standards are not met

laissez-faire

abdicates responsibilities, avoids making decisions