C715 Organizational Behavior Part 2

Social Identity Theory

Perspective that considers when and why individuals consider themselves members of groups.
Ingroup Favoritism

Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same.
Important characteristics of a social identity.

Similarity, Distinctiveness, Status, Uncertainty reduction
five-stage group-development model

The five distinct stages groups go through: forming, storming, norming, performing, and adjourning.
Five stages of group development

Forming, storming, Norming, Performing, Adjourning
Forming Stage

The first stage in group development, characterized by much uncertainty.
Storming Stage

The second stage in group development, characterized by intragroup conflict.
Norming stage

The third stage in group development, characterized by close relationships and cohesiveness
Performing stage

The fourth stage in group development, during which the group is fully functional
Adjourning stage

The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance.
punctuated-equilibrium model

A set of phases that temporary groups go through that involves transitions between inertia and activity.
punctuated-equilibrium model

A set of phases that temporary groups go through that involves transitions between inertia and activity.
Role perception

An individual's view of how he or she is supposed to act in a given situation.
Role expectations

How others believe a person should act in a given situation.
psychological contract

An unwritten agreement that sets out what management expects from an employee and vice versa.
Role Conflict

A situation in which an individual is confronted by divergent role expectations.
Norms

Acceptable standards of behavior within a group that are shared by the group's members.
conformity

The adjustment of one's behavior to align with the norms of the group.
Reference groups

Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
Deviant workplace behavior

Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility.
Status

A socially defined position or rank given to groups or group members by others.
Status Characteristics Theory

A theory that states that differences in status characteristics create status hierarchies within groups.
3 sources of Status Characteristics Theory

1.) The power a person wields over others 2.) A person's ability to contribute to a group's goals 3.) An individual's personal characteristics.
The power a person wields over others

Because they likely control the group's resources, people who control the outcomes tend to be perceived as high status.
A person's ability to contribute to a group's goals

People whose contributions are critical to the group's success tend to have high status.
An individual's personal characteristics

Someone whose personal characteristics are positively valued by the group (good looks, intelligence, money, or a friendly personality) typically has higher status than someone with fewer valued attributes.
Social Loafing

The tendency for individuals to expend less effort when working collectively than when working individually.
cohesiveness

The degree to which group members are attracted to each other and are motivated to stay in the group.
diversity

The extent to which members of a group are similar to, or different from, one another.
groupthink

A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.
groupshift

A change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group's original position.
interacting groups

Typical groups in which members interact with each other face to face.
brainstorming

An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives.
normal grouping technique

A group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion.
electronic meeting

A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.
conflict

A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
traditional view of conflict

The belief that all conflict is harmful and must be avoided.
interactionist view of conflict

The belief that conflict is not only a positive force in a group but also an absolute necessity for a group to perform effectively.
functional conflict

Conflict that supports the goals of the group and improves its performance.
dysfunctional conflict

Conflict that hinders group performance.
task conflict

Conflict over content and goals of the work.
relationship conflict

Conflict based on interpersonal relationships
process conflict

Conflict over how work gets done.
conflict process

A process that has five stages: 1.) potential opposition or incompatibility 2). Cognitin and personalization 3). Intentions 4). Behavior 5). Outcomes
perceived conflict

Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
felt conflict

Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility.
intentions

Decisions to act in a given way.
competing

A desire to satisfy one's interests, regardless of the impact on the other party to the conflict.
collaborating

A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.
avoiding

The desire to withdraw from or suppress a conflict.
accommodating

The willingness of one party in a conflict to place the opponent's interests above his or her own.
compromising

A situation in which each party to a conflict is willing to give up something.
conflict management

The use of resolution and stimulation techniques to achieve the desired level of conflict.
negotiation

A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.
distributive bargaining

Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation.
fixed pie

The belief that there is only a set amount of goods or services to be divvied up between the parties.
integrative bargaining

Negotiation that seeks one or more settlements that can create a win-win solution.
BATNA

The Best Alternative To a Negotiated Agreement; the least the individual should accept.
mediator

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.
arbitrator

A third party to a negotiation who has the authority to dictate an agreement.
conciliator

A trusted third party who provides an informal communication link between the negotiator and the opponent.
Role

A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
work group

A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.
work team

A group whose individual efforts result in performance that is greater than the sum of the individual inputs.
problem solving teams

Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.
self-managed work teams

Groups of 10 to 15 people who take on responsibilities of their former supervisors.
cross-functional teams

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
virtual teams

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
multiteam systems

Systems in which different teams need to coordinate their efforts to produce a desired outcome.
organizational demography

The degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover.
reflexivity

A team characteristic of reflecting on and adjusting the master plan when necessary.
mental models

Team members' knowledge and beliefs about how the work gets done by the team.
organizational culture

A system of shared meaning held by members that distinguishes the organization from other organizations.
7 primary characteristics of organizational culture

A PATIOS A 1.) Innovation and risk taking 2.) Attention to detail 3.) Outcome orientation 4.) People orientation 5.) Team orientation 6.) Aggressiveness 7.) Stability
dominant culture

A culture that expresses the core values that are shared by a majority of the organization's members.
core values

The primary or dominant values that are accepted throughout the organizat