MGMT 300: Exam 3

organization climate

atmosphere of a team or organization

provide structure, clarify norms, build cohesiveness, and promote standards of excellence

How to establish a constructive climate

structure

an architectural blueprint for work that provides a sense of security, direct, and stability (example: handbooks/orientation/etc.)

norms

rules of behavior that are established and shared by group members

Cohesiveness

the “togetherness” and emotional bonds experienced by the group

Standards of excellence

expressed and implied expectations for performance that exist within a group

require, review, reward

what are the three R’s to influence performance (within standards of excellence)

require

Results → clear, concrete expectations. Should establish mutual goals. Identify specific objectives. Give clear instructions.

review

Results → give constructive feedback. Resolve performance issues. Avoid potential bias during feedback. Ways to give constructive feedback

reward

Results → practical and straightforward. Recognize and appreciate contributions. Greater sense of group identity

Diversity

The amount of differences among members of a group or an organization. A multilayered interrelated processes.

Inclusion

The process of incorporating differing individuals into a group or an organization

equity

Recognizing the historic inequalities that have kept some groups from having the same access to resources as others

diversity

being invited to the party

inclusion

being asked to the dance at the party

equity

ensuring everyone has had the opportunity to take dance lessons

early years 1960-1970

Legislation to end discrimination; prioritize fairness and assimilation; melting pot metaphor

valuing of diversity 1980-1990

Broadened idea; emphasized value of diversity; don’t sacrifice values (pluralism); salad metaphor

diversity management and inclusion 2000-present

Promoting inclusivity; multiple identities; beneficial to both organization and individual; smorgasbord metaphor

feeling safe, involved and engaged, respected and valued, influential, authentic and whole, and recognizing, attending to, and honoring diversity

practices that advance diversity and inclusion

feeling safe

treat in nonthreatening ways. No negative repercussions for opposing opinion. Need for positive communication.

feeling involved and engaged

help individuals get involved. Treat followers as insiders. Share information freely.

feeling respected and valued

put themselves in others’ shoes. Make them feel they belong

feeling influential

ideas are heard. Help them feel influential. Include in decision-making

feeling authentic and whole

internal tension prevents feeling whole. Create an atmosphere of transparency. Trustworthy leader. Transparency rewarded

recognizing, attending to, and honoring diversity

treated fairly. Ability to share social identities. Acknowledging differences

Ethnocentrism

perception that one’s own culture is superior/more natural than another’s. Presents understanding or respect for those different from ourselves

Prejudice

largely fixed belief about an individual or group of people that is based on faulty/unsubstantiated data.

Unconscious Bias

unconscious (without our conscious knowledge) attitudes toward people

Stereotypes

fixed belief that classifies an individual as part of a group based on some like characteristics

Privilege

advantage help by a person or group

out-group members

__ - __ __ do not identify with the larger group. they don’t always self-exclude and can help prevent groupthink

strategy 1 - listen to out-group members

Unheard voices, expressing ideas and opinions, listening is top priority, and connection through leaders

strategy 2 - show empathy

Empathy, different technique: restatement, paraphrasing, reflection, and give support, a learned skill

strategy 3 - recognize unique contributions

Expectancy theory: let workers know they are competent. Instill motivation by acknowledging contributions. Successful group tasks: make everyone feel useful

strategy 4 - help them feel included

Belongingness, sense of self, leader’s response to communication cues, and a leader’s sensitivity

strategy 5 - create relationship

Leader-member exchange (LMX), offers new challenges, acceptance of responsibilities, validation and connection

strategy 6 - give them a voice

An equal footing, empower others, relinquish some control, empowering offers most benefits, inclusion not always a requirement, relationship with the leader is important, and voluntary out-group choices

conflict

a struggle between two or more individuals over perceived differences

struggle, interdependence, feelings, and differences

four elements of interpersonal conflict

content and relationship

what are the two dimensions of conflict

content dimension

= observable aspects. often focuses on the “what” of the conflict

relationship

= how two parties are affiliated. often focuses on the “who”, “how”, or “why” of the conflict

belief conflict

occurs when others’ viewpoints are incompatible with our own. ex: teacher strikes (proper working conditions vs. withholding services)

value conflict

occurs when others’ values are incompatible with our own. ex: live experience vs. career progress

procedural and substantive

two types of goal-based conflict

substantive

disagreement on what the goal should be

procedural

when individuals differ on how to reach a goal

issues of esteem, control, and affiliation

what are the dimensions of relational conflict

principled negotiation, communication strategies, and kilmann-thomas approach

the three approaches to resolving conflict

Principled Negotiation

(Fisher and Ury): emphasizes deciding issues on their merits rather than through competitive haggling or through excessive accommodation (remove anything that could cloud our judgment)

separate people from problem, focus on interest, mutual gains, objective criteria

what are the four principles within principled negotiation

Separate the people from the problem

people and problem factors. Paying attention to relationships. Attacking the problem (not the person)

Focus on the interests not positions

opposing points of view. The “real” conflict. Addressing interests and positions

Invent options for mutual gains

creative solutions. Beneficial to both parties. Sensitive to each other’s interests. Goal for debate and negotiation should be progress, not necessarily victory

Insist on using objective criteria

Based on principle not pressure. The various forms of criteria (ex: precedent, tradition, science, courts, etc.) - ex: pay raises, gift giving, etc

differentiation, fractionation, and face saving

what are the communication strategies

differentiation

awareness of differences. Focuses the conflict. Gives credence to both parties’ interest. Depersonalizes the conflict. Method neogitation: separate the people from the problem

fractionation

intentional process: break down into smaller pieced. Easier to identify specifics, and ultimately solutions. Better working relationship between participants in conflict

face saving

used to validate and support. Protect one’s self-image. Aids in conflict resolution process. Allows a person to acknowledge the other’s point of view without offending them.

kilmann-thomas

widely recognized model of conflict style. Five conflict styles. Two dimensions of assertiveness and cooperativeness