ORG 302 – Midterm 2

Things that describe what employees are like

• big five taxonomy

• other personality taxonomies

• cultural values

generally personality and cultural values

what are the big five

• Conscientiousness (gewissenhaftigkeit)

• Agreeableness

• Neuroticism (emotionale mitgenommenheit?)

• Openness

• Extraversion

Examples for adjectives related to the big 5

How do the Big 5 change as life progresses? do they stay the same?

• Extraversion remains quite stable throughout a person’s life.

• Openness to experience also remains stable, after a sharp increase from the teenage years to college age.

• The other three dimensions, however, change quite significantly over a person’s life span.

Which personality characteristics has the biggest influence on job performance?

1. Conscientiousness

2. Neuroticism (in a bad way)

Relevant aspects of conscientiousness

• Dependable,

• organized,

• reliable,

• ambitious,

• hardworking,

• persevering

related to

• career success

• good health

• accomplishment striving (desire to complete task related goals)

Relevant aspects of agreeableness

• Warm,

• kind,

• cooperative,

• sympathetic,

• helpful,

• courteous

Not related to performance in all occupations

communion striving - strong desire to obtain acceptance in personal relationships

Relevant aspects of Extraversion

• Talkative,

• sociable,

• passionate,

• assertive,

• bold,

• dominant

status striving - wants power and influence

correlated with leadership emergence and job satisfaction

positive affectivity - tendency to experience pleasant engaging moods such as enthusiasm excitement and elation

Relevant aspects of Neuroticism

• nervous

• moody

• emotional

• insecure

• jealous

counterproductive for most jobs

low levels job satisfaction and happiness in general

external locus of control

• Differential exposure—being more likely to appraise day-to-day situations as stressful

• Differential reactivity—being less likely to believe that one can cope with the stressors experienced on a daily basis

What does the Gripe index evaluate?

If you have positive or negative affectivity

Relevant aspects of Openness

• Curious,

• imaginative,

• creative,

• complex,

• refined,

• sophisticated

not related to job performance in all kinds of jobs

this and cognitive ability lead to creative thoughts and consequently creative performance

Myers-Briggs Type Indicator

• Extraversion – Intraversion

• Sensing – Intuition

• Thinking – Feeling

• Judging – Percieving

Helpful for team building not predicting job perfprmance

RIASEC Model

• Realistic

• Investigative

• Artistic

• Social

• Enterprising

• Conventional

to predict what job would be suitable

Hofstede

categorizes Cultural Values

• Individualistic – Collectivistic

• Power Distance

• Uncertainty Avoidance

• Masculine – Feminine

• Short Term – Long Term Oriented

What is Project GLOBE

An ongoing international research effort to examine the impact of culture on leadership attributes, behaviors, and practices

Uses 9 dimensions to summarize cultures:

• Power distance

• Uncertainty avoidance

• Institutional collectivism

• Ingroup collectivism

• Gender egalitarianism

• Assertiveness

• Future orientation

• Performance orientation

• Humane orientation

coutnries are being clustered

relevance of collectivism job setting

• Higher levels of task performance and citizenship behaviors in work team settings

• Lower levels of counterproductive and withdrawal behaviors

• Greater commitment to employers

• Preference for group rewards versus rewards tied to individual achievement

How Can We Describe What Employees Are Like?

Personality:

• Big 5

• Myers-Briggs

• RIASEC

Culture:

• Hofstede

• Project GLOBE

Effects of Conscientiousness on Performance and Commitment

How Important Are Personality and Cultural Values? 2

Not much when a lot is at stake, but in “weak situations” the personality shows, also when there are cues that trigger it.

Team types

categorized by

• purpose,

• length of existence

Types:

• Work teams (Produce goods or provide services, eg: sales team)

• Management teams (Integrate activities of subunits across business functions, eg: top management)

• Parallel teams (Provide recommendations and resolve issues, eg: advisory council)

• Project teams (Produce a one-time output (product, service, plan, design, etc.), eg: Product design team)

• Action teams (Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances, eg: sports team, musical group, surgery team)

What influences team’s effectiveness?

• autonomy

• communication modes (virtual or irl)

• experience together

Stages of team developement

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

What’s Punctuated equilibrium?

development in which not much gets done until the midway point of a project, and then the team increases effectiveness to meet its deadline

Team interdependence forms

• task interdependence

• goal interdependence

• outcome interdependence

What’s Task interdependence/forms of it?

Refers to the degree to which team members interact with and rely on other members for the information, materials, and resources needed to accomplish work for the team

different possible variations:

• pooled (work seperately, throw together in the end

• sequential ( permutation schedule essentially)

• reciprocal interdependance (everyone has a specialized task but interacts with others for help)

• conprehensive (high degree of interaction)

What’s goal interdependance

Exists when team members have a shared vision of the team’s goal and align their individual goals with that vision as a result

What’s outcome interdependence?

The degree to which team members share equally in the feedback and rewards. sharing bonuses, recognition etc

high levels → more information shared among members

What are teh 5 aspects of team composition?

• member roles

• member ability

• member personality

• team diversity

• team size

What are the different team role categories?

A role is the pattern of behavior a person is expected to display in a given context

• team task role: behaviors that directly influence outcomes

• team building roles: refer to behaviors that influence social climate

• individualistic role: behaviors that benefit individual at the expense of team

Team Task Roles

Team Building Roles

Individualistic roles

Which personality traits are more important in the team setting? (Think about Big 5)

• agreeable

• conscientious

• extraverted

What are the two different theories related to diversity in teams?

• diversity beneficial because larger pool of knowledge (Value in diversity problem-solving approach)

• people tend to avoid contact with people that are different from them (Similarity-attraction approach)

Impact of team viability and task independence

Team viability refers to the likelihood that the team can work together effectively into the future.

Task performance is moderately higher in teams in which members work closely together than when members work independently.

Task interdependence does not significantly increase team commitment.

Why Are Some Teams More Than the Sum of Their Parts?

Process Gain / Synergy is getting more from the team than you would expect according to the capabilities of its individual members.

Process loss is the opposite

Causes of process loss

• Coordination loss: time to coordinate and waiting for eachother and stuff

• motivation loss: example social loafing (feeling less accountable for team outcome compared with individual work)

Components of Taskwork Processes nedir?

• Creative Behavior (brainstorming)

• Decision Making

• Boundary Spanning

Factors in Team Decision making

• Decision informity (do people know what they have to do?)

• Staff validity (recs from staff to leader good?)

• hieriarchal sensitivity (leader weighs recommendations of team well?)

Boundary spanning

= taskwork processes with outsiders

eg:

• ambassador does communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team

• task coordinator activities involve communications that are intended to coordinate task-related issues with people or groups in other functional areas.

• scout activities refer to things team members do to obtain information about technology, competitors, or the broader marketplace.

Teamwork processes

facilitate accomplishment but don’t directly involve task accomplishment, they are creating the setting or context

What activities happen in the transition process?

• mission analysis (task analysis, challenges are being looked at, ressources are being checked)

• strategy formulation (exactly what it sounds like)

• Goal specification (exactly what it sounds like)

What activities happen in the action process?

• monitoring towards goals (document accomplishments)

• system monitoring (document if necessary things are still available)

• helping

• coordinating

Communication nedir?

The process by which information and meaning get transferred from a sender to a receiver

Issues in Communication

Communicator based

• Communicator competence yetersiz

• Emotions and emotional intelligence of team members yetersiz

Noise

• Distance

• Obstructions

• Physical noise

Infromation Richness

amount of depth in information. also through body language, facial expressions, tone of voice

Network Structures within teams

• All channel (decentralized)

• circle

• y (one central persont that strings are attached to)

• Wheel (everyone has same contact person) (centralized)

What are team states?

specific types of feelings and thoughts that coalesce in the minds of team members because of their experience working together

• cohesion Possible negative outcome: groupthink

• potency (high if they are confident they can be effective across a variety of situations, can be too high)

• mental models (level of common understanding among team members about how to resolve conflict etc)

• transactive memory (meta knowledge and specialized knowledge)

Effects of teamwork processes on performance and commitment

Cross training

when people are being taught what their team members are doing. can either be that they just learn what their tasks are (personal clarification), that they also watch how they’re doing it (positional modeling) or that they’re actually being trained in order to be able to execute those tasks (positional rotation)

What is Team Process Training?

use of team experiences so that they act more efficiently as unit

What’s Work specialization?

The degree to which tasks in an organization are divided into separate jobs

high specialization leads to:

• increased efficiency

• reduced flexibility by loss of other skills

• lower motivation because of lack of variety

chain of command nedir?

Answers the question of “who reports to whom?” and signifies formal authority relationships

Span of control nedir?

Represents how many employees each manager in the organization has responsibility for

Dictates how flat or tall a hierarchy is. there is an optimum to it

Centralization

Refers to where decisions are formally made in organizations

only top management vs low level employees able to make decisions

Formalization

The degree to which rules and procedures are used to standardize behaviors and decisions in an organization

Mechanistic Vs Organic

• Mechanistic organizations are efficient, rigid, predictable, and standardized organizations that thrive in stable environments.

• Organic organizations are flexible, adaptive, outwardfocused organizations that thrive in dynamic environments.

What does choice of Organizations structure depend on?

• Business environment: Customers, Suppliers, Competitors, anything outside. are they stable or not?

• Company strategy: low cost focus often mechanistic to get that done, differentiators organic

• Technology: more routine in technology → more need for mechanistic structures

• Company size: The bigger the more mechanistic

Differentiate SImple / Bureaucratic structures

• Simple: most common, A small organization with one person at the top who is the owner/manager, companies with simple structures have little specialization or formalization

• Bureaucratic: designed for efficiency, high level of work specialization, formalization, centralization of authority, rigid and well-defined chains of command, narrow spans of control

  • Functional structures: employees grouped by function

  • multi divisional structures: groups based on

    • products,

    • geography,

    • clients

  • Matrix structure: two structures at the same time. Flexible? two chains of command

Effects of Organizational Structure on Performance and Commitment

Organizational Culture nedir

culture but within organization, aquired from other employees, system of control over employees

Different layers of Organizational Culture

• Observable Artifacts

  • Language

  • Rituals

  • Stories

  • Symbols

• Espoused Values

  • more mental beliefs

  • philosophies

  • norms that are being explicitly stated

• Basic Underlying Assumptions

General Culture Types

• Solidarity: degree to which members think and act alike

• Sociability: represents how friendly employees are to one another

Service Culture Process

Negative and positive aspects of a strong organizational culture

plus sides:

• Differentialtes organization from others

• employee can identify with organization

• facilitates desired behaviors among employees

• stability withing org

cons:

• merging with other orgs difficult

• limited diversity among team cause attracts people who think alike

• can foster extreme behavior

• makes adapting to environment more difficult

What is ASA (Attraction-Selection-Attrition)

theory that employees will be drawn to orgs that have cultures that are like their personality

What are the stages of Socialization (getting to know culture)?

• anticipatory stage before employment

• Encounter stage when employment begins (may include reality shock)

• understanding and adaptation when you accept those things

What are Dimensions Addressed in Most Socialization Efforts?

• Goals and Values

• Performance and Proficiency

• People

• Language

• Politics

• History

How could you change company culture?

• Changes in leadership (optimal if leadership style is different from company's culture

• Mergers and acquisitions (when you merge two companies i guess)

Why Do Some Organizations Have Different Cultures Than Others?

Impact of Person-organization culture fit

• Strong correlation to organizational commitment

• Weak correlation to job performance

Forms of power

Oragnizational Power

• Legitimate Power (Role says you have power)

• Reward power (based on controlling ressources other people want)

• Coercive Power (ability to punish)

Personal Power

• Expert power (based on skill)

• Referent power (When people wanna be seen with you)

What are contingency factors in the context of power?

• substitutability (alternative to get resources is available)

• Discretion (have right to make decisions on their own)

• Centrality (how integral a person’s job is)

• VIsibility (aware that this person is in control of those resources)

Leaders can use power petter if the have

• high discretion

• high centrality

• high visibility

• low substitutability

What are the tactics that are commonly used by leaders to influence others?

Most effective:

• Rational persuasion

• Inspirational appeal (trigger emotional reaction through appealing values)

• Consultation (allow target to take part in decision making)

• Collaboration (work together)

Moderately effective:

• Ingratiation (favors and compliments and stuff)

• Personal appeal (using friendship or loyalty)

• Apprising (explain benefit for target)

Least effective:

• Exchange tactic (offering reward or something in return)

• Coalations (enlisting others to help influence the target)

• pressure (use coercive power)

Possible reactions to influence tactics

• Internalization: both behavior and attitude shift towards agreement

• Compliance: Behavior shifts but attitude does not

• Resistance: neither shift

most effective obviously internalization

What are organizational politics?

whatever furthers personal interests

Networking ability nedir?

is an adeptness at identifying and developing contacts.

Social astuteness

is the tendency to observe others and accurately interpret their behavior

Interpersonal influence

involves having a personal style that’s flexible enough to adapt to different situations.

Apparent sincerity

involves appearing to others to have high levels of honesty and genuineness

Negative effects of organizational politics (if too much)

• lower job satisfaction

• increase in strain

• lower job performance

• increased turnover intentions

• lower organizational commitment

What fosters organizational politics?

Personal Cahracteristics like:

• need for power

• high self monitors (people who adapt to situations heavily)

• machiavellianism (being a manipulative bitch basically)

Organizational characteristics like:

• Limited/changing resources

• Ambiguity in roles

• high performance pressure

• unclear performance evaluations

Two factors that conflict resolution is influenced by

• how assertive leaders want to persue their own interests

• how cooperative they are with regard to the concerns of others

What are five different styles of conflict resolution?

• competing (high assertive low cooperative)

• avoiding (low assertive low cooperation)

• accomodating (low assertive high cooperation)

• collaboration (high assertive high cooperation)

• compomise (moderate assertive moderate cooperation)

when to use which style

What is negotiation?

A process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences

What are two negotiation strategies?

• Distributive bargaining (win lose style with fixed pie zero sum conditions)

• Integrative bargaining (winwin style utilizing mutual respect and problem solving)

WHat are the 4 negotiation stages?

1. preperation stage ( each party determines goals and alternatives)

2. exchanging information (each party makes a case for its position)

3. Bargaining (both parties must likely make concessions)

4. closing and commitment (agreement is formalized)

What are negotiation biases?

• when power relationship is too big so the outcome is likely to be a distributive approach in favor of the higher power party

• positive emotions may lead to agreeing too quickly

• negative emotions may lower judgement accuracy

effects of power and influence on performance and commitment

Mediation nedir?

requires a third party to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution.

what’s arbitration?

occurs when a third party determines a binding settlement to a dispute

traditionally comes after mediation, if that has failed. some research suggests other way around might be more useful

Describe leader-member relationship development over time

• Role taking phase: leader provides employee with job expectations and follower tries to meet them

• Role making phase: exchange of opportunities and resources based on follower voicing expectations for the relationship

the relationships that result out of this employer-employee interaction can either bei high quality in-group dyads or low quality out-group dyads. basically: it can lead to the employee differentiating wether the leader is the ingroup or outgroup.

What traits are associated with leadership emergence and effectiveness?

What four different decision making styles are there?

• autocratic (leader only decision maker)

• consultative (asks for opinions but decides himself)

• facilitative (everyones opinion weighed the same)

• delegative (gives off decision to other(s))

What does the time-driven model of leadership say?

Provides 7 factors which decide what type of decision making style should be applied. It’s that fun matrix or table or whatever

What are the 7 factors in the Time Driven Model of leadership?

• Decision significance

• Importance of commitment (Is it important that employees “buy in” to the decision?)

• leader expertise

• likelihood of commitment (How likely is it that employees will trust the leader’s decision and commit to it?)

• shared objectives

• employee expertise

• teamwork skills

What do leaders even do yani?

many behaviors in these categories:

• Initiation

• Organization

• Production

• Membership

• Integration

• Communication

• Recognition

• Representation

What are two broad dimensions that encompass day-to-day leadership behaviors?

• initiating structure (includes initiation, organization and production factors. has a strong impact on employer motivation)

• Consideration (includes building trust, respect, considerating employees feelings etc, strong impact o employees motivation, job satisfaction and percieved leadership effectiveness)

What is readiness in the context of Life Cycle Theory of leadership?

the degree to which employees have the ability and the willingness to accomplish their specific tasks