Organizational Behavior Exam 3

Virtual teams

Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks.

Role

A set of behaviors that people are expected to perform because they hold certain positions in a team and organization. Many team _________aren't formally embedded in job descriptions. Instead, they are informally assigned or claimed as part of the team development process.

Task force

Teams are cross-functional teams whose members are usually drawn from several disciplines to solve a specific problem, realize an opportunity, or design a product or service.

Departmental teams

Consist of employees who have similar or complementary skills and are located in the same unit of a functional structure.

overconfident

Teams sometimes become ____________ and develop a false sense of invulnerability. In other words, the team's efficacy far exceeds reality regarding its abilities and the favorableness of the situation.

swiftly and effectively

Members of high-cohesion teams spend more time together, share information more frequently, and are more satisfied with each other. They provide each other with better social support in stressful situations and work to minimize dysfunctional conflict. When conflict does arise, members tend to resolve their differences _______________

Process losses

Resources expended toward team development and maintenance rather than the task. Team members need time and effort to resolve their disagreements, develop mutual understanding of their goals, determine the best strategy for accomplishing those goals, negotiate their specific roles, and agree on informal rules of conduct.

Self-directed

_________________teams have substantial autonomy over the execution of their tasks. In particular, these teams plan, organize, and control work activities with little or no direct involvement of a higher-status supervisor.

Sender

The person or source who originates and sends the idea.

Encoding

The mental process of turning thoughts or ideas into a symbolic message (words, gestures, or text).

Decoding

The process where the receiver translates the message back into meaning

Feedback

The response or reaction sent back from the receiver to the original sender

Noise

Refers to the psychological, social, and structural barriers that distort and obscure the sender's intended message.

Management by walking around (MBWA)

Refers to a practice in which executives get out of their offices and learn from others in the organization through face-to-face dialogue. It is based on the belief that senior executives will understand their business better if they meet directly with employees and other stakeholders.

Social acceptance

Refers to how well a communication medium is approved and supported by the organization, teams, and individuals.

employee privacy and social interaction

Research suggests that effective workspace design mainly balances the trade-off between__________________

encoding-decoding process

The __________________ is generally more effective when both parties are skilled and enjoy using the selected communication channel

Flaming

An emotionally charged email that communicates strong negative emotions

Betweenness

Refers to how much you are located between others in a network. The more betweenness you have, the more you control the distribution of information and other resources to people on either side of you.

Assertiveness

Typically applies or threatens to apply punishment if the target does not comply. Workplace bullying is an extreme form of ________________.

Expert power

Originates mainly from within the power holder. It is an individual's or work unit's capacity to influence others by possessing knowledge or skills others value

Ex: A new employee in the finance department of the Hogan Company prominently displays diplomas and past awards indicating his financial adeptness. What type of power is this employee most likely trying to attain?

encouraging leaders to become role models of organizational citizenship instead of symbols of successful organizational politicians.

Organizational politics may be reduced by

structural hole

The gap between two clusters is called a ______________. By bridging this gap, a person becomes a broker—someone who connects two independent networks and controls information flow between them.

Upward appeal

Involves calling upon higher authority or expertise, or symbolically relying on these sources to support the influencer's position.

Also occurs when relying on the authority of the firm's policies or values.

Commitment

The strongest outcome of influence, whereby people identify with the influencer's request and are highly motivated to implement it even when extrinsic sources of motivation are no longer present.

Information control

Involves explicitly manipulating others' access to information. This power translates into influence when the power holder actually distributes information selectively so it reframes the situation for the purpose of changing others' attitudes and/or behavior.

relationship conflict

Whereas task conflict focuses on the issues, ______________ focuses on characteristics of the people in the dispute. This type of conflict occurs when someone tries to dismiss an idea by questioning the competence of the people who introduce or support that idea. It also occurs when someone uses status to defend a position.

Focuses on interpersonal differences between or among the adversaries.

Suppressed when the conflict occurs within a highly cohesive team. The longer people work together, get to know each other, and develop mutual trust, the more latitude they give to each other to show emotions without being personally offended.

Goal incompatibility

Occurs when the goals of one person or department seem to interfere with another person's or department's goals. Here, the goals of the conflicting groups are different.

mediation

The main purpose of ____________ is to manage the process and context of interaction between the disputing parties.

Task conflict

Occurs when people focus their discussion around the issue (i.e., the "task") while showing respect for people who have other points of view.

Target point

Your realistic goal or expectation for a final agreement. This position must consider alternative strategies to achieve those objectives, and test underlying assumptions about the situation. Negotiators who set high, specific ____________ usually obtain better outcomes than those with low or vague ______________.

Integrators

Are employees who coordinate the activities of work units toward the completion of a shared task or project.

Reduce the amount of direct interaction required among diverse work units.

Definition

A process by which info is being transmitted and understood between 2 or more people

Important for coordinating work activities, better decision making, changing other’s behavior, employee well-being

Nonverbal communication

Includes actions, facial gestures, physical distance, and silence

Less rule bound

Mostly automatic and nonconscious

Emotional contagion

Nonconscious process of sharing another person’s emotions that person’s facial expressions and other nonverbal behavior

Serves 3 purposes:

Provides continuous feedback to speaker

Includes empathy

Fulfills drives to bond

Synchronicity

Extent that the channel requires allows sender and receiver to communicate at the same time(synchronous)or at different times(asynchronous)

Social prescence

Extent that the channel creates psychological closeness to others, awareness of their humanness, and appreciation of the interpersonal relationship

Higher with synchronous communication, casual/personal message content, increases empathy and influence

Social acceptance

Extent that others support use of that communication channel for that purpose

Depends on:

Firm/team norms for using the channel

Symbolic meaning of the channel

Media richness

The channel’s data-carrying capacity-the volume and variety of info that can be transmitted during a specific time

High when channel conveys multiple cues, allows timely feedback, allows customized message, permits complex symbols

Doesn’t apply well well to digital channels

Persuasion

Use of facts, logical arguments, emotional appeals to change another person beliefs/attitudes, usually to change attitudes

Spoken communication

_______________________ is more persuasive because it is accomplished by nonverbal communication, has high quality immediate feedback, has high social presence

Written communication

____________________ may be more persuasive when technical detail is required

Information overload

Job’s info load exceeds info process

Info gets overlooked or misinterpreted

Men

Engage in report talk

Give advice/requests directly

Dominant/power conversation style

Apologize less often

Less sensitive to nonverbal cues

Women

Engage in rapport talk

Give advice/requests indirectly

Apologizes more often

More sensitive to nonverbal cues

Sensing

Population evaluation

Avoid interruptions

Maintain interest

Evaluating

Empathize

Organize info

Responding

Show interest

Clarity the message

Workspace design

Communal areas

Open spaces

Team spaces

Digital communication

Real time news from employees on enterprise platforms are replacing company news

Organizational grapevine

Unstructured/informal networks founded on social relationships nor organizational charts or job descriptions

Cooperating

Share resources

Accommodate others

Coordinating

Align work with others

Keep teams on track

Communicating

Sharing info freely, efficiently, respectfully

Listen actively

Comforting

Show empathy

Provide emotional comfort

Build confidence in others

Conflict handling

Diagnose conflict sources

Use best ____________ style

Performing

Task-oriented, committed

Efficient coordination

High cooperation and trust

Conflicts resolved quickly

Norming

Establish roles

Agree on team objectives

Form team mental modes

Develop cohesion

Storming

Interpersonal conflict

Compete for teams roles

Influence goals and means

Establish norms

Forming

Discover expectations

Evaluate value of membership

Defer to existing authority

Test boundaries of behavior

Team norms

Informal rules and shared expectations to regulate behavior

Team roles

Set of behaviors that people are expected to repeatedly perform because they formal or informal positions in a team and organization

Taskwork roles

Assist the team’s performance

Teamwork roles

Support team development dynamics

Team cohesion

The degree of attraction people feel toward the team and their motivation to remain members

Shared mental modes

Team members holds similar image expectations about the team

Complementary mental modes

Each member’s mental modes is unique but compatible with others

Team building

Formal activities to improve the team development process

Brainwriting

Brainstorming without conversation

Electronic brainstorming

Brainwriting with technology

Reduces population blocking, evaluation, apprehension, and conformity

Power

The capacity of a person, team, or organization to influence others

Involves asymmetric (unequal) dependence from one party to another

Legitimate power

Agreement that people in specific positions can request behaviors from others

Zone of indifference

Domain of behaviors that power holder can ask of others deference to authority

Several factors influence size of_______________________

Norm of reciprocity

Obligation to reciprocate favors

Reward power

Control rewards valued by others, remove negative sanctions

Coercive power

Ability to apply punishment

Referent power

Capacity to influence others through identification with and respect for the power holder-associated with charism

Centrality

Interdependence with power holder

How many and how quickly others are affected by you

Visibility

Others aware that you control a valued resource

Social interaction, power symbols

Discretion

Freedom to exercise judgement

Rules limit discretions

Type A: Feeling Empowered

Perceived power over themselves and freedom from other’s influence

Higher motivation, but less mindful thinking, less empathy, more reliance on stereotypes

Type B: Power over others

Produce sense duty/responsibility

Less stereotyping, more empathy, more mindful of how their actions affect others

Social networks

Connecting through forms of interdependence

People join networks to fulfill drive to bond, social norms, require resources

Social capital

Sharing knowledge, opportunities, and other resources in a social network

Mutual support, trust, reciprocity, coordination to facilitate resource sharing

Closeness

Stronger connections

Silent authority

Power holder’s request or mere presence influences behavior

Coalition formation

Pooling member’s resources and power to influence others

Upward appeal

Relying symbolically or in reality on higher authority support

Impression managment

Actively shaping other’s perceptions and attitudes of us

Includes self-presentation, personal brand, ignoration

Organizational politics

Using influence tactics for personal gain of perceived expense of others and organization