BMGT364 UMD FINAL

group

2 or more people interacting and interdependent who come together to achieve particular objectives

2 types of groups

1. formal groups -defined by organizations structure

2. informal groups- in reaction to the need for social interactions

social identity theory

person sense of who they are based on their group memberships

group favoritism

1. in-group: we see members of our group as better than others

2. out- group: anyone outside the group but identified in another group

stage based model for groups

forming - establish rules

storming-communicate feelings

norming- feeling like team

performing - working

adjourning -implements plans

punctuated equilibrium model

temporary groups with deadlines --half way point experience increase in productivity

role theory

everyday activity to be acting of socially defined categories (ex. mother)

role

set of expected behavior patterns that are attributed to occupying a given position

role perceptions

our view of how to act in a given situation

role expectations

how others believe you should act

role conflict

conflict experienced when multiple roles are not compatible

norms

acceptable standards of behavior within a group

conformity

adjustment of ones behavior to align with norms

reference groups

groups in which a person is aware of other members, defines self as a member, believes members to be significant

deviant workplace behavior

voluntary behavior that violates organizational norms

status

socially defined position given to group/ members

status characteristics theory

differences in characteristics create hierarchies within group

status is derived by 3 sources

- power a person has over others

- person ability to contribute to group goals

- individual personal characteristics

high status members

have more freedom to deviate from norms, more assertive

size

- smaller groups complete task faster

- larger groups are better at problem solving

social loafing

individuals spend less efforts when working together than alone

cohesiveness

members of the group are attracted to each other and motivated to stay in group

diversity

degree to which members of the group are similar/different - increase conflict

fault lines

perceived divisions that split groups into 2 or more subgroups based on individual differences

group decision making strengths and weakness

strengths:

- generate more info

- increased diversity of views

- increased acceptance of a solution

weakness:

- takes longer

- conformity pressure

- discussions can be dominated by one member

effectiveness and efficiency

- accuracy: group better than individual but worse than most accurate member

- speed: individuals are faster

- creativity: groups are better

- degree of acceptance: groups are better

- groups are less efficient

groupthink and groupshift

think: group pressures for conformity deter the group from critically appraising unusually views

shift: way group members tend to exaggerate their initial positions when discussing alternatives

- group make extreme decisions than individuals

work group

interacts to share information to help one another perform his responsibility

- share information

- neutral sometimes negative synergy

- individual accountably

- random and varied skills

work team

generates positive synergy through coordinated effort

- collective performance

- positive synergy

- individual and mutual accountability

- complementary skills

problem solving teams

- members from the same department

- share ideas/ suggest improvements

- only make recommendations

self managed work teams

- team take on some supervisory responsibilities (operating/scheduling/planning)

- not always effective, depends on situation

cross functional teams

-members from same level, but diverse areas, within and between organizations

- exchange information

- develop new ideas and solve problems

- coordinate complex projects

virtual teams

- computer technology ties dispersed teams together

- need to be monitored closely

- ensure trust and publicize effort

multi team systems

collections of 2 or more interdependent teams that share a superordinate goal

- teams of teams

- perform better when they have "boundary spanners" whose job is to coordinate with members of other sub teams

- ex. emergency teams

why teams?

- integrate knowledge, skills

- create synergy

- help cope with complexity

- foster motivation an d commitment

contextual factors as inputs

- presence of adequate resources

- effective leadership and structure

- climate of trust in the team

- performance evaluation and reward system that reflects team contribution

team composition

overall mix of characteristics among people in the team

- ability of members

- personality of members

- allocation of roles

- diversity of members

- cultural differences

- size of teams

- member preferences

task work

functions that individuals must perform to accomplish team task

ex. soccer: kicking to target

team work

interaction between team members

ex. soccer: allocating players to role

team process and team success

1. commitment o common plan and purpose yet incorporate reflexivity

2. specific, realistic, yet challenging goals

team efficacy

collective belief among team members that they can succeed at their task

team identity

members affinity for and sense of belongingness to his or her team

team cohesion

situation when team members are emotionally attached to one another and motivated toward the team because of their attachment

team effectiveness

high level of team cohesion, efficacy and low level of conflict and social loafing

mental models

team members knowledge and belief about how the work gets done by the team

psychological safety

shared belief that the team is safe for interpersonal risk raking

manager (boss)

- drives employees

- depends on authority

- inspires fear

- says i

leader

- coaches employees

- depends on goodwill

- generates enthusiasm

- says we

leadership

the ability to influence a group toward the achievement of a vision or set of goals

trait theories of leadership

focuses on personal qualities and characteristics that differentiate leaders from non leaders

trait theory of leadership for emergent leader

- openness to experience

- conscientiousness

- extraversion (strongest)

trait theory of leadership for effective leader

- openness to experience

- conscientiousness

dark side traits

mid range scores across Machiavellians, narcissism, and psychopathy are optimal for effectiveness

emotional intelligence

contributes to emergent leaders

behavioral theories of leadership

proposes that specific behaviors differentiate leaders from nonreaders

- focuses that behavior can be taught and traits cannot

- leaders are trained not born

ohio state studies

says there are 2 dimensions to leader behavior:

- initiating structure (performance- attempt to organize work, work relationships, and goal)

- consideration (satisfaction- concern from followers comfort, well being, status)

contingency theories

no single leadership style is the best, leader effectiveness depends on proper match between leadership style and situation

fielder leadership model

effective group performance depends on the proper match between the leaders style and the degree to which the situation gives the leader control

least preferred co worker LPC

questionnaire determine leadership style (fixed trait)

- relationship oriented

- task oriented

matches leader style with degree of situational control

- leader-member relations (trust, respect members have)

- task structure (structured/unstructured task)

- position power (hiring/firing/rewards)

situational leadership theory (set)

successful leadership depends on selecting the right leadership style, contingent on the followers readiness to accomplish a task

unable and unwilling

gives clear and specific directions

unable but willing

display a high task orientation to compensate and high relationships to get them buy into the leaders desires

able but unwilling

use supportive and participative styles

able and willing

don't need to do anything

path goal theory

it's leaders job to provide followers with information, support or other resources necessary to achieve goals

- directive leadership yields greater satisfaction when tasks are ambiguous or stressful

- supportive leadership results in high performance and satisfaction when tasks are structured

- directive leadership is perceived as redundant by employees with high experience

leadership participation model

provides a set of rules to determine the form and amount of participative decision making in different situations

- authority decisions: leader has info, high time pressure

- consultative decisions: in the middle

group decisions: followers have info, low time pressure

empowering leadership

style that involves sharing power with subordinates and rising their level of autonomy and responsibility

4 dimensions of empowering leadership

- enhance meaningfulness of employee work

- promote participation of employees in decision making

- express confidence in employees performance

- provide autonomy from bureaucratic constraints

directive leadership

associated with behaviors aimed at actively strutting subordinates work through providing clarification directions and expectations regarding compliance with instructions

shared leadership

- distribution of leadership influence across multiple team members

- influence "claiming" and "granting" exchanged

- mutual influence embedded in team member interactions related to providing direction, motivation and support

- greater utilization of knowledge and expertise

- team identification and mutual accountability

- commitment/engagement

leader member exchange theory (lmx)

supports leaders creation of in-groups and out-groups

- subordinates with in-group status will likely have higher performance ratings, less turnover, greater job satisfaction

- in-group members have demographic, attitude and personality characteristics similar to their leaders

charismatic leadership theory

attributions of heroic leadership abilities when followers observe certain behaviors

- vision and articulation

- personal risk taking

- sensitivity toward followers

- unconventional behaviors

charisma

strongly correlated to higher performance ad satisfaction

best used when

- environment is uncertain or stressful

- ideology is involved

-related with upper level executives

dark side

some leaders

- use organizational resources for personal benefits

- remake companies in their own image

- allow self interest and personal goals to override organizations goals

transactional leaders

motivate their followers in the direction of established goals by clarifying role and task requirement

transformational leaders

inspire followers to transcend their own self interest for the good of the organization

strongly correlated with

- lower turnover

- high productivity

- lower employee stress and burn out

- higher employee satisfaction

4 dimensions of transactional leader

(lowest) 1. laissez faire: abdicates responsibilities, avoids making decision

2. management by exception

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

- passive: intervenes only if standards are not met

3. contingent rewards: contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishment

4 dimensions of transformational leader

(lowest)1. individualized considerations: gives personal attention, treats each employee individually coaches, advices

2. intellectual stimulation: promotes intelligence, rationality, and careful problem solving

authentic leaders

know who they are and what they believe in and value, act on those values and beliefs openly and candidly

- create trust

- encourage open communication

- people have faith in them

servant leaders

go beyond their own self interest and focus on opportunities to help followers grow and develop

effects of servant leadership

- higher commitment to supervisor, self efficacy, and perceptions of justice

- increased team potency and high group performance

- higher levels of creative performance

trust

state that exist when you agree to make yourself vulnerable to another because you have a positive expectation for how things are going to turn out

mentor

senior employee who sponsors and supports a less experiences employee, a protege

abusive supervision

supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, does not include physical contact

attribution theory of leadership

- leadership is an attribution people make about other individuals

- performance outcomes are attributed to leaders actions

- projecting the appearance of being a leader rather than focusing on actual accomplishment

substitutes

replace the need for a leader support or ability to create structure

neutralizers

- organizational variables can neutralize the leaders influence or act as substitutes for leadership

- leaders become irrelevant

power

the capacity that A has to influence the behaviors of B so that B acts in accordance with A's wishes

function of dependence

characteristics of power

- power may exist but not be used

- person can have power over you only if he/she controls something you desire

- power can also be defined as the control over resources the other person values

general dependence postulate

- greater B dependence on A, the more power A has over B

What creates dependence? When the rescue you control is

- important

- scarcity

- non substitutability

power vs. status

power: control over critical resources

status: prestige, respect, and esteem that a person enjoys in the eyes of others

5 bases of power

- coercive

- reward

- legitimate

- expert

- referent

formal power

based on individual organizational position

coercive power

complies from fear of negative result

reward power

complies due to desire for positive benefits

legitimate power

from the formal authority to control and use organizational resources

personal power

stems from an individual unique characteristics

expert

influences wielded as results of expertise, special skills, or knowledge

referent

based on identification with a person who has desirable resources or personal traits

power bases and outcomes

- expert and referent power are positively related to performance and commitment

- reward and legitimate power are unrelated to organizational outcomes

- coercive power is negatively related to employee satisfaction and commitment

power/influence tactics

used to translate power bases into specific actions that influence others

- rational persuasion

- inspirational appeals

- consultation

- ingratiation

- exchange

- personal appeals

- coalitions

- legitimating

- pressure