Bcor 2202- Organizational Behavior Quiz 2

Group

People interacting with eachother

Team

A group that has been formed to complete a specific task

Composition

Who is on the team

Size

How big the team is

Norms

Shared guidelines and rules for team behavior

autocratic leadership

leadership style that involves making managerial decisions without consulting others

democratic leadership

A form of leadership in which the leader solicits input from subordinates.

laissez-faire leadership

When employees are allowed to make their own decisions instead of consulting a leader. Communication can be difficult because there are no clear directions - the leader takes a 'hands off' approach.

cohesivness

How connected individuals feel to a team

1. Forming: Teams meet and establish ground rules
2. Storming: People feel like individuals and resist leadership
3. Norming: Individuals get used to each other and group norms are formed
4. Performing: Doing the assigned task
5. Adjourning: The team is broken up after completing the task

Tuckman's model of Group Development

Expensive
Training
Initial high cost of turnover
Historically work 1/3 of time
Face problems with group decision making (groupthink, social loafing)

Costs of teams

Social loafing

A persons tendency to not work as hard because they are in a team

Groupthink

the mode of thinking that occurs when the desire for harmony in a decision-making group overrides a realistic view on alternative ideas

Functional Conflict

Constructive conversation that is goal oriented and encourages a difference in opinion

disfunctional conflict

Aggressive language, personal attacks, emotional and not goal oriented conversation

1. Establish organizational vision
2. Develop breakthrough objectives
3. Develop annual objectives
4. Deploy annual objectives
5. Implement annual objectives
6. Monthly review
7. Annual review

Hoshin planning

Vision Statement

establishes the scope and purpose of a company and reflects its values and beliefs

Mission Statement

a short, specific written statement of the reason a business exists and what it wants to achieve, and how it will achieve them

value proposition

the unique value that a product or service provides to its customers and how it is better than and different from those of competitors

Strengths - Things your company does well, internal advantages (skilled employees), and tangible assets like I.P, Capital, etc

S in SWOT

Weaknesses - Resource limitations, things other companies do better, what the company lacks

W in SWOT

Opportunity - Few competitors, new products, increasing demand for product

O in SWOT

Threats - Emerging competitors, negative media, changing consumer environment

T in SWOT

Focused on Growth, stability, and renewal, possibly international scale

Corporate planning

Focusing on cost, product/service, solutions to problems

Business Planning

A plan of action to improve productivity in various departments

Functional planning

surface-level diversity

differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure

deep-level diversity

differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are learned only through extended interaction with others

seperation diversity

Differences in position or opinion among group members

Variety diversity

differences in a certain type or category, including group members' expertise, knowledge, or functional background

disparity diversity

differences in the concentration of valuable social assets or resources - rank, pay, decision-making authority, or status, for example

glass ceiling

A metaphor alluding to the invisible barriers that prevent minorities and women from being promoted to top corporate positions.

Tokenism

When a single member of a minority group is present in an office, workplace, or classroom and is seen as a representative of that minority group rather than as an individual

Bias

prejudice in favor of or against one thing, person, or group compared with another, usually in a way considered to be unfair.

Stereotypes

widely held beliefs that people have certain characteristics because of their membership in a particular group

Disparate Treatment

results when employees from protected groups are intentionally treated differently

adverse impact

when a seemingly neutral employment practice has a disproportionately negative effect on a protected group

quid pro quo

something given in exchange or return for something else, harrassment

hostile work environment

a form of sexual harassment in which unwelcome and demeaning sexually related behavior creates an intimidating and offensive work environment

intrinsic motivation

Doing something because there is an inner desire to complete it

extrinsic motivation

a motivation to take action that leads to reward

Equity Theory

a theory that states that people will be motivated when they perceive that they are being treated fairly

Expectancy Theory

the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

S: Specificity, set specific goals with specific feedback
M: Measurable, the goal can be measure
A: Achievable, the goal is can be reached
R: Realistic, the goal isn't to hard
T: Time-specific, there is a timeline for completion

Goal-setting theory

operant conditioning

a type of learning in which behavior is strengthened if followed by a reinforcer or diminished if followed by a punisher

social learning theory

the theory that we learn social behavior by observing and imitating and by being rewarded or punished

Gender has no effect on effective leadership, women are more participative men are harsher with punishment

Gender and leadership

Transformational leaders

High in E.I, use developmental consideration, Inspire followers to follow organization, Charismatic

transactional leader

clarifies subordinates' roles and task requirements, initiates structure, provides rewards, and displays consideration for followers

legitimate power

Position and role within an organization gives power

reward power

the ability of a manager to give or withhold tangible and intangible rewards

referent power

power that comes from subordinates' and coworkers' respect, admiration, and loyalty

expert power

power that is based on the special knowledge, skills, and expertise that a leader possesses

coercive power

A power base that is dependent on fear of the negative results from failing to comply

Empowerment

The expansion of employees' knowledge, tasks, and decision-making responsibilities

Emotional and social competence - Secret to effective leadership, people learn from experiences

3 secrets of leadership - 1st one

Power - The secret to influential leadership

3 secrets of leadership - 2nd one

Ethics - The secret to responsible leadership

3 secrets of leadership - 3rd one

Trait Model of Leadership

Assumed good leaders were born, and were born with the traits to be good leader, inconclusive results

Ohio State Behavioral Model

People or process , and Consideration vs initiating structure, behavioral theory

Michigan Behavioral model

Employee-centered vs Job centered (How much a leader cares about their employees vs how much they care about the quality of work)

Texas model Behavioral model

People concern vs task concern on a continuum

Focus: Two leadership styles, Task oriented and relationship oriented

Key contingencies: Effectiveness of manager style is dependent on the context, and leadership style is fixed

Details: Task oriented managers: are better for highly favorable or unfavorable tasks
Relationship oriented managers are better for situations that are moderately favorable

Fiedlers contingency model
(Focus, Key contingencies, Details

Focus: Describe how effective leaders motivate.

Key contingencies: Motivational strategies change based on the subordinates and the work they do

Details:
Directive: Good when employees need direction, bad when employees are independent thinkers

Supportive: Good when employees are under stress

Participative: Great when employees support of a decision is required

Achievement: Good for bored employees, bad for employees already at their limit

House's Path-goal theory
(Focus, Key contingencies, Details)

Focus: Describes when leaders are un-needed

Key Contingencies: Deciding if leadership is necessary depends on the context of situation and types of employees

Details: Subordinates: What are their skills, abilities, knowledge, etc

Situation or context: The extent to which the work is interesting and enjoyable

Leader substitutes model
(Focus, Key contingencies, Details)

Instrumentality

the perceived relationship between performance and rewards

Valence

the attractiveness or desirability of a reward or outcome

openness, conscientiousness, extraversion, agreeableness, neuroticism

Big Five Personality Traits

Organizational behavior

the study of the actions of people at work and how they interact in a work setting

Planning

A management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives.

Organizing

a management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization's goals and objectives

Leading

management function that involves working with and through people to accomplish organizational goals

Controlling

a management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not

internal locus of control

the perception that you control your own fate

external locus of control

the perception that chance or outside forces beyond your personal control determine your fate.

High Openess To Experience, Internal locus, Self esteem, Achievment

Characteristics of an entrepreneur

terminal values

desirable end-states of existence; the goals a person would like to achieve during his or her lifetime

instrumental value

The values behind completing individual tasks that lead to a final goal

job satisfaction

a positive feeling about one's job resulting from an evaluation of its characteristics

commitment

How likely someone is willing to buy into an overarching goal or orginization

emotional intelligence

the ability to perceive, understand, manage, and use emotions - Key to management

Schein's Model

Artifacts, Espoused values/norms, Enacted values/norms, assumptions

Factors that promote culture

McClelland's Needs

achievement, affiliation, power

Artifacts

The physical manifestation of an organization's culture

Espoused value/norm

Behaviors that are enforced by an orginization

Enacted value/norm

The actual way that employees act in the orginization

assumpition

Values that have been around for so long they become apart of core company culture

Hostfede's Cultural Dimensions

Power distance: How strong the social hierarchy is
Individualism vs collectivism
Masculinity vs Femininity
Uncertainty avoidance index: How the nation as a whole reacts to uncertain situations
Long-term orientation vs Short term orientation

programmed decisions

Decisions that are second nature and don't require second thought because they have been mad before (Scheduling, ordering, etc)

Non-programmed decisions

Nonroutine decision making that occurs in response to unusual, unpredictable opportunities and threats

Satisficing

Choosing an option that is acceptable, although not necessarily the best or perfect.

bounded rationality

The idea that people lack the cognitive skills required to formulate and solve highly complex business problems in a completely objective rational way

bounded discretion

The tendency to limit decision alternatives to those that fall within the bounds of current moral and ethical standards

intuition

the ability to understand something immediately, without the need for conscious reasoning.

Pareto Principle

80/20 rule - 80% of the outputs come from 20% of inputs

Plan: Develop a question and form a hypothesis
Do: Run an experiment
Check: Analyze the results
Act: Implement any changes that are taken from the results

PDCA Decision making

nominal group technique

a decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group

Delphi Technique

A decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader.

Physical Wellness
Mental Wellness
Social Wellness
Spiritual Wellness
Financial Wellness
Career Wellness

employee well-being