org behavior test 3

ability

the relatively stable capabilities people have to perform a particular range of different but related activities

• what people can do

cognitive abilities

capabilities related to the acquisition and application of knowledge in problems solving

emotional abilities

set of abilities related to the understanding and use of emotions that affect social function

physical abilities

the ability to perform some physical acts in contrast with cognitive ability

types of cognitive ability

• verbal

• quantitative

• reasoning

• spatial

• perceptual

verbal facets

oral and written comprehension: understanding written and spoken words and sentences

oral and written expression: communicating ideas by speaking or writing so that others can understand

quantitative facets

number facility: performing basic math operations quickly and correctly

mathematical reasoning: selecting the right method or formula to solve a problem

reasoning facets

problem sensitivity: understanding when there is a problem or when something may go wrong

deductive reasoning: applying general rules to specific problems

inductive reasoning: combining specific information to form general conclusions

originality: developing new ideas

spatial facet

spatial orientation: knowing where one is relative to objects in the enviorment

visualization: imagining how something will look after it has been rearranged

perceptual facets

speed and flexibility of closure: making sense of information and finding patterns

perceptual speed: comparing information or objects with remembered information or objects

verbal ability

capabilities associated with understanding and expressing oral and written communication

• most important in jobs in which effectiveness depends on understanding and communicating ideas and information to others

quantitative ability

mathematical capabilities

• important to jobs involving statistics, accounting, and engineering

reasoning ability

a diverse set of abilities associated with sensing and solving problems using insight, rules, and logic

• crucial for diverse jobs

spatial ability

capabilities associated with visual and mental representation and manipulation of objects in space

• people with these abilities can more easily find their way without a map or often excel at interior design

perceptual ability

being able to perceive, understand, and recall patterns of information

• good for jobs like code breaking, proofreading, and sorting or categorizing things

general cognitive ability

an explanation for the consistency in the levels of different cognitive abilities within a person

• also called g- factor or g

physical ability

the ability to perform some physical acts, in contrast with cognitive ability

phsyical abilities

• strength

• stamina

• flexibility and coordination

• psychomotor

• sensory

strength facet

static: lifting, pushing, pulling heavy objects

explosive: exerting a short burst of muscular force to move oneself or objects

dynamic: exerting muscular force repeatedly or continuously

stamina facet

exerting oneself over a period of time without circulatory system giving out

flexibility and coordination facet

extent flexibility: degree of bending, stretching, twisting of body arms, legs

dynamic flexibility: speed of bending, stretching, twisting of body, arms, legs

gross body coordination: coordinating movement of body, arms, and legs in activities that involve all three together

gross body equilibrium: ability to regain balance in contexts where balance is upset

psychomotor facets

fine manipulative abilities: keeping hand and arm steady while grasping, manipulating, and assembling small objects

control movement abilities: making quick, precise adjustments to a machine while operating it

response orientation: quickly choosing among appropriate alternative movements

response time: quickly responding to signals with body movements

sensory facet

near and far vision: seeing details of an object up close or at a distance

night vision: seeing well in low light

visual color discrimination: detecting differences in colors and shades

depth perception: judging relative distances

hearing sensitivity: hearing differences in sounds that vary in terms of pitch and loudness

auditory attention: focusing on a source of sound in the presence of other sources

speech recognition: identifying and understanding the speech of others

strength

the degree to which the body is capable of exerting force

stamina

the ability of lungs and circulatory system to work efficiently for prolonged period

flexibility and coordination

ability to stretch, bend, twist, or reach

psychomotor

capacity to manipulate or control objects

sensory

capabilities associated with vision or hearing

emotional ability

the ability to sense, explain, understand, your own emotions and emotions of others and use this understanding in interactions with others

emotional intelligence

a set of abilities related to the understanding and use of emotions that affect social functioning

• influence the degree to which people tend to be effective in social situations, regardless of their level of cognitive abilities

facets of emotional intelligence

• self awareness

• other awareness

• emotional regulation

• use of emotions

self awareness

the appraisal and expression of emotions in oneself

• the most important facet

• includes the ability to understand the types of emotions being experienced, the willingness to acknowledge them, and the capability to express them naturally

other awareness

the appraisal and recognition of emotions in others

• the ability of an individual to recognize and understand the emotions that other people are feeling

• someone high in this aspect are sensitive to others feelings

• people low in this aspect do not effectively sense others emotions

emotional regulation

the ability to quickly recover from emotional experiences

• positive and negative emotions

use of emotions

the degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do

• when employees harness their positive emotions, they can produce solutions that are more creative

assessing emotional intelligence

• SAT style assessments with questions have correct or incorrect answers

• emotional quotient inventory (E Q-i) asks 133 questions about behaviors add preferences. may measure personality traits more than emotional abilities

• short assessments designed specifically to assess each of the 4 facets of emotional intelligence

cognitive ability effect on job performance

general cognitive ability has a strong positive effect on task performance.

cognitive ability effect on organizational commitment

general cognitive ability has a weak effect on affective commitment, continuance commitment, and normative commitment.

how to hire high cognitive ability employees

the most widely used measures of cognitive ability is the wonderlic cognitive ability test

• tests should be used with caution

emotional intelligence associations in organizations

• better social relations, well being, and life satisfaction

• better job satisfaction

• better emotional control

emotional intelligence with staffing and training practices

• recruiters who are high in some aspects of emotional intelligence are more effective than those who score lower in the same areas

• new hires selected on the basis of high emotional intelligence performed better and stayed longer

team

consists of two or more people who work interdependently over some time period to accomplish common goals related to some task oriented purpose

goal interdependence

team members have a shared vision of the teams goal and align their individual goals with that vision as a result

task interdependence

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

outcome interdependence

the degree to which team members share equally in the feedback and rewards that result from the team achieving its goals

pooled interdependence (task interdependence)

members work independently and then pool the results

sequential interdependence (task interdependence)

members work on specialized tasks in a prescribed order

reciprocal interdependence (task interdependence)

members perform specialized tasks and then interact with other members to complete work

comprehensive interdependence (task interdependence)

members interact to a high degree to coordinate and perform tasks

team characteristics

• purpose/task

• life span

• team composition/member qualities

• variations within team types

work team

produce goods or provide services

• long life span

• high member involvement

management team

integrate activities of subunits across business functions

• long life span

• moderate member involvement

parallel team

provide recommendations and resolve issues

• varies in life span

• low member involvement

project team

produce a one time output (product, service, plan, design)

• varies in life span

• varies in member involvement

action team

perform complex tasks that vary in duration and take place in highly visible or challenging circumstances

• varies in life span

• varies in member involvement

variations within team types

• the degree of autonomy or self management

• modes of communication

• experience of working together and its effect on team development

tuckman’s model of team development

forming → storming → norming → performing → adjourning

punctuated equilibrium model

forming and pattern creation → inertia → process revision → inertia

tuckman’s forming

meet together for the first time and discuss what lies ahead

• why are we here?

• where do i fit here?

tuckman’s storming

tensions arise and conflict occurs

• whats my role here?

• who is in charge?

• who does what?

tuckman’s norming

team resolves conflict and becomes cohesive

• what do others expect me to do?

• can we agree on goals and tasks?

tuckman’s performing

team becomes invested and completes the task as a unit

• how can i best do my work and perform my role?

tuckman’s adjourning

team disbands

• what is next?

• can we help team members transition out?

team composition

the mix of people who make up the team

• the right mix of knowledge, skills, abilities, and personalities is an important factor in team effectiveness

member roles

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

• a variety of roles in team contexts are based on task, decison making, and leadership activities

team tasks roles

coordinator, organizer, devils advocate

team building roles

harmonizer, compromiser, encourager

individualistic roles

dominator, slacker, blocker

member ability

cognitive and physical abilities needed in a team depend on the nature of the teams tasks

member personality

three traits that are critical in teams

• agreeable

• conscientious

• extraverted

agreeable

people tend to be more cooperative and trusting, tendencies that promote positive attitudes about the team and smooth interpersonal interactions

conscientious

people tend to be dependable and work hard to achieve goals

extraverted

people tend to perform more effectively in interpersonal contexts and are more positive and optimistic in general

team diversity

the degree to which members are different from one another

• beneficial because it provides a larger pool of knowledge and perspectives

surface level diversity

diversity of observable attributes such as race, gender, ethnicity, and age

deep level diversity

diversity of attributes that are difficult to observe initially but can be inferred through direct experience, such as ones values or personality

team size

• size matters

• team members tend to be most satisfied with their team when the number of members is 4 or 5

• odd team numbers may be the best for some types of teams

task interdependence effects on team performance

task interdependence has a moderate positive effect on team performance. however the correlation is higher in teams involved in more complex knowledge work rather than less complex work

task interdependence effects on team commitment

task interdependence has a weak relationship with team commitment. however the correlation is stronger for teams involved in more complex knowledge work than in teams involved in less complex work

outcome interdependence

connected to compensation practices in many organization

• leads to inequity among teammates

• demotivates high performers who see low performers receiving same compensation

hybrid outcome interdependence

team members receive rewards based on both their individual performance and that of the team to which they belong

team processes

different types of activities and interactions that occur within a team as it works toward its goals

taskwork processes

relate directly to the accomplishment of team tasks, creative behavior, decision making, boundary spanning

teamwork processes

interpersonal activities that facilitate the accomplishment of the teams work but not directly involve task accomplishment, relate to transaction, action, interpersonal

process gain

getting more from the team than you would expect according to the capabilities of its individual members

• results in resources and capabilities that did not exist before the team created them

process loss

getting les from the team than you would expect based on the capabilities of its individual members

synergy

the interaction or cooperation of two or more organizations, substances or other agents to produce a combined effect greater than the sum of their separate effects

coordination loss

process loss due to the time it takes to coordinate work activities with other team members

motivational loss

process loss due to team members tendency to put forth less effort on team tasks than they could

• social loading results from members feeling less accountable for team outcomes compared with their independent work outside the team

creative behavior

generating novel and useful ideas and solutions

decision making

different processes and techniques are used to make accurate and effective decisions (consensus, brainstorming, voting, devils advocacy)

boundary spanning

task work processes that involve individuals and groups who are not considered part of the team (ambassador activities, scout activities, outside ask coordinating)

brainstorming

• good for idea sharing and morale boosting

• steps

  • express all ideas that come to mind

  • go for quantity of ideas not quality

  • do not criticize or evaluate the ideas of others

  • build on the ideas of others

consensus

a general agreement among members on a solution

consensus includes

• pooling opinions

• listening effectively

• discussing ideas and differences

• not getting all you want

• coming to an agreement that everyone can live with

consensus is not

• a unanimous vote

• majority or minority rule

• one person rule

• bargaining or compromise

transition processes

focus on preparation for future work

• mission analysis, strategy formulation, goal specification

action process

important as task work is being accomplished

• monitoring progress, monitoring resoruces, helping others, coordination

interpersonal processes

relate to the way in which team members manage their relationships

• important before, during, or between periods of task work

• motivating and confidence building, managing emotional balance and unity, conflict management

relationship conflict

disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences