Bus3 160 Test 3

dont forget to get notes from notebook

Definition of a group

2 or more individuals interacting and independent, who have come together to achieve particular objectives

2 types of groups

formal groups & informal groups

formal groups

those defined by the organizations structure

informal groups

alliances that are neither formally structured nor organizationally determined

social identity theory

considers when and why individuals consider themselves members of groups

Psychological contract

expectation of what you should do & what the organization can do for you

Breach of psychological contract example

Promised work life balance in interview but in job they make you work weekends and overtime

Solutions to prevent breach of psychological contract

Realistic job preview to job canidates

social identity threat

individuals believe that they will be personally negatively evaluated due to their association with a devalued group, and they may lose confidence and performance effectiveness

role

a set of expected behavior patterns attribted to someone occupying a given position in a social unit

role perception

ones perception of how to act in a given situation

role expectations

how others believe one should act in a given situation (psychological contract)

role conflict

situtation in which an individual faces divergent role expectations

norms

acceptable standards of behavior within a group that are shared by the groups members

posivitve norms

corporate social responsbility initiatives

Status

a socially defined position or rank given to groups or group members by others

status characteristics theory

status is derived from 1 of 3 sources (power over others, ability to contribute to groups goals, & an individuals personal characteristics)

status & norms

high status individuals are often more assertive

status inequality

perceived inequality creates disequilibrium and can lead to resentment and corrective behavior

status and stigmatization

stigma by association

group status

“us and them” mentality and ensuing polarization

aspects of the group that impact group performance

group size, social loafing, group cohesiveness, diversity in groups

group size

large groups are good for gaining diverse input and smaller groups are better doing something with input

social loafing

the tendency for individuals to expend less effort when working collectively than alone

group cohesiveness

how attracted members are to each other; how tightly knit they are

diversity in groups

degree group members are similar to each other

strengths of group decision making

more complete information and knowledge, increased diversity of views, increased acceptance of solutions

weaknesses of group decision making

time consuming, conformity pressures, dominance of a few members, ambigious responsibility

Are groups decisions better than those made by individuals alone? it depends on how effectiveness is defined.

accuracy, speed, creativity, acceptance

personal issues with decisions made in groups

groupthink, groupshift

groupthink

situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views

groupshift

a change between a groups decision and an individual decision that a member within the group would make

1. work groups

vs

2. work teams

1. share information, neutral (sometimes negative), individual, random & varied

2. collective performance, positive, individual & mutual, complementary

Synergy

team performance greater than sum of individuals performance

types of teams

problem-solving, self-managed, cross-functional, virtual

problem solving team

most common, working toward solving a problem

Self managed team

no supervisor overseeing team; school group projects function like this

Cross functional team

people from different areas (/departments/specializations) make up team

virtual team

geographically disbursed

characteristics of effective teams

context, composition, process

team context; what factors determine whether teams are successful

adequate resources, leadership & structure, climate of trust, performance evaluations and rewards

adequate resources

time, equipment, information

Leadership & structure

formal - policies & procedures, informal - words of encouragement

Climate of trust

performance evaluation & rewards - teams need to have reward systems for the whole team rather than individually

Team composition

abilities of members - cognitive tests; personality - mix of personalities, but all need to be high on agreeableness

team composition; how should teams be staffed?

abilities of members, personality, allocating roles, diversity (organizational demography), cultural differences, size of teams, member preferences

Size of teams

most commonly 5-19 members

member preferences

self select into teams; choose to be in teams they want to be in

9 roles of potential team members

linker, creator, promoter, assesor, organizer, producer, controller, maintainer, adviser (dont need 9 members but do need all roles filled - multiple roles per member acceptable)

Linker

coordinates & integrates

Creator

initiates creative ideas

promoter

champions ideas after theyre created

assesor

offers insightful analysis of options

organizer

provides structure

Producer

provides direction & follow through

controller

examines details & enforces rules

maintainer

fights external battles

advisors

encourages the search for more information

Team Charter

written down goal/plan for team

Reflexivity

Reflect & adjust goals

Mental models

You want team members to have similar assumptions on how to get things done

1. relationship conflict

vs.

2. task conflict

1. don’t like team members (big problem)

2. dont agree with how things are done. Okay. not necessarily a problem. can be good because it can help find a better solution

How Organizations can create team players

selecting: hire team players, training: create team players, Rewarding: incentives to be a good team player

When not to use teams

ask: can the work be done better by 1 person? Does the work create a common goal or purpose? Are the members of the group interdependent?

leadership

the ability to influence a group toward the achievement of a vision or set of goals. not alll leaders are managers not are all managers leaders

Leadership behavioral approach

consideration. employee centered. leader trusts, respects, values good relationships with employees

Leadership Initiating structure

job centered. leader focused on getting job done

Leader behavior styles

Directive, supportive, participative, achievement oriented

Directive

Tell employees what to do. parallels Ohio State Study (initiating structure)

Supportive

concerned about employees well being. Mirrors Ohio State Study Consideration

Participative

Employees participate in decision making

Achievement oriented

High Expectations

What did House say about effective leaders?

An effective leader changes their leadership style depending on the employee and the environment

leadership trait theories

personal qualities and characteristics

behavioral theories

we can train people to be leaders

contingency theories

effective leadership depends on the leader, follower, and task

The trait approach (to leadership)

• Big 5: extraversion - Strongest predictor of leader emergence, not necessarily leader effectiveness; then conscientiousness and openness to experience

• emotional intelligence (esp. empathy)

• intelligence

• self-confidence

• tolerance for stress

• integrity and honesty

^all these traits are better at predicing emergence of leadership, not that theyll be effective at it

• idea that some people are born leaders

Behavioral approach

consideration, initiating structure, Ohio State Studies

Contingency approach (Fiddler’s contingency theory)

leadership effectiveness determined by:

• leadership style - relationship vs. task oriented

• leader-member relations - good (trust, respect) vs. poor

• task structure - high (members know what they need to do) vs. low (ambiguous)

• position power - high (leader can reward and punish) vs. low

path goal leaderhship theory

leader behavior predicts employee motivation & satisfaction

leader behavior depennds on situational factors and predicts employee motivation and satisfaction

Leader member exchange model (LMX)

In group vs out group

What predicts whether an employee is in the in group or the out group?

if the employee is similar to the leader

In group (LMX)

recieves preferential treatment, more attention, more opportunities

out group (LMX)

no preferential treatment (formal), less attention, less traininng, time

outcomes of LMX

In group: higher job performance, higher satisfaction with supervisor, higher job satisfaction, higher organizational commitment, higher organizational citizenship behavior, lower intent to quit

outgroup: all the opposites of the in group

contemporary theories of leadership

transactional vs transformational leadership

worst to best Contemporary theories of leadership

worst: Laissez-Faire (hands off leadership, just doesnt care), next worst: Management by exception (dont care what you do as long as you do your job and dont break rules); middle: contingent reward (do your job & youll get rewarded (most common)); best: individualized consideration → idealized influence (challenge, encourage, & inspire you. vision for where company can go)

power

ability of 1 person or group to cause another person or group to do something that they otherwise might not have done

most important aspect of power

it is a function of dependence; a person can have power only if they control something you desire

organizational politics

activities in which managers engage to increase their power and to persue goals that favor their individual and group interests

good side of power

improve decision making quality, promote change, encourage cooperation, promote new organizational goals

sources of individual power

formal power, informal power

Types of formal power

legitimate power, reward power, coercive power, information power

Formal power

power given to someone by the organization they work for

legitimate power

a person who controls resources

Reward power

decides who gets positive things (promotions, bonuses)

Coercive power

who can punish you (write up, reduce hours)

information power

who has information that you need to be successful in your job (sales data, codes, programs)

Informal power

Power not tied to job

types of informal power

expert power, referent power