Management: getting the right work done well; the act of coordinating the efforts of people to accomplish desired goals and objectives using available resources efficiently and effectively

Group: Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives

Workgroup: a group that interacts primarily to share information and to make decisions to help each member perform within their area of responsibility

Work team: generates positive synergy through coordinated effort

Problem-solving teams: members share ideas or offer suggestions on how work processes and methods can be improved, rarely have authority to implement suggestions

Self-managed teams: groups of employees who perform highly related or interdependent jobs and take on many supervisor responsibilities

Cross-functional teams: employees from about the same hierarchical level but from different work areas

Virtual teams: use computer technology to tie together physically dispersed members in order to achieve a common goal (need to establish trust, monitor) 

Team characteristics: autonomy (self-managed, manger-led), function (problem solving, creative, tactical, etc), structure (cross-functional, x% dedicated), proximity (face-to-face, virtual)

Contextual influences: Adequate resources (funding, time, materials, assistance), leadership and structure (delegation of tasks), climate of trust, performance evaluation and reward systems 

Multi-team systems: different teams need to coordinate efforts to produce desired results

Team composition: how teams should be staffed, abilities of members (technical expertise, problem solving and decision making skills, interpersonal skills), personality of members (higher conscientiousness and openness is better, diversity, size, member preferences

Work design: skill variety, task identity, task significance

Team processes: process variables, a member commitment to a common purpose, establishment of specific team goals, team efficacy, a managed level of conflict, and minimization of social loafing

Tuckman Theory: stages of development (forming, storming, norming, performing, adjourning) 

Forming: group members tend to be uncertain and anxious about their roles, the people in charge and the group’s goals; ice-breaking stage, holding back to see who’s in charge

Storming: Individuals try to determine how they fit into the power structure, testing leader’s policies, procrastination may occur

Norming: questions about authority and power are resolved through unemotional, matter-of-fact group discussion, group cohesiveness

Performing: activity focused on solving task problems, climate of open communication, strong cooperation, and lots of helping behavior

Adjourning: work is done and time to move on to other things

Reflexivity: team can reflect on and adjust master plan when necessary

Task interdependence: the degree to which team members depend on each other for information, materials, and other resources to complete their job tasks

Outcome interdependence: the degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions

Psychological safety: creating a climate in which it is expected that people speak up and disagree

Team efficacy: teams that have confidence 

Mental models: knowledge and beliefs about how work gets done

Social loafing: hiding within a group

Team Effectiveness Model: context (resources, leadership, structure, climate of trust, performance evaluation, reward system), team composition (abilities, personalities, roles, diversity, size, flexibility, preferences), work design (autonomy, skill variety, task identity, task significance), process (plan, purpose, specific goals, team efficacy, conflict levels, social loafing)

Emotional Intelligence: A primary driver of leadership success 

Self-awareness: ability to recognize and understand moods, emotions, drives, and effects on others

Self-regulation: ability to control, redirect disruptive impulses and moods, think before acting, suspending judgment

Motivation: passion to work for reasons beyond money and status, propensity to pursue goals

Empathy: ability to understand the emotional makeup of other people, treating according to emotional reactions

Social Skill: proficiency in managing relationships and building networks, ability to find common ground and support

Personality: sum of the ways in which an individual reacts to and interacts with others (heredity > environment); unique and stable pattern of behaviors, thoughts, and emotions shown by an individual

Heredity: factors determined at conception

Personality traits: characteristics in a large number of situations which are relatively enduring over time

Myer-Briggs: 

Extroverted: outgoing, sociable, assertive; Introverted: quiet, shy

Sensing: practical, routine, order, details; Intuitive: unconscious processes, look at “big picture”

Thinking: reason, logic; Feeling: personal values, emotions

Judging: control, order, structure; Perceiving; flexible, spontaneous

Big Five Model: Five basic dimensions underlie all others and encompass most of the significant variation in human personality. Can predict work outcomes and is important for team effectiveness.

Conscientiousness: measure of reliability

Emotional stability: ability to withstand stress **most strongly related to life satisfaction, job satisfaction, and low stress levels

Extraversion: comfort level with relationships

Openness to experience: dimension addresses the range of interests and fascination with novelty

Agreeableness: refers to an individual propensity to defer to others

Dark Triad: Constellation of negative personality traits

Machiavellism: ends justify means, emotional distance, pragmatic (ethical implications)

Narcissism: arrogance, , grandiose sense of self importance, require excessive admiration, sense of entitlement

Psychopathy: Lack of concern for others and lack of guilt/remorse when actions cause harm

Type A: high achievers, difficult to accept failure, need to compete, time is a opponent, multi-tasking, self-driven

Type B: work steadily for goals, more accepting of failures, enjoy games/competition not for the sole objective of winning, relaxed, laid back, reflective, innovative, even-tempered

Positive affectivity: life is god, people are great, high = joy, enthusiasm, low = apathy sluggishness

Negative affectivity: dwell on mistakes, focus on negative, high = fear, nervous, angry; low = calm, relaxed

Core Self-Evaluations: conclusions individuals have about their capabilities, competence, and worth as a person

Self-monitoring: personality trait that measures individual’s ability to adjust behavior to external, situational factors

High self-esteem: value you place on yourself, take on challenges, more satisfied with jobs

High self-efficacy: belief you can successfully do something, take on challenges, more satisfied, better performers

Locus of control: can control the outcome of something, internal vs external; internal = I control it, external = fate/other controls it

Emotional stability: feel confident, secure, steady, opposite of neuroticism

Proactive personality: identify opportunities, show initiative, take action, and persevere until meaningful change occurs

Situation strength theory: the way personality translates into behavior depends on the strength of the situation (clarity, consistency, constraints, consequences)

Trait activation theory: some situations, events, or interventions can “activate” a trait more than others

Diversity: Compositional differences among people in a work unit

Inclusion: degree to which individuals can bring the aspects of themselves that make them unique while also being treated as insiders

Excessive homogeneous: work well together, don’t have best mix of talent, effective in short run,  tend to use “similar to us” bias

Excessive heterogeneous: rich talent, ineffective in short run

Similarity-attraction phenomenon: tendency to be more attracted to individuals who are similar to us

Surface-level diversity: traits that are highly visible to us and those around us, such a s race, gender, and age

Deep-level diversity: diversity in values, beliefs, and attitudes

Faultline: attribute along which a group is split into subgroups. Driven by surface or deep level diversity. Limits knowledge sharing, conflicts, tensions

Stereotypes: generalizations about a particular group of people, leads to discrimination

Unconscious/implicit biases: stereotypes about specific groups that are held outside of conscious awareness

Glass ceiling: some qualified employees are prevented from advancing to higher level positions due to factors such as discrimination (women/minorities)

Glass cliff: Tendency of women and minority members to be promoted to leadership positions in poor performing, struggling firms (higher risk of failure)

Sexual harassment: unwanted sexual advances, requests for sexual favors, and other verbal and physical conduct that is sexual in nature

I-deals: negotiated arrangements between employees and managers that benefit the employee and the organization

Affirmative action: policies designed to recruit, promote, train, and retain employees belonging to a protected class

Culture: the values, beliefs, and customs that exist in a society

Values: the things that have meaning to us, relatively stable, help guide decisions, influence goals and motivation, influence leader effectiveness

Schwartz Value Theory: power, achievement, hedonism (gratification for oneself), stimulation, self-direction, universalism, benevolence, tradition, conformity, security 

Instrumental values: standards of behavior by which we achieve desired ends (courage, honesty, etc) “how”

Terminal values: end state or goals we want to achieve (happy family, career success) “what”

Ethical/moral: what is right and proper

Nonethical: what we desire/find important (status, fame, pleasure)

Ill-concieved goals: setting goals and incentives to promote a desired behavior, but encourages a negative one instead

Motivated blindness: overlooking unethical behavior of others when it’s in our interest to remain ignorant

Indirect blindness: holding other less accountable for unethical behavior when it’s carried out through a third party

The slippery slope: being less able to see others’ unethical behavior when it develops gradually

Overvaluing outcomes: giving a pass to unethical behavior if the outcome is good

Expatriate: someone who is temporarily assigned to a position in a foreign country

Global mindset: a person’s openness to learning about other cultures and communicating effectively in different cultural contexts

Ethnocentrism: the belief that one’s own culture is superior to other cultures one comes across

Motivation: the processes that account for an individual’s intensity, direction, and persistence of effort towards attaining a goal

Hierarchy of needs; Abraham Maslow’s theory

1. Physiological (bodily needs)

2. Safety-security (security, protection from harm)

3. Social belongingness (acceptance)

4. Esteem (self-respect, autonomy, status, recognition)

5. Self Actualization: drive to fulfill potential

Two factor theory: relates intrinsic factors to job satisfaction and extrinsic factors with dissatisfaction

Hygiene factors: factors (policy, administration, supervision, salary) placate workers when adequate

McClelland’s theory of needs: achievement (nAch), power (nPow), and affiliation (nAff) help explain motivation

Self-determination theory: concerned with beneficial effects of intrinsic motivation and harmful effects of extrinsic motivation (people like more control over their actions than obligations)

Cognitive evaluation theory: version of self-determination theory that holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease overall motivation if rewards are interpreted as controlling (paid for work – feels like you have to do it, not that you want to do it)

Self-concordance: the degree to which people’s reasons for pursuing goals are consistent with their interests and core values

Goal-setting theory: specific and difficult goals, with feedback, lead to higher performance

Promotion focus: self-regulation strategy that involves striving for goals through advancement and accomplishment

Prevention focus: self regulation strategy that involves striving for goals by fulfilling duties and obligations

Management by objectives (MBO): Program that encompasses specific goals, set, for an explicit time period, with feedback on goal progress

Self-efficacy theory: An individual’s belief that he or she is capable of performing a task

Reinforcement theory: behavior is a function of its consequences

Behaviorism: argues that behavior follows stimuli in a relatively unthinking manner

Social-learning theory: the view that we can learn through both observation and direct experience

Equity theory: individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities

Organizational justice: what is fair in the workplace, a personal evaluation about the ethical and moral standing of managerial conduct

Distributive justice: perceived fairness of the amount and allocation of rewards among individuals; employee judgments about the appropriateness of the resource allocation decision and the end result of the decision (did you get your fair share? did the most qualified person get promoted?)

Procedural justice: perceived fairness of process used to determine outcome; employee judgments about the appropriateness of how decisions are made and implemented (consistency, bias-free, neutrality, representative, accurate, ethical)

Interactional/interpersonal justice: perceived degree to which one is treated with dignity and respect; Informational: Is one truthful and does one provide adequate explanations?; Interpersonal: Does one treat another with dignity and respect?

Informational justice: degree to which employees are provided truthful explanations for decisions

Expectancy theory: strength of a tendency to act in a certain way depends on expectation strength that the act will be followed by given outcome and attractiveness

Job engagement: investment of employee’s physical, cognitive, and emotional energies into job performance

Motivation: the processes that account for an

individual’s intensity, direction, and persistence of effort towards attaining a goal (Situational factors, Process factors, Individual differences)

Content theories: focused on “what” motivates individuals. Concerned with individual’s needs and goals (Maslow’s Need Hierarchy Theory, McGregor’s Theory X and Theory Y, Alderfer’s ERG Theory, McClelland’s Needs Theory, Herzberg’s Motivation-Hygiene Theory

Process theories: focused on the process of “how” motivation occurs (Goal Setting Theory and Self-Efficacy Theory, Vroom’s Expectancy Theory, Adam’s Equity Theory)

Maslow: Physiological – food, air, water, Safety – from physical or psychological harm, Love – be loved and to love; affection and belonging, Esteem – reputation, prestige, and recognition; self-confidence and strength, Self-Actualization – self-fulfillment; be the best that you can be

McGregor: Theory X – pessimistic and negative view of employees; Theory Y – positive view of employees

Alderfer ERG: Existence (E) – psychological and materialistic well-being, Relatedness (R) – meaningful relationships with others, Growth (G) – grow as a human being and use one’s abilities to their fullest potential; more than one need can occur at the same time

McCelland: need for achievement, affiliation, and power

Motivators: job characteristics associated with job satisfaction – job related

Hygiene Factors: job characteristics associated with job dissatisfaction –working environment related

Herzbergs: Satisfaction is not the opposite of dissatisfaction. The opposite of job satisfaction is no job satisfaction. The Opposite of job dissatisfaction is no job dissatisfaction. Satisfaction occurs through motivators, dissatisfaction occurs through hygiene factors.

Goal setting: Factors that energize employees and direct their thoughts and behaviors toward a particular end

Management By Objectives (MBO): collaboratively set goals that are tangible, verifiable, and measurable

Self-efficacy: an individual’s belief the he or she is capable of performing a task. Complements Goal-Setting Theory

Expectancy theory: Motivation depends on individuals’ expectations about their ability to perform tasks, receive desired rewards, and meet personal goal (individual effort → individual performance → organizational rewards → personal goals) – effort leads to performance (expectancy), performance leads to rewards (instrumentality), rewards satisfy personal goals (valence)

Equity theory: Employees compare their job inputs (effort, skills, experiences, education, competence) and outcomes (salary, bonus, recognition, promotions) to others to assess fairness

Job Design: changing the content or process of a specific job to increase job satisfaction and performance

Job Enlargement: more variety, but similar level tasks - horizontal, increasing breadth of tasks

Job Rotation: move employees from one job to another to give more variety

Job Enrichment: modifying a job so an employee gains more experience, recognition, stimulation, and responsibility – vertical increase

Job Characteristics: five job characteristics foster three critical psychological states so that employees are intrinsically (internally) motivated

Extrinsic Rewards: external, tangible forms of recognition. Examples: pay, promotions, bonuses, praise

Intrinsic Rewards: internal, non-quantifiable personal satisfaction. Examples: sense of accomplishment, pride.

Notes

• Teams: complementary skills, shared goal, interdependent behaviors and outcomes, stable membership

• Tuckman Theory - forming, storming, norming, performing, adjourning. Independence → dependence/interdependence → return to independence

• Common challenges of virtual teams: communication, trust, productivity

• Types of personality assessments: personality traits (big 5), behavioral patterns (type A/B), mood patterns (positive/negative), self-image (esteem, efficacy, control, stability), motivational tendency (achievement motivation), personality preferences (cognitive/learning style, MBTI)

• Surface-level diverse teams are perceived to be more positive and accepting of others, engaged in greater expression of diverse opinions, and more engaged in the task.

• Too little diversity can lead to tokenism

• Moderate levels of diversity can lead to fault lines

• Too much diversity can lead to coordination and communication challenges

• Successful leaders act in ways that are consistent with their values

• Moral values guide ethics which guide decisions which guide behaviors.

• Moral values are built through religious background and family upbringing

• Organization and group norms, organizational culture, leader behaviors, work attitudes, and stressors influence the way we make decisions and therefore behave

• Managers tend to emphasize distributive justice, employees are most concerned with procedural and interactional justice

• Employees will often accept a great range of outcomes (e.g., a lower raise or bonus) if they believe that the procedures and treatment associated with them are fair.