Exam 2 Flashcards
(120 cards)
1
Q
Financial Rewards
A
fundamental part of employment relationship
2
Q
pay has multiple meanings to different people:
A
- symbol of success
- reinforce/motivator
- reflection of performance
- reduce anxiety
3
Q
how is the value of money assumed
A
cultural values influence the meaning and value of money based on the individual
4
Q
types of rewards in the workplace
A
- membership/seniority
- job status
- competencies
- performance-based
5
Q
membership/seniority based rewards
A
- fixed wages, seniority increases
- most common
- advantages: guaranteed wages may attract job applicants, reduce turnover
- disadvantages: doesn’t motivate job performance (based on seniority), discourages poor performers from leaving, may act as golden handcuffs - ties people to the job
Ex: teacher who gets 10 year doesn’t try anymore
6
Q
job status based rewards
A
includes job evaluation and status perks
- advantages: maintain pay equity, motivates competition for promotions
- disadvantages: employees exaggerated duties, hoard resources, reinforce status hierarchy, inconsistent with workplace flexibility
Ex: VP and higher get special lunches at the cafeteria - make all other employees feel under appreciated so they left
7
Q
competency based rewards
A
pay increases with competencies acquired and demonstrated
skill-based pay
- advantages: more flexible work force, better quality, consistent with employability
- disadvantages: potentially subjective, higher training costs
8
Q
performance based rewards
A
different levels of rewards
- organizational - profit sharing, share ownership, stock options, gainsharing, balanced scorecard
- team - bonuses, gainsharing
- individual - bonuses, commissions, piece rate
9
Q
positive effects of organizational rewards
A
- creates an “ownership culture”
- adjusts pay with firm’s prosperity
- scorecards align rewards with several specific organizational outcomes
10
Q
concerns with performance pay (organizational rewards)
A
- weak connection between individual effort and reward
- reward amounts affected by external factors
11
Q
improving reward effectiveness
A
- link reward to performance
- ensure rewards are relevant
- team rewards for interdependent jobs
- ensure rewards are valued
- watch out for unintended consequences
** everyone values things differently
12
Q
job design
A
- assigning tasts to a job - including interdependency of tasks with other jobs
- organization’s goal - create jobs that can be performed efficiently yet employees are motivated and engaged
13
Q
job specialization
A
dividing work into separate jobs that include a subset of the tasks required to complete the product or service
14
Q
evaluating job specialization - advantages
A
=less time changing activities
- lower training costs
- job mastered quickly
- better person-job matching
15
Q
evaluating job specialization - disadvantages
A
- job boredom
- discontentment pay
- higher costs
- lower quality
- lower motivation
16
Q
Job characteristics model
A
core job characteristics
- skill variety, task identity, task significance, autonomy, feedback from job
—>
critical psychological states
- meaningfulness, responsibility, knowledge of results, individual differences
—->
outcomes
- work motivation, growth satisfaction, general satisfaction, work effectiveness
17
Q
job rotation
A
moving from one job to another
- benefits: minimize repetitive strain injury, multi skills in the workforce, potentially reduces job boredom
18
Q
job enlargement
A
adding asks to an existing job
Ex: video journalist added to traditional news team
19
Q
job enrichment
A
given more responsibility for scheduling, coordinating, and planning one’s own work
1. Clustering tasks into natural groups - stitching the highly interdependent tasks into one job
ex: video journalist assembling the entire product
2. Establishing client relationships
directly responsible for specific clients
communicate directly with those clients
20
Q
Dimensions of empowerment
A
- self-determination = employees feel that they have freedom and discretion
- meaning - employees believe their work is important
- competence - employees have feelings of self-efficacy (belief that they can successfully complete a task)
- impact - employees feel that their actions influence success
21
Q
supporting employee empowerment to ensure success
A
individual factors - possess required competencies, able to preform the work
job design factors - autonomy, task identity, task significance, job feedback
organizational factors - resources, learning orientation, trust
22
Q
decision making
A
conscious process of making choices among one or more alternative with the intention of moving toward some desired state of affairs
- not a factual/logical process
- emotion = unconscious = where risk comes into play
23
Q
rational choice decision process
A
- identify problem/opportunity (symptom v. problem)
- choose decision process (ex. nonprogrammer)
- Develop/identify alternatives (search, then develop)
- Choose best alternative (subject expected utility)
- Implement choice
- Evaluate choice
24
Q
Problem identification process
A
problems and opportunities are not announced or pre-defined
- use logical analysis and non conscious emotional reaction during perceptual process
problem: emotional reaction piece
25
Problem identification challenges
1. stakeholder framing - vested interest in an outcome - taints view/identification of problem
Ex. NASA -didn't want failure framed it to skirt the issue
2. Perceptual defense - block out bad news
Ex. didn't allow for test to prove damage or listen to engineers
3. Mental models - auto-fill in blank info - "nothing we can do"
4. Decisive leadership makes decisions too quickly - too much pressure for quick decisions
5. solution-focused problems - defining problem to support your favorite solution - create problems so they can implement their solution - increase their own self-concept
26
identifying problems effectively
1. Be aware of perceptual and diagnostic limitations
2. Fight against pressure to look decisive
3. Avoid complacency
4. Discussing the situation with colleagues, see different perspectives
managing perception errors through employee involvement
27
making choices: rational vs. OB views
rational choice paradigm assumptions
- goals are clear, compatible, and agreed upon
- people are able to calculate all alternatives and their outcomes
- people evaluate all alternatives simultaneously
observations from OB
- goals are ambiguous, conflicting, and lack agreement
- people have limited information processing abilities
- people evaluate alternatives sequentially
28
paralyzed by choice
- when decision makers are presented with more options, they are less likely to make any decision at all
- occurs even when there are clear benefits of selecting any alternative
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emotions and making choices
1. emotions form preferences before we consciously evaluate those choices
2. moods and emtions influence how well we follow the decision process
3. we "listen in" on our emotions and use that information to make choices
4. emotions effect all stages of the decision process
30
intuitive decision making
- ability to know when a problem or opportunity exists and select the best course of action without conscious reasoning
- intuition as emotional experience - gut feelings are emotional signals
- intuition as rapid unconscious analysis - uses action scripts - preprogrammed routines such as pick up the phone to answer it when it rings
31
pre programmed decision
routine, repetitive, almost unconscious reaction
Ex: calling a company to have something fixed, first person goes through a series of scripts to fix it - common problems
32
non programmed decision
brand new + complex situation, emotion comes in = risk
Ex: if the preprogrammed scripts don't help you move on to a non-programmed person who helps you
33
post decisional justification
- tendency to inflate quality of the selected option; forget or downplay rejected alternatives
- results from need to maintain a positive self-identity (self concept)
- initially produces excessively optimistic evaluation of decision
34
escalation of commitment
- the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action
- four main causes:
1. self-justification - saving face/impression mgmt
2. prospect theory effect - losing a given amount is more disliked than winning the same amount
3. perceptual blinders - perceptual defense/screen out bad info
4. closing costs - costs of ending a project
35
evaluating decisions more effectively
1. separate decision choosers from evaluators
2. establish a preset level to abandon the project
3. find sources of systematic and clear feedback
4. involve several people in the evaluation process
36
employee involvement defined
degree to which employees influence how their work is organized and carried out
different levels and forms of involvement
37
employee involvement model
potential involvement outcomes:
- better problem identification
- synergy produces more/better solutions
- better at picking the best choice
- higher decision commitment
effected by contingencies of involvement
38
contingencies of involvement
higher employee involvement is better when:
1. decision structure - problem is new and complex - nonprogrammed decision
2. knowledge source - employees have relevant knowledge beyond leader
3. decision commitment - employees would lack commitment unless involved
4. risk of conflict - norms support firms goals, employee agreement likely
everyone has their own implicit favorite --> competing = conflict
39
What are teams?
groups of two or more people
exist to fulfill a purpose
interdependent - interact and influence each other
mutually accountable for achieving common goals
perceive themselves as a social entity
becomes identification process
40
many types of teams
- departmental teams = similar skills (accounting)
- production/service/leadership teams - multiskilled producing common product (iPhone)
- self-directed teams - independ work process (hands-off leader)
- advisory teams - recommendations (consulting)
- task-force (project) teams - multi-skilled temporary
- skunkworks - borrowing people/multi skilled/moved outside of organ
- virtual teams - linked through technology across space, time, location
- communities of practice - shared expertise - medical practices
41
informal groups
-groups that exist primarily for the benefit of their members not the ultimate output
exist because of:
1. innate drive to bond
2. social identity - we define ourselves by group memberships
3. goal accomplishment
4. emotional support
42
advantages and disadvantages of teams
advantages:
- make better decisions, products/services
- better informational sharing
- higher employee motivation/engagement - fulfills drive to bond, closer scrutiny by team members, team members are benchmarks of comparison
disadvantages:
- individuals are better/faster on some tasks
- can limit creativity because of fear of being judge by others (self concept drives this)
- process losses - cost of developing and maintaining teams
- social loafing
43
how to minimize social loafing
make individual performance more visible
- form smaller teams, specialize tasks, measure individual performance
increase employee motivation
- increase job enrichment
- select motivated employees
44
team effectiveness model (managed and controlled through team charters)
organizational and team environment -->
team design - task characteristics, team size, team composition
---> team processes
- team development, norms, cohesiveness, trust
--->
team effectiveness
- accomplish tasks, satisfy member needs, maintain team survival
45
organization/team environment
- reward system
- communications systems
- organizational structure
- organizational leadership
- physical space
46
team's task characteristics
- teams work better when tasks are clear, easy to implement
- learn roles gaster, easier to become cohesive
- ill-defined tasks require members with diverse background and more time to coordinate
- teams preferred with higher task interdependence - extent that employees need to share materials, information, or expertise to perform their jobs
47
Levels of task interdependence
High - reciprocal - between A B C
sequential - A --> B --> C
Low - pooled: resource ---> A, B, C separately
48
team size
smaller teams tend to be better because:
- need less time to coordinate roles and resolve differences, develop more member involvement, thus higher commitment
- but team must be large enough to accomplish task
49
team composition
- effective team members must be willing and able to work on the team
- effective team members possess specific competencies (5 Cs)
50
5 C's of Team Member Competencies
1. Cooperating - share resources, accommodate others
2. Coordinating - algin work with others, keep them on track
3. Communicating - share information freely, effectively, respectfully, listen actively
4. Comforting - show empathy, provide psych comfort, build confidence
5. Conflict resolving - diagnose conflict sources, use best conflict handing style
51
Team composition: diversity
team members have with diverse knowledge, skills, perspectives, values, etc.
Advantages:
- better for creatively solving complex problems, broader knowledge base, better representation of team's constituents
Disadvantages:
- take longer to become a high-performing team, more susceptible to "faultiness", increased risk of dysfunctional conflict, more time
52
Stages of team developement
1 Forming, establishing boundaries
2. storming, compete for Roles, norms
3. norming, establishing roles, team mental models
4. performing, resolve conflicts, coordination
5. adjourning
existing teams might regress back to an earlier stage of development due to conflict
53
team development as membership and competence
two central processes in team development:
1. team membership formation - transition from them to us - team goals over individual goals
- team becomes part of person's social identity
2. team competence development - forming routines with others
- forming shared mental models
- creating mental model/view about what team is about
54
team roles
- set of behaviors that people are expected to perform
- some formally assigned, others informally
- informal role assignment occurs during team development and is related to personal characteristics
55
team building
formal activities intended to improve the team's development and functioning
- clarify team's performance goals
- improve team's problem-solving skills
- improve role definitions
- improve relations
ex: ropes course - creates trust and social identity of the team --> bonds
56
team norms
informal rules that shared expectations team establishes to regulate member behaviors
norms developed through
1. initial team experiences
2. critical events in team's history
3.experience/values members bring to the team
57
preventing/changing dysfunctional team norms
- state desired norms when forming teams
- select members with preferred values
- discuss counter-productive norms
- reward behaviors representing desired norms
- disband teams with dysfunctional norms
58
team cohesion
- degree of attraction people feel toward the team and their motivation to remain members
- both cognitive and emotional processes
- related to the team member's social identity
59
influences on team cohesion
member similarity - attraction effect - feel closer with people who are like you - boosts self concept
- team size - smaller teams tend to be more cohesive
- member interaction - regular interaction increases cohesion, calls for tasks with high interdependence
- somewhat difficult entry - team eliteness increases cohesion, lower cohesion with severe initiation
- team success - successful teams fulfill member needs, success increases social identity with team
- external challenges - challenges increase cohesion when not overwhelming
60
team cohesion outcomes
- motivated to remain members
- willing to share information
- strong interpersonal bonds
- resolve conflict effectively
- better interpersonal relationships
61
trust
positive expectations one person has of another person in situations involving risk
- foundation of team cohesion
- built through team-building activities
62
virtual teams
teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks
- increasingly possible due to - IT, knowledge-based work
increasingly necessary because of
- organizational learning, globalization
63
virtual team success factors
member characteristics
- technology savvy
- self-leadership skills
- emotional intelligence
- flexible use of communication technologies
- opportunities to meet face to face
64
team decision making constraints
time - time to organize/coordinate, production blocking
evaluation apprehension - belief hat others are silently evaluating you
peer pressure to conform - suppressing opinions that oppose team norms
groupthink - tendency in highly cohesive teams to value consensus at the price of decision quality, concept losing favor - consider more specific features
- surrounded by enablers - leader has passionate view - team members afraid to go against it
65
general guidelines for team decisions
- team norms should encourage critical thinking and creativity - thinking outside the box
- sufficient team diversity
- ensure neither leader nor any member dominates
- maintain optimal team size
- introduce effective team structures
66
constructive conflict
- people focus their discussion on the issue while maintaining respectfulness for others having different points of view
- problem: constructive conflict easily slides into personal attacks (relationship conflicts)
67
communication defined
- process by which information is transmitted and understood between two or more people
- effective communication - transmitting intended meaning (not just symbols)
68
importance of communication
1. coordinating work activities
2. organizational learning and decision making
3. employee well-being
69
Communication process model
sender:
form message, encode message, transmit message
reciever
receive encoded message, decode message, form feedback, encode feedback, transmit message
sender
receive feedback, decode feedback
70
improving communication coding/decoding
1. both parties have motivation and ability to communication through the channel
2. both parties carry the same "codebook"/norms come into play here
3. both parties share similar mental models of the communication context
4. sender is experienced at communication the message topic
71
how e-mail has altered communication
- now preferred medium for coordinating work
- tends to increase communication volume
- significantly alters communication flow
- reduces some selective attention biases
72
Problems with e-mail
- communicates emotions poorly
- reduces politeness and respect
- inefficient for ambiguous, complex, novel situations
- increases information overload
73
nonverbal communication
- actions, facial gestures, etc.
- influences meaning of verbal symbols
- less rule bound than verbal communication
- important part of emotional labor
- most is automatic and unconscious
74
emotional contagion
- the automatic process of sharing another person's emotions by mimicking their facial expressions and other nonverbal behavior
3 purposes:
1. provides continuous feedback to speaker
2. increases emotional understanding of the other person's experience
3. communicates a collective sentiment - sharing the experience
75
choosing the best communication channel: media richness
```
the channel's data-carrying capacity needs to be aligned with the communication activity
High richness when channel:
1. conveys multiple cues
2. allows timely feedback
3. allows customized message
4. permits complex symbols
```
use rich communication media when the situation is non-routine and ambiguous
76
hierarchy of media richness
```
face-to-face
video conference
telephone
instant messaging
e-mail
web blogs
newsletters
financial statements
```
77
persuasive communication
- changing another person's beliefs and attitudes
- spoken communication is more persuasive because:
1. accompanied by nonverbal communication, adding emotional punch to the message
2. has high quality immediate feedback whether message is understood and accepted
3. has high social presence, so receiver is more sensitive to message content and more motivated to accept the message
78
Communication barriers
perceptions
filtering
language - jargon, ambiguity
information overload
79
cross-cultural communication
verbal differences - language, voice intonation, silence/conversation overlaps
nonverbal differences - interpreting nonverbal meaning, importance of verbal vs. nonverbal
80
getting your message across
1. empathize
2. repeat the message
3. use timing effectively
4. be descriptive
81
active listening process and strategies
sensing - postpone evaluation, avoid interruptions, maintain interest
-->
evaluating - empathize, organize information
--->
responding - show interest, clarify the message
--->
sensing, etc.
82
meaning of power
capacity of a person, team, or organization to influence others
- potential, not actual use
- people have power they don't use - may not know they possess
- perception
83
power and dependence
countervailing power situation - boss needs you to do work, you need to do work to maintain job - influence is a 2 way street
84
model of power in organizations
sources of power --> power over others
| contingencies of power influence it too
85
5 sources of power
```
legitimate
reward
coercive
expert
referent
```
86
legitimate power
- agreement that people in certain roles can request certain behaviors of others
- based on job descriptions and mutual agreement
- legitimate power range (zone of indifference) varies across national and org cultures
87
reward power
- ability to control the allocation of rewards valued by others and not to remove negative sanctions
- operates upward as well as downward
88
Coercive power
- ability to apply punishment
- exists upwards and downwards
- Ex: peer pressure
89
expert power
- capacity to influence others by possessing knowledge of skills that they value
- more employee expert power over companies in knowledge economy
90
referent power
- occurs when others identify with, like, or otherwise respect the person
- charismatic leaders/connectors
91
Ranking of the types of power
```
referent
legitimate
expert
reward
coercive
```
92
contingencies of power
sources of power --> power over others (contingencies influence)
subsituability
centrality
discretion
visibility
93
increasing nonsubstituatability
- few/no alternatives to the resource
- increase nonsubstituability by controlling the resources
- exclusive right to perform medical procedures
- control over skilled labor
- exclusive knowledge to repair equipment
- differentiate resource from others
94
centrality
degree and nature of interdependence between powerholder and others
centrality is a function of:
1. how many others are effected by you
2 how quickly others are affected by you
95
discretion and visibility
discretion - freedom to exercise judgement, rules limit discretion, limit power, also a perception - acting as if you have discretion
visibility - symbols communicate your power source(s) - educational diplomas, clothing, etc.
- salience - location = others more aware of your presence
96
social networking and power
cultivating social relationships with others to accomplish one's goals
increase power through
- social capital
- referent power
- visibility and centrality contingencies
97
influencing others
influence - any behavior that attempts to alter someone's attitudes or behavior
- applies one or more power bases
- process through which people achieve organizational objectives
- operates up, down, and across the organizational hierarchy
98
types of influence - silent authority
following requests without overt influence, based on legitimate power, role modeling, common in high power distance cultures
99
types of influence - assertiveness
actively applying legitimate and coercive power "vocal authority"
reminding, confronting, checking, threatening
100
types of influence - information control
manipulating others' access to information, withholding, filtering, re-arranging information
101
types of influence - coalition formation
- group forms to gain more power than individuals alone
1. pools resources/power
2. legitimizes the issue
3. power through social identity
102
types of influence - upward appeal
appealing to higher authority, includes appealing to firm's goals, alliance or perceived alliance with higher status person
103
types of influence - persuasion
logic, facts, emotional appeals, depends on persuader, message content, message medium, audience
104
types of influence - ingratiation/ impression mgmt
increase liking by or perceived similarity to the target person
105
types of influence - exchange
promising or reminding of past benefits in exchange for compliance, includes negotiation and networking
106
consequences of influence tactics
hard influence tactics
- silent authority
- upward appeal
- coalition formation
- information control
- assertiveness
soft influence tactics
- persuasion
- ingratiation and impression mgmt
- exchange
resistance compliance, commitment influence all
107
contingencies of influence tactics
- soft tactics generally more acceptable than hard tactics
- appropriate influence tactic depends on
1. influencer's power base
2. organizational position
3. cultural values and expectations
108
conflict defined
process in which one party perceives that its interests are being opposed or negatively affect by another party
109
is conflict good or bad? emerging view
two types of conflict
- constructive conflict - conflict is aimed at issues, not parties (factual) - aimed at ideas
- relationship conflict - conflict is aimed at undermining the other party (based on emotions) - slides into personal attack
goal: encourage constructive conflict, minimize relationship conflict
problem: difficult to separate constructive from relationship conflict - drive to defend activated when ideas are critiqued
110
minimizing relationship conflict
3 conditions that minimize relationship conflict while engaging in constructive conflict
1. emotional intelligence
2. cohesive team
3. supportive team norms
111
structural sources of conflict
1. incompatible goals - one party's goals perceived to interfere with other's goals
2. differentiation - different values/beliefs, explains cross-cultural and generational conflict
3. task interdependence - conflict increases with interdependence, parties more likely to interfere with each other
4. scarce resources - motivates competition for the resource
5. ambiguous rules - creates uncertainty, threatens goals, without rules, people rely on politics
6. communication problems - increases stereotyping, reduces motivation to communicate, escalates conflict when arrogant
112
interpersonal conflict handing styles
win-win orientation
- believe parties will find a mutually beneficial solution
win-lose orientation
- belief that the more one party receives, the less the other receives
113
five conflict handling styles
forcing - high assertive, low cooperative
problem solving - high assertiveness and cooperativeness
compromising - middle of both
avoiding - low both
avoiding - high cooperativeness low assertiveness
114
conflict handling contingencies - problem solving
```
win-win
best when:
- interests are not perfectly opposing
- parties have trust/openness
- issues are complex
problem: other party take advantage of information
```
115
conflict handling contingencies - forcing
win-lose
best when:
- you have a deep conviction about your position
- quick resolution required
- other party would take advantage of cooperation
Problems: relationship conflict, long-term relations
116
conflict handling contingencies - avoiding
```
win-lose
best when:
- relationship conflict is high
- conflict resolution cost is higher than benefits
Problems: doesn't resolve conflict
```
117
conflict handling contingencies - yielding
win-lose
best when:
- other party has much more power
-issue is much less important to you than other party
- value/logic of your position is imperfect
Problem: increases other party's expectations
118
conflict handling contingencies - compromising
```
win-win
best when:
- parties have equal power
- quick solution is required
- parties lack trust/openness
Problem: sub-optimal solution where mutual gains are possible
```
119
resolving conflict through negotiation
negotiation - attempting to resolve divergent goals by redefining terms of interdependence
wich conflict handling style is best in negotiation?
- begin cautiously with problem-solving style
- shift to a win- lose style when mutual gains situation isn't apparent, other part won't reciprocate into sharing
120
bargaining zone model
area of potential agreement - small
| negotiation and compromise goes much faster
see chart from chapter notes
