mgt 220 organizational behavior

7/28/2019 MGT 220 Organizational Behavior

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Mgt 220 Organizational Behavior 6.9.12 recent changes in management, required to do more than to sell corporations are considered capitalism, have a bad name not just about productivity and results as predominant as religion and family at the base - human beings, observing these individuals, the most important resource past 30 years- very excited at first with increased productivity however leads to pollution, global warming, dissatisfaction new mandate - appear to be an entity that is good for the community cannot be concerned with just productivity visibility, access, visible to the public, must now be equally concerned with image Ben and Jerry - mission statements, community services REALITY OF BUSINESS- must be concerned with IMAGE what makes a good manager?

CH.1 What is Organizational Behavior? Interpersonal skills managers get other people to get things done for them Mintzberg's Managerial Roles Interpersonal- Figurehead, Leader, Liaison Informational- Monitor, Disseminator, Spokesperson Decisional- Entrepreneur, Disturbance handler, Resource allocator, Negotiator Management skills Technical Skills-apply specialized knowledge or expertise Human skills Conceptual Skills "OB" organizational Behavior Multi disciplinary Psychology- science that seeks to measure, explain, and sometimes change the behavior of

humans and other animals " little things mean a lot" Social Psychology- blends the concepts of psychology and sociology "how is it going to effect

the entire production Anthropology- the study of societies to learn about human beings and their activities Sociology- study the social system in which individuals fill their roles; that is, sociology studies

people in relation to their fellow human beings "There are no absolutes, it is not a science" 2008 - recession in the United States, effects the entire world. outsourcing, layoffs- w/o layoff policies, who gets cut? Responding to Globalization Increased foreign assignments working with people from different cultures Seamless, delocalization of resources Offshoring/ Outsourcing - the price of labor is too high in local community Supply Chaining? CSM customer service management The people on the front line with the customers, the customer is the profit, the turnover PG 53, Ritz-Carlton Points of encounter- how to make employees WANT to do well for the company Innovation and change- meeting every expanding needs of consumers "Temporariness" - Temporary world, employees and consumers ever changing with needs and

demands


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Networked Organizations- based on the fact that we are no longer working out of offices, often athome, conflict with work and home life clashing. disconnected from the individuals that you workwith

Work-life conflict- creation of the global workforce means work no longer sleeps The lifestyles of families have changed - creating conflict, marriage, etc... Working more, less leisure leading to stress Create positive working space Improving Ethical Behavior Three levels of Analysis Inputs- the variables like personality, group structure, and organizational culture that lead to

processes - Group structure, roles, and team responsibilities are typically assigned immediatelybefore or after a group is formed

Processes- If inputs are like the nouns in organizational behavior, processes are like verbs Outcomes - the key variables that you want to explain or predict, and that are affected by some

other variables Variables of Interest Attitudes and Stress- evaluation employees make, ranging from positive to negative, about

objects, people, or events -Stress is an unpleasant psychological process that occurs inresponse to environmental pressures

Task Performance- The combination of effectiveness and efficiency at doing you core job tasksis a reflection of your level of task performance

Citizenship behavior- discretionary behavior that is not part of an employes formal jobrequirements, and that contributes to the psychological and social environment of the workplace,is called citizenship behavior

Withdrawal Behavior- the set of actions that employees take to separate themselves from theorganization

Group Cohesion- the extent to which members of a group support and validate one another atwork

Group functioning- refers to the quantity and quality of a group's work output Productivity - an organization is productive if it achieves its goals by transforming inputs into

outputs at the lowest cost. This requires both effectiveness and efficiency Survival - The final outcome we will consider is organizational survival, which is simply evidence

that the organization is able to exist and grow over the long term. The Individual, The Group, The Organization Workforce equity and diversity diversity is wealth,Wanting diversity Pg. 49

CH. 2 Diversity in Organizations Deep-level diversity- Differences in values, personality, and work preferences that become

progressively more important for determining similarity as people get to know one another better Surface-level diversity- Differences in easily perceived characteristics, such as gender, race,

ethnicity, age, or disability, that do not necessarily reflect the way s people think or feel but thatmay activate certain stereotypes

discrimination - to note a difference between things in within it self is not bad, inferior superior,takes many forms.

*sexual harassment *exclusion *Intimidation *Incivility *age *Sex * Race and Ethnicity *Disability*Religion * sexual orientation

age, preference to younger employees b/c you can pay them less white collar, less absences, blue collar, increased absences


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inherit inequality between men and women, women are disadvantaged inherently, more sickleaves, maternal leaves generally held beliefs. men are stronger physically, more authoritarian,women are more emotional, empathetic, majority of men in top positions

progressive countries Handicapped- a part of the company, clientele, etc. religion, unifying everyone, not to segregate or to separate those in school and in the work place

disengage the diversity on the surface level secular- being absent of any belief Diversity- How to promote and motivate no longer just HR, HR and diversity management Talk about the clients, marketing, sales, outsourcing done by minority companies Ability- An individual's capacity to perform the various tasks in a job Intellectual abilities- The capacity to do mental activities- thinking, reasoning, and problem

solving General mental ability (GMA)- An overall factor of intelligence, as suggested by the positive

correlations among specific intellectual ability dimensions Physical abilities- The capacity to do tasks that demand stamina, dexterity, strength, and

similar characteristics Diversity Management- The process and programs by which managers make everyone more

aware of and sensitive to the needs and differences of others. Intellectual abilities and physical abilities Video- Diversity, Verizon

13.9.12 Ch. 3 Attitudes Three components of an attitude- Evaluative statements or judgments concerning objects,

people, or events Affective- The emotional or feeling segment of an attitude, personal opinions Cognitive- The opinion or belief segment of an attitude, the act of knowing something Behavioral- An intention to behave in a certain way toward someone or something, behavior is

ACTING Relationship between attitudes and behavior The attitudes people hold determine what they do Festinger -Cognitive Dissonance- incompatibility an individual might perceive between two

or more attitudes or between behavior and attitudes. An inconsistency between what you feeland what you do.

'people seek consistency among their attitudes and between their attitudes and their behavior' advertisement people - exploits peoples insecurities and uses them to advertise them to the

individuals, no personal interest Job Satisfaction, Job involvement- how can companies make their employees feel more a part of the company,

3M example 'dibble dabble' time- created the post-it providing psychological empowerment, youare thus creating value for the company, losing the feeling of anonymousness

logical empowerment Organizational Commitment Identifying with a particular organization and its goals, while

wishing to maintain membership in the organization, E.g. Ben and Jerry's- bought out by unilever'the joy gang' rewards for organizational improvements, 'manufacturing appreciation day' 'holidayrewards'

- Three dimensions- Affective- emotional attachment to organization Continuance Commitment- economic value of staying Normative - moral or ethical obligations


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Perceived Organization support (POS)- Degree to which employees believe the organizationvalues their contribution and cares about their well-being. ^ when rewards are fair, employeesare involved in decision making, and supervisors are seen as supportive, High POS is related tohigher OCBs and performance

employee appreciation - not just health packages, bonuses Employee Engagement- The degree of involvement with, satisfaction with, and enthusiasm for

the job, Engaged employees are passionate about their work and company Measuring job satisfaction- ( graphs pages 113 - 115) pay influences job satisfaction only to a

point - after $40,000 per year (US) , there is no relationship between amount of pay and jobsatisfaction, money may bring happiness, but not necessarily job satisfaction, once you havebeen able to afford the essentials, you are no longer buying happiness

American Apparel - Legalize LA- all articles of clothing made in LA by immigrants OCB ( Organizational Citizenship Behavior ) Job satisfaction and customer satisfaction - Zappos pg 108- Do employers owe workers more satisfying Jobs?

Ch. 4 Emotional Intelligence Why were Emotions Ignored in OB? The "Myth of Rationality" Emotions were seen as irrational Managers worked to make emotion-free environments View of Emotionality

Emotions were believed to be disruptive Emotions interfered with productivity Only negative emotions were observed Now we know emotions can't be separated from the workplace Differentiate emotions from moods, list the basic emotions and Moods Affect, Emotions, Moods Identify the sources emotions and moods Weather - illusory correlation - no effect Stress - Even low levels of constant stress can worsen moods Social Activities - Physical, informal, and dining activities increase positive moods Sleep - Poor sleep quality increases negative Exercise - Does somewhat improve mood, especially for depressed people Age - older folks experience fewer negative emotions Sex - Women tend to be more emotionally expressive, feel emotions more intensely, have

longer-lasting moods, and express emotions more frequently than do men, Due more tosocialization than to biology

Show the impact Emotional labor has on employees Emotional Labor- an employee's expression of organizationally desired emotions during

interpersonal transactions at work. Emotional Dissonance: Employees have to project one emotion while simultaneously feeling another

Constructive Destructive

Active VOICE - actively andconstructively attempting toimprove conditions

EXIT - directs behavior towardleaving the company

Passive LOYALTY- passively butoptimistically waiting for conditions

to improve,

NEGLECT- passively allowsconditions to worsen- absenteeism

or lateness, reduced effort, ^ error


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Can be very damaging and lead to burnout Types of Emotions: Felt: the individual's actual emotions Displayed: required or appropriate emotions Surface acting: displaying appropriately but not feeling those emotions internally Deep Acting: changing internal feelings to match display rules - very stressful Emotional Intelligence is a person's ability to: Be self-aware recognizing own emotions when experienced Detect emotions in others Manage emotional cues and information Emotion Regulation is to identify and modify the emotions you feel Apply concepts about emotions and moods to specific OB Issue Selection- EI should be a hiring factor, especially for social jobs Decision Making - Positive emotions can lead to better decisions Creativity - Positive mood increases flexibility, openness, and creativity Motivation- Positive mood affects expectations of success; feedback amplifies this effect. Leadership - Emotions are important to acceptance of messages from organizational leaders Negotiation- emotions, skillfully displayed, can affect negotiations Customer Service - Emotions affect service quality delivered to customers which affects

customer relationship. Emotional Contagion: "catching" emotions Job Attitudes - can carry over to home, but dissipate overnight Deviant workplace behaviors -Negative emotions lead to employee deviance (actions that

violate norms and threaten the organization) Safety and injury at work- Don't do dangerous work when in a bad mood Manager's influence - Leaders who are in a good mood, use humor, and praise employees

increase positive moods20/9/12 Ch. 5 Personality and Values

1)Define personality, describe how it is measure, and explain the factors that determine anindividual's personality. Personality- sum total of ways in which an individual reacts to and interacts with other. "the

dynamic organization within the individual of those psychophysical systems that determine hisunique adjustments to his environment." -Gordon Allport ~70 years ago

Heredity- refers to factors determine at conception. Physical stature, facial attractiveness,gender, temperament, muscle composition and reflexes, energy level, and biological rhythms aregenerally considered to be eithercompletely or substantially influencedby who your parents are- that is, bytheir biological, physiological, andinherent psychological makeup

personality traits- when someoneexhibits the characteristics in a largenumber of situations ( shy, aggressive,submissive, lazy, ambitious, loyal, andtimid)

2)Describe the Myers-Briggs TypeIndicator personality framework andassess its strengths and weaknesses 100 questions personality test that asks

people how they usually feel or act inparticular situations.


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20-30 questions per test Dichotomies- 16 possible type combinations Extraversion (E) (I) Introversion Sensing (S) (N) Intuition Thinking (T) (F) Feeling Judging (J) (P) Perception offers logical model of consistent human behavior Offers workers an idea of what kind of jobs will be a good fir for themselves 3)Identify the key traits in the BiG Five personality model A personality assessment model that taps five basic dimensions Extraversion- comfort level with relationships. gregarious, assertive, and sociable agreeableness- individual's propensity to defer to others Conscientiousness- measure of reliability- responsible, organized, dependable, and persistent Emotional stability- (counter part- neuroticism) -person's ability to withstand stress Openness to experience- addresses range of interest and fascination with novelty4)Demonstrate how the Big Five traits predict behavior at work Openness to experience are more creative in science and art that those who score low Conscientiousness is most consistently related to job performance, greater effort & persistence,

more drive and discipline Emotional Stability- most strongly related to life satisfaction, job satisfaction, and low stress

levels. Extroversion- is a relatively strong predictor of leadership emergence in groups; extraverts are

more socially dominant "take charge sorts of people Agreeableness- only slightly happier than those who are not, better like, more compliant and

conforming 5) identify other personality traits relevant to OB Besides the Big Five, what other personality traits are relevant to OB? Core self-evaluation- people like themselves and see themselves as effective, capable, and in

control of their environment. related to job satisfaction Machiavellianism- pragmatic, maintains emotional distance, and believes ends can justify

means. Narcissism- describes a person who has a grandiose sense of self-importance, requires

excessive admiration, has a sense of entitlement, and is arrogant. Self-Monitoring- refers to an individual's ability to adjust his or her behavior to external,

situational factors. Risk-taking- the willingness to take risks Proactive Personality- identify opportunities, show initiative, take action, and persevere until

meaningful change occurs, compared to others who passively react to situations Other-Orientation- some people just naturally seem to think about other people a lot, being

concerned about their well-being and feelings. 6) Define Values, demonstrate the importance of values, and contrast terminal and instrumental

values Values- represent basic convictions that "a specific mode of conduct or end-state of existence is

personally or socially preferable to an opposite or converse mode of conduct or end-state ofexistence."

Value system- When we rank an individual's values in terms of their intensity, we obtain theirvalue system, we all have a hierarchy of values that forms our value system.

We find it in the relative importance we assign to values such as freedom, pleasure, self-respect,honesty, obedience, and equality

Terminal values- refers to desirable end-states. These are the goals a person would like toachieve during his or her lifetime.


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Instrumental values- refers to preferable modes of behavior, or means of achieving the terminalvalues

7) Compare generational differences in values and identify the dominant values in today'sworkforce

Researchers have integrated several recent analyses of work values into four groups thatattempt to capture the unique values of different cohorts or generations in the U.S. workforce.

1. we make no assumption that the framework applies across all cultures 2. despite a steady stream of press coverage, there is very little rigorous research on

generational values, so we have to rely on an intuitive framework 3. These are Imprecise categories. There is no law that someone born in 1985 can't have values

similar to those of someone born in 1955.27/9/12- Ch. 6 Perception

Perception- process by which individuals organize and interpret their sensory impressions inorder to give meaning to their environment

Attribution Theory- suggest that when we observe and individual's behavior, we attempt todetermine whether it was internally externally caused

*Determination depends on three factors Distinctiveness- refers to whether an individual displays different behaviors in different

situations Consensus- If everyone who faces a similar situation responds in the same way, Consistency- what observer's look for in a person's actions

Fundamental Attribution Error- We have a tendency to underestimate the influence of externalfactors and overestimate the influence of internal or personal factors

Self-serving Bias- Individuals attribute their own successes to internal factors and put the blamefor failures on external factors.

Selective Perception- The tendency to selectively interpret what one sees on the basis of one's interests,

background, experience, and attitudes Any characteristic that makes a person, object, or event stand out will increase the probability

that it will be perceived sine we can't observe everything going on about us, we engage in selective perception A classic: Dearborn and Simon

Halo Effect Occurs when we draw a general impression on the basis of a single characteristic The reality of the halo effect was confirmed in a classic study

Stereotyping Judging someone on the basis of our perception of the group to which he or she belongs. This is a means of simplifying a complex world, and it permits us to maintain consistency From a perceptual standpoint, if people expect to see these stereotypes, that is what they will

perceive Employment Interview

Evidence indicates that interviewers make perceptual judgments that are often inaccurate Agreement among interviewers is often poor

Performance Expectations Evidence demonstrates that people will attempt to validate their perceptions of reality, even

when those perceptions are faulty Self-fulfilling prophecy/Pygmalion effect- A situation in which a person inaccurately perceives

a second person, and the resulting expectations cause the second person to behave in waysconsistent with the original perception, characterizes the fact that people's expectationsdetermine their behavior. Expectations become reality.

Performance Evaluation


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An employee's performance appraisal is very much dependent on the perceptual process. Many jobs are evaluated in subjective terms. Subjective measures are, by definition,

judgmental What the evaluator perceives to be good or bad employee characteristics or behaviors will

significantly effect the outcomes of others. Rational decision making process

A decision-making model that describes how individuals should behave in order to maximizesome outcome

Decisions- choices made from among two or more alternatives Problem- A discrepancy between the current state of affairs and some desired state. Rational- Characterized by making consistent, value-maximizing choices within specified

constraints. Steps in the decision making process

1. Define the problem2. Identify the decision criteria3. Allocate weights to the criteria4. Develop the alternatives5. Evaluate the alternatives6. Select the best alternative

Bounded Rationality A process of making decisions by constructing simplified models that extract the essential

features from problems without capturing all their complexity Most people respond to a complex problem by reduction the problem to a level at which it

can be readily understood Individuals operate within the confines of bounded rationality. They construct simplified

models that extract the essential features Intuitive decision making- An unconscious process created out of distilled experience

Overconfidence Bias- Individuals whose intellectual and interpersonal abilities are weakest aremost likely to overestimate their performance and ability

Anchoring Bias- A tendency to fixate on initial information, from which one then fails toadequately adjust for subsequent information

Fixating on initial information as a starting point and failing to adequately adjust forsubsequent information

Confirmation Bias- The tendency to seek out information that reaffirms past choices and todiscount information that contradicts past judgments

Availability Bias- the tendency for people to base their judgments on information that is readilyavailable to them

Cohort Entered theWorkforce

Approximatecurrent age

Dominant work value

Babyboomer's

1965-1985 mid 40s- mid60s

Success, achievement, ambition, dislikeof authority

Xers 1985-2000 Late 20s -early 40s

Work/life balance, team-oriented, dislikeof rules; loyalty to relationships

Nexters 2000 topresent

Under 30s Confident, financial success, self reliantbutt team-oriented; loyalty to both self andrelationships


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Escalation of Commitment- Staying with a decision even when there is clear evidence that it'swrong

Randomness error- Decision-making becomes impaired when we try to create meaning out ofrandom events

Risk Aversion- The tendency to prefer a sure gain of a moderate amount over a riskier outcome,even if the riskier outcome might have a higher expected payoff

Risk-averse employees will stick with the established way of doing their jobs, rather thantaking a chance on innovative or creative methods

Hindsight Bias- Tendency to believe falsely that one has accurately predicted the outcome of anevent, after that outcome is actually known

Ch. 7 Motivation Concepts Motivation- The processes that account for an individual's intensity, direction, and persistence of

effort toward attaining a goal. Many people incorrectly view motivation as a personal trait Three key elements of intensity, direction, and persistence

Hierarchy of Needs Theory1. Physiological - Includes hunger, thirst, shelter, sex, and other bodily needs2. Safety- Security and protection from physical and emotional harm3. Social- Affection, belongingness, acceptance, and friendship4. Esteem- Internal factors such as self-respect, autonomy, and achievement, and external

factors such as status, recognition, and attention5. Self-Actualization- Drive to become what we are capable of becoming; includes growth,achieving our potential, and self-fulfillment.

Lower-order needs social esteem self-actualization higher-order needs Two-Factor Theory pg.239

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors withdissatisfaction. Also called motivation-hygiene theory

McClelland's Theory of Needs pg.241 The theory focuses on three needs: achievement, power, and affiliation Need for achievement need (nAch)- Thee drive to excel, to achieve in relation to a set of

standards, to strive to succeed Goal-Setting Theory pg.246

A theory that says that specific and difficult goals, with feedback lead to higher performance Goals tell and employee what needs to be done and hoe much effort is needed Evidence strongly suggests

That specific goals increase performance that difficult goals, when accepted, result in higher performance than do easy goals; and

Individual Differences Pg. 218 Organizational Constraints Pg. 220

PersonalityConscientiousness Achievement-StrivingDutifulnessGenderMental AbilityCultural Differences

Performance EvaluationsReward SystemsFormal RegulationsSystem Imposed TimeConstraintsHistorical Precedents


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that feedback leads to higher performance than does non-feedbackCh.8 Motivation: From Concepts to Applications

Job design- The way the elements in a job are organized Job Characteristics model (JCM)- A model that proposes that any job can be described in terms

of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback1. Skill Variety- degree to which a job requires a variety of different activities 2. Task identity- degree to which a job requires completion of a whole and identifiable piece

off work3. Task significance- degree to which a job affects the lives or work of other people4. Autonomy- degree to which a job provides the worker freedom, independence, and

discretion5. Feedback

Job Rotation- The periodic shifting of an employee from one task to another Referred to as cross-training Periodic shifting from one task to another Strengths of job rotation: reduces boredom, increases motivation, and helps employees

better understand their work contributions Weaknesses include: creates disruption, extra time for supervisors addressing questions,

training time and efficiencies Job Enrichment- The vertical expansion of jobs, which increases the degree to which the worker

controls the planning, execution, and evaluation of the work Some newer versions of job enrichment concentrate specifically on improving the

meaningfulness of work One method is to relate employee experiences to customer outcomes another method for improving the meaningfulness of work is providing employees with

mutual assistance programs Flextime- flexible work hours "flexible work time"

reduced- absenteeism, overtime expenses, hostility toward management, traffic congestionaround work sites, elimination of tardiness

Increased- productivity, autonomy and responsibility for employees- any of which mayincrease employee job satisfaction

Job Sharing- allows two or more individuals to split a traditional 40-hour-a-week job Approximately 19 percent of large organizations now offer job sharing job sharing increases flexibility and can increase motivation and satisfaction

Telecommuting- Working from home at lease two days a week on a computer that is linked tothe employer's office

alienates workers, the sense of being a part of the clan, a team is gone not feeling like beinga part of the business network

Variable Pay program- a pay plan that bases a portion of an employee's pay on some individualand/or organizational measure of performance

A number of organizations are moving away from paying solely on credentials or length ofservice

Piece-rate plans, merit-based pay, bonuses, profit sharing, gain sharing, and employee stockownership plans are all forms of a variable-pay program

Earnings therefore fluctuate up and down Piece-Rate pay- A pay plan in which workers are paid a fixed sum for each unit of production

completed Merit-Based pay- A pay plan based on performance appraisal ratings

Skill-Based Pay- A pay plan that sets pay levels on the basis of how many skills employees haveor how many jobs they can do


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An alternative to job-based pay bases pay levels on how many skills employees have or howmany jobs they can do

Skill-based pay plans is that they increase the flexibility of the workforce Skill-based pay also facilitates communication across the organization because people gain

a better understanding of each other's jobs Employee stock ownership plan (ESOP)- a company-established benefits plan in which

employees acquire stock, often at below-market prices, as part of their benefits Profit-Sharing plans- An organization-wide program that distributes compensation based on

some established formula designed around a company's profitability Benefits Package- The idea to allow each employee to choose a benefit package that is

individually tailored to his/her own needs and situation. An organization sets up a flexiblespending account for each employee, usually based on some percentage of his/her salary

Flexible benefits- a benefits plan that allows each employee to put together a benefitspackage individually tailored to his or her own needs and situation

Intrinsic Rewards: Employee recognition programs Organizations are increasingly recognizing that important work rewards can be both intrinsic

and extrinsic Rewards are intrinsic in the form of employee recognition programs and extrinsic in the form

of compensation systems11/10/12 Ch. 9 Foundations of Group behavior

Group- Two or more individuals, interacting and interdependent, who have come together toachieve particular objectives

Formal Group- A designated work group defined by an organization's structure Informal Group- A group that is neither formally structured nor organizationally determined;

such a group appears in response tot he need for social contact Social identity theory- Perspective that considers when and why individuals consider

themselves members of groups Similarity- higher levels of group identification amongst people who have the same values of

characteristics Distinctiveness- notice identities that show how they are different from other groups. Status- More interested in linking themselves to high-status groups Uncertainty reduction- Membership in a group also helps some people understand who they

are and how they fir into the world. Ingroup favoritism- Perspective in which we see members of our ingroup as better than other

people, and people not in our group as all the same. Five-Stage group-development model

Forming Stage- Storming Stage- Norming Stage- Performing Stage- Adjourning Stage-

Punctuated-equilibrium model- Role- A set of expected behavior patterns attributed to someone occupying a given position in a

social unit Role Perception- An individual's view of how he or she is supposed to act in a given situation Role Expectation- How others believe a person should act in a given situation Role Conflict- A situation in which an individual is confronted by divergent role expectations Norms- Acceptable standards of behavior within a group that are shared by the group's

members Conformity- The adjustment of one's behavior to align with the norms of the group


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Reference groups- Important groups to which individuals belong or hope to belong and withwhose norms individuals are likely to conform

Deviant workplace behavior- Voluntary behavior that violates significant organizational normsan, in so doing, threatens the well-being of the organization or its members. Also calledantisocial behavior or workplace incivility.

Status- A socially defined position or rank given to groups or group members by others What determines status?

The power a person wields over others- Because they likely control the group's

resources, people who control the outcomes tend to be perceived as high status A person's ability to contribute to a group's goals- People whose contributions are critical

to the group's success tend to have high status An individual's personal characteristics- Someone whose personal characteristics are

positively valued by the group ( good looks, intelligence, money, or a friendly personality)typically has higher status than someone with fewer valued attributes

Status characteristics theory- A theory that states that differences in status characteristicscreate status hierarchies within groups

Status Inequity- It is important for group members to believe the status hierarchy is equitable.Perceived inequity creates disequilibrium, which inspires various types of corrective behavior.

Size, The size of a group affects the group's overall behavior smaller groups are faster at completing tasks than larger ones Large groups in problem solving do better

Social Loafing- The tendency for individuals to expend less effort when working collectivelythan when working individually

Cohesiveness- The degree to which group members are attracted to each other and aremotivated to stay in the group

Diversity- The extent to which members of a group are similar to, or different from, one another. Research Finds-

How it influences group action Benefits and costs of diversity More difference in values and option, the greater its conflict Diversity can be bad for groups, unless managed effectively

The impact of diversity on groups is mixed It is difficult to be in a diverse group in the short term Over time diversity may help them be more open-minded and creative Even positive effects unlikely to be especially strong

Group Strengths- Complete knowledge, Diversity of views, almost always out performs individuals,

increase acceptance of solution Weaknesses- Time, Conformity pressures

Global Virtual Teams- These are groups of individuals working together across nationalboundaries through electronic communication media

Traditional teams offer multiple opportunities to work closely with colleagues and developclose personal relationships that can facilitate performance

It's easy to misinterpret messages without cues like facial expression and tone of voice Higher levels of communication and cohesion among members of global virtual teams are

associated with shared performance goals, which in turn lead to higher performance. Leader's efforts to build personal, inspirational relationships can help even teams that don't

meet face to face Groupthink- A phenomenon in which the norm for consensus overrides the realistic appraisal of

alternative courses of action


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It describes situations in which groups pressure for conformity deter the group from criticallyappraising unusual, minority, or unpopular views

1. Group members rationalize any resistance to the assumptions they've made. No matterhow strongly the evidence may contradict their basic assumptions, they behave so as toreinforce them.

2. Members apply direct pressures on those who momentarily express doubts about any ofthe group's shared views, or who question the validity of arguments supporting thealternative favored by the majority

3. Members who have doubts or differing points of view seek to avoid deviating grom whatappears to be group consensus by keeping silent about misgivings and even minimizing tothemselves the importance of their doubts

4. There is an illusion of unanimity. If someone doesn't speak, it's assumed he or she is in fullaccord. Abstention becomes a "yes" vote

Groupshift- A change between a group's decision and an individual decision that a memberwithin the group would make; the shift can be toward either conservatism or greater risk but itgenerally is toward a more extreme version of the group's original position

Describes the way of discussing give set of alternatives and arriving at a solution Interacting groups- Typical groups in which members interact with each other face to face Brainstorming- An idea-generation process that specifically encourages any and all alternatives

while withholding any criticism of those alternatives Nominal group technique- A group decision-making method in which individual members meet

face to face to pool their judgments in a systematic but independent fashion Electronic Meeting- A meeting in which members interact on computers, allowing for anonymity

of comments and aggregation of votes. Summary and implications for managers

Role perception and an employee's performance evaluation are positively related. Norms control behavior by establishing standards of right and wrong Status inequities create frustration and can adversely influence productivity and willingness

to remain with an organization The impact of size on a group''s performance depends on the type of task Cohesiveness can influence a group's level of productivity or not, depending on the group's

performance-related norms Diversity appears to have a mixed impact on group performance, with some studies

suggesting hat diversity can help performance and others suggesting it can hurt it High congruence between a boss's and an employee's perception of the employee's job

correlates strongly with high employee satisfaction. Most people prefer to communicate with others at their own status level or a higher one

rather than with those below them. The group size-satisfaction relationship is what we would intuitively expect: larger groups are

associated with lower satisfaction. As size increase, opportunities for participation ad socialinteraction decrease, as does the ability of memberto identify with the group's accomplishments.

CH. 10 Understanding Work Teams Work Group- A group that interacts primarily to share

information and to make decisions to help each groupmember perform within his or her area or responsibility

Work Team- A group whose individual efforts result inperformance that is greater then the sum of theindividual inputs


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Problem-Solving teams- Groups of 5 to 12employees from the same department who meet for afew hours each week to discuss ways of improvingquality, efficiency, and the work environment

Self-Managed work teams- Groups of 10 to 15people who take on responsibilities of their formersupervisors

Cross-functional teams- Employees from about the

same hierarchical level, but from different work areas,who come together to accomplish a task

Virtual Teams- Teams that use computer technologyto tie together physically dispersed members in orderto achieve a common goal

Team Effectiveness Model Composition-

Abilities of members- Part of a team'sperformance depends on the knowledge,skills, and abilities of its individualmembers

Personality- Many of the dimensionsidentified in the big five personality modelare also relevant to team effectiveness

Allocating roles- Teams have differentneeds, and members should be selectedto ensure all the various roles are filled

Diversity- The degree to which membersof a work unit (group, team, ordepartment) share a common demographic attribute, such as age, sex, race, educationallevel, length of service in the organization, is the subject of Organizational demography-The degree to which members of a work unit share a common demographic attribute,such as age, sex, race, educational level, or length of service in an organization, and theimpact of this attribute on turnover

Size of teams- Most experts agree, keeping teams small is a key to improving groupeffectiveness

Member preferences- Not every employee is a team player. Given the option, manyemployees will select themselves out of team participation

Context- Adequate resources- Every work team relies on resources outside the group to sustain it Leadership and structure- Teams can't function if they can't agree on who is to do what

and ensure all members share the workload Multiteam systems- Systems in whichdifferent teams need to coordinate their efforts to produce a desired outcome.

Climate of trust- Members of effective teams trust each other Performance evaluations and rewards- Individual performance evaluations and

incentives may interfere with the development of high-performance teams. Process-

Common plan and purpose- Effective teams begin by analyzing the team's mission,developing goals to achieve that mission, and creating strategies for achieving goals,Reflexivity- A team characteristic of reflecting on and adjusting the master plan whennecessary

Specific goals- Successful teams translate their common purpose into specific,measurable, and realistic performance goals


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Team efficacy- Effective teams have confidence in themselves; they believe they cansucceed

Mental Models- organized mental representations of the key elements within a team'senvironment that team members share

Conflict levels- Isn't necessarily bad, conflict has a complex relationship with teamperformance. Relationship conflicts- interpersonal incompatibilities, tension, andanimosity towards others- are almost always dysfunctional

Social loafing- Coasting on the groups effort because their particular contributions can't

be identified Summary and Implications for Managers

Effective teams have common characteristics. They have adequate resources, effectiveleadership, a climate of trust, and a performance evaluation and rewards system that reflectsteam contributions.

Effective teams also tend to be small- with fewer than 10 people, preferably of diversebackgrounds

Effective teams have members who believe in the team's capabilities and are committed to acommon plan and purpose, an accurate shared mental model of what is to be accomplished,specific team goals, a manageable level of conflict, and a minimal degree of social loafing.

Because individualistic organizations and societies attract and reward individualaccomplishments, it can be difficult to create team players in these environments

mgt 220 organizational behavior

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