Perspective that considers when and why individuals consider themselves members of groups.

- similarity

- distinctiveness

- status

- self-esteem

- affiliation

- uncertainty reduction (security)

- power

- goal achievement

• seek others input
• don't rely totally on your own or other's judgement
• balancing diversity of ideas yields better decisions

The five distinct stages groups go through: forming, storming, norming, performing, and adjourning.

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The third stage

in group development, characterized by close relationships and cohesiveness.

A set of phases that temporary groups

go through that involves transitions between inertia and activity.

1. Setting group direction

2. First phase of intertia

3. Half-way point inertia

4. Major changes

5. Second phase of inertia

6. Accelerated activity

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• roles
• norms
• status
• size
• cohesiveness

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 anindividual is confronted by divergent role expectations

Acceptable standards of behavior within a group that are shared by the group’s members.

reference groups Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

deviant workplace behavior Voluntary behavior that violates significant organizational norms; threatens the well-being of the organization or its members.

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

- Only important inside organization

- High status allows for norm deviation (leads or follows)

size of group determines its efficacy.

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small groups -> faster, individuals perform better

large groups -> problem-solving, fact-finding

The degree to which group members are attracted to each other and are motivated to stay in the

group.

A phenomenon in which the norm for consensus overrides

the realistic appraisal of alternative courses of action.

A change between a group’s decision and an individual decision

that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group’s original position.

A group that interacts primarily to share information and to

make decisions to help each group member perform within his or her area of responsibility.

Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.

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Groups of 10 to 15 people who take on responsibilities of their former supervisors.

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

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Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

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context

(creating effective teams)

• adequate resouces
• leadership
• climate of trust
• performance evaluation and rewards

composition

(creating effective teams)

• ability
• personality
• roles and diversity
• size
• flexibility
• preference for teamwork

process

(creating effective teams)

• common purpose
• specific goals
• team efficacy
• conflict
• social loafing

• abilities of members
• personality of members
• allocation of roles
• diversity of members

• vision
• goals
• accountability (no social loafing)
• rewards
• small
• diverse w/roles
• talented
• leadership
• trust

1. Can the work be done better by more than one person?
2. Does the work create a common pur- pose or set of goals for the people in the group that is more than the aggregate of individual goals?
3. Are the members of the group are interdependent?

integrity: honesty and truthfulness
ability: competence
benevolence: consistency, loyalty, openness

1. deterence-based trust - trust based on fear of reprisal if trust is violated.
    
2. knowledge-based trust - trust based on behavioral predictability that comes from a history of interaction.
    
3. identification-based trust - trust based on a mutual understanding of each other's intentions and appreciation of the other's wants and desires.

Theories that consider personal qualities and characteristics that differentiate leaders from nonleaders. Good at predicting leaders, but falls short of distinguishing between effective and ineffective leaders.

traits include: extraversion, conscientiousness, openness, emotional intelligence

Theories proposing that specific behaviors differentiate leaders from nonleaders. Important because behaviors are learned.

2 Varaibles: emphasis on task, emphasis on relationships

initiating structure

(behavioral theory of leadership)

(Emphasis on task) The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.

employee-oriented leader

(behavioral theory of leadership)

(Emphasis on relationships) A leader who emphasizes interpersonal relations, takes a personal interest

in the needs of employees, and accepts individual differences among members.

production-oriented leader

(Fiedler contingency model)

The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

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least preferred co-worker (LPC) questionnaire

(Fiedler contingency model)

leader-member relations

(Fiedler contingency model)

task structure

(Fiedler contigency model)

postion power

(Fiedler contingency model)

situational leadership theory (SLT)

(leadership contingency theory)

A contingency theory that focuses on followers’ readiness, or the extent to which they are willing and able to accomplish a specific task.

4 behaviors of followers:

unable/unwilling --> clear, specific directions

unable/willing --> high task and relationship orientation

able/unwilling --> supportive and participative style

able/willing --> nothing much

path–goal theory

(leadership contingency theory)

A theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

directive style --> tasks are ambiguous/stressful; redundant for those w/high ability or experience.

supportive style --> structured tasks

leader-participation model

(leadership contingency theory)

• self-managing
• engaged and committed
• courageous, honest and credible
• look like leaders

leader–member exchange (LMX)

theory

A theory that supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

Relationships develop from personal compatibility, subordinate competence and/or extroverted personality.

• vision and articulation
• personal risk
• sensitivity to follower needs
• unconventional behavior

*Use wisely. Tendencies include narcissism amd lavish lifestlye.

1. individual capabililty
2. team skills
3. managerial competence
4. ability to stimulate others to high performance
5. paradoxical belnd of personal humility and professionalism --> ethical company

The steps between a source and a receiver

that result in the transfer and understanding of meaning.

1. control
2. motivation
3. emotional expression
4. information

oral communication

(personal)

e.g. Speeches, formal one-on-one and group discussions, and the informal rumor mill or grapevine

advantages: speed and feedback

disadvantages: greater distortion (esp. if many people involved)

written communication

(personal)

E.g. memos, letters, fax transmissions, e-mail, instant messaging, organizational periodicals, notices placed on bulletin boards (including electronic ones), and any other device that transmits via written words or symbols.

advantages: tangible and verifiable, logical and clear

disadvantages: time consuming, lack of feedback mechanism

nonverbal communication

(personal)

E.g. body movements (gesture, posture), the intonations or emphasis we give to words, facial expressions, and the physical distance between the sender and receiver.

Convey 2 messages: (1) the extent to which we like another and are interested in his or her views and (2) the perceived status between a sender and receiver.

An organization's informal communication network. Perceived as more believable and reliable than formal communications.

Result from: (1) desire for info about important situations, (2) ambiguous conditions, (3) conditions that cause anxiety

chain

(formal small group networks)

A network that follows the formal chain of command; this network approximates the communication channels you might find in a rigid three-level organization. 

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wheel

(formal small-group networks)

A network that relies on a central figure to act as the conduit for all the group’s communication; it simulates the communication network you would find on a team with a strong leader.  

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all-channel

(formal small-group networks)

A network that permits all group members to actively communicate with each other; it’s most often characterized in practice by self-managed teams, in which all group members are free to contribute and no one person takes on a leadership role.

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The amount of information that can be transmitted during a communication episode.

(Persuasion) A detailed consideration of evidence and information relying on facts, figures, and logic.

**Knowing managers prefences (decision making) in advance lets you maximize chance of success.

• charismatic
• thinkers
• skeptics
• followers
• controllers

• motivation to avoid a loss stronger than securing a gain
• default options stronger than active selection
• attractiveness of option depends on alternative
• preferences and values created when facing decision

Listening with an open mind and checking for meaning by paraphrasing, clarifying and really understanding the content of a conversation.

Important when (1) meeting new people, (2) emotional conversations (complaints), (3) where you have no experience.

B’s relationship to A when A possesses something that B requires.

Function of:

- Importance

- Scarcity

- Non-substitutibility

Influence derived from an individual’s characteristics.

2 forms: (1) expert, (2) referant

**Personal power is more effective: positively related to employee satisfaction w/supervisor, organizational commitment, and performance

need for power > need for achievemnt

need for power > need to be liked

high inhibition (personal control), little egoism, democratic

Ways in which individuals translate power bases into specific actions.

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Activities that are not required as part of a person’s formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.

legitimate political behavior   normal everyday politics

illegitimate political behavior   extreme political behavior that violates the implied rules of the game

• efficiency: job design
• sets relationships
• authority/responsibilty
• formal communication

• work specialization
• departmentalization
• span of control
• chain of command
• centralization or decentralization
• formalization

(Org Structure Trait) The degree to which tasks in an organization are subdivided into separate jobs.

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(Org structure trait) The number of subordinates a manager can effectively and efficiently direct.

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**need common value system for wide span

The degree to which decision making is concentrated at a single point in an organization.

**decentralized organization can act more quickly to solve problems, more people provide input into decisions, and employees are less likely to feel alienated from those who make decisions that affect their work lives.

The idea that a subordinate should have only one superior to whom he or she is directly responsible.

**Avoids employees having to cope with conflicting demands or priorities from several superiors.

• decision quality can be measured
• identify and seperate critical and routine decisions
• determine where each should be made
• map your organization to the results

An organization structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.

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An organization structure that creates dual lines of authority and combines functional and product departmentalization.

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A small, core organization that outsources major business functions.

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strategy  structure follows strategy
environment institutions/forces outside org. that potentially affect org's performance (e.g. suppliers, customers, govt, etc) 
organizational size smaller is better; 150 +/- is optimal for org. unit
technology  way in which org. transfers inputs into outputs
politics

(Org. structure) A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.

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(Org. structure) A structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making.

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• promotions, transfers, and terminations
• identifying training and development needs
• providing feedback to employees
• supplying the basis for rewards allocation decisions

• leadership
• results
• teamwork
• communication
• decision making
• selection and retention
• corporate citizen

Feedback that comes from members of an employee's immediate work circle also including, in some cases, from external sources, such as customers and suppliers or other interested stakeholders.

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• identify fears based on behaviors
• learning to adopt (get support, break up the task, use personal incentives)
• ask for feedback
• take action

• performed by immediate supervisor
• practice makes perfect
• select right time and place
• helpful vs. judgemental
• use behaviors, not emotions
• "feedback is a gift"

A system of shared meaning held by members that distinguishes the organization from other organizations.

A strong culture achieves the same end formalization does (predictability, orderliness, and consistency) without the need for written documentation.

1. innovation and risk taking
2. attention to detail
3. outcome orientation
4. people orientation
5. team orientation
6. aggressiveness
7. stability

1. selection of candidates  to hire check for fit; provides info to candidate about culture
2. top managment  establish behavioral norms
3. socialization  process of adapting to culture

• being a visible role model
• communicating ethical expectations
• provide training
• visibly rewarding ethical acts and punishing unethical ones
• provide protective mechanisms