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PSYC 3301: Bus. Psyc
12.Group |
two or more individuals engaged in social interaction to achieve some goal |
12.Team |
interdependent workers with complementary skills working toward a shared goal |
12.roles |
patterns of behavior that are adapted based on expectation about the function of a position |
12.why are group roles important? |
help provide some specific plan for behavior |
12.Three categories of work roles in groups |
–Group task roles are related to getting the job done (e.g., leader, evaluator)
–Group building and maintenance roles deal with maintaining personal relationships among members (e.g., encourager, compromiser)
–Self-centered roles involve satisfying personal rather than group goals (e.g., recognition seeker, aggressor) |
12.role expectations |
beliefs concerning the responsibility and requirement of a particular role |
12.role differentiation |
the process by which group members learn to perform various roles |
12.Role ambiguity |
a sense of uncertainty over the requirement of a particular |
12.Norm |
rules that group adopt governing appropriate and inappropriate behavior |
12.organizational socialization |
the process by which new employees learn group roles and noms and develop specific work skills and abilities
"on-boarding process" |
12.Organizational socialization three processes |
1. the development of specific work skills and abilities ( main goal of personal training)
2. the acquisition of set of appropriate role behavior
3. adjustment to the work groups norms and values |
12.three stages |
1. anticipatory (realistic expectation)
2. accommodation (new employees learn about the various role)
3. role management (transition to regular members mastering the task or roles they will perform) |
12.conformity |
the process of adhering to group norms
|
12.group cohesiveness
|
the degree of attraction among group members
|
12.we-they feeling
|
intra-group cohesiveness created by the existence of a common threat typically another group
|
12.Group Efficacy
|
•A group’s shared belief that they can attain organizational outcomes.
self efficacy can lead to positive group efficacy which can help with group cohesiveness and productivity |
12.reciprocity
rule |
–The tendency for persons to pay back those to whom they are indebted for assistance
cooperation in work place |
12.task interdependence
|
–The degree to which an individual’s task performance depends on the efforts/skills of others |
12.social loafing
|
the phenomenon where by individuals working in group exert less effort than when working alone
|
12.competition in work groups
|
The process whereby group members are pitted against one another to achieve individual goals.
|
12.conflict
|
behavior by a person or group intended to inhibit the attainment of goals by another person or group
|
12.levels of conflict
|
intrapersonal
interpersonal
intragroup
intergroup
interorganizational |
12.sources of conflict |
•Competition for resources
•Interdependence
•Intraorganizational “we-they”
•Interpersonal sources
•Personality
•Age |
12.managing conflict |
-Dominating (Forcing):persisting in conflict
-Accommodation:making sacrifice to resolve conflict
-Compromise:resolution where both parties give up part of their goal
-Collaboration:parties cooperate to reach a solution that satisfies both
-Avoidance:withdrawing from a conflict situation |
12.group decision making |
establishing goals, choosing among various courses of action |
12.autocratic decision making |
•Autocratic: The group leader makes the decision alone, using information available only to the group leader.
Consultative: The group leader shares the problem with the group to get their collective input, but makes the decision alone. |
12.Democratic
decision making |
a strategy by which decision are made by the group members based on majority rule |
12.Consensus |
Decision making based 100% members agreement |
12.group think |
a group process generating creative ideas or solutions through a non critical
happen in highly cohesive groups |
12. brain storming |
a group process generating creative ideas or solutions through a non critical and non judgmental process |
12.group decision making advantages |
works from a broad knowledge base
decision is accepted by members
decision is highly critiqued
aspect of the problem can be divided among group members |
12.Groupthink
symptoms |
1.Illusion of invulnerability
2.Illusion of morality
3.Shared negative stereotypes
4.Collective rationalizations
5.Self-censorship
6.Illusion of unanimity
7.Direct conformity pressure
8.Mindguards |
12.group polarization |
The tendency for groups to make decisions that are more extreme than those made by individuals. |
13.leadership
|
ability to direct guide a group towards the achievement of goals
"often the leader of a work group is the person who holds a particular position or title such as supervisor" |
13.Universalist Theories |
theories that look for the major characteristics common to all effective leaders. |
13.Great man/woman theory |
a universities theory of leadership that maintains that great leaders are born not made |
13.traits |
enduring attributes associated with an individuals make up or personality |
13.trait theory |
attempt to discover the traits shared by all effective leaders |
13.behavioral theories of leadership |
theories derived form studies at Ohio state and university of Michigan that focus on the behaviors common to effective leaders |
13.Ohio state university |
Factor analysis: list of hundreds of behavior narrowed down into two general categories
Initiating structure: includes leader behaviors that define, organize and structure the work situation
Consideration: leader behaviors that show a concern for the feeling, attitudes and needs of followers. |
13.University of Michigan |
successful leaders tended to exhibit patterns of behavior labeled...
task-oriented behaviors: concentrated on job performing, focused on work task
relationship- oriented behaviors: concern for employees, involving them in decision making. focus on maintaining interpersonal relationship. |
13.leadership grid |
an application of the findings from the behavioral theories of the leadership that stresses that effective leaders should both be task oriented and relationship oriented |
13.country club management |
1,9 Leadership Grid
thoughtful attention to needs of people for satisfying relationships leads to a comfortable friendly org atmosphere and work tempo |
13.team management |
9,9 leadership grid
work accomplishment is from committed people, interdependent through a common stake in organization purpose leads to relationship of trust and respect. |
13.impoverished management |
1, 1 leadership grid
exertion of minimum effort to get required work done is appropriate to sustain organization memebership |
13.authority compliance management |
9,1 leadership grid
efficiency in operations results from arranging conditions of work in such a way that human element interfere to a minimum degree |
13.middle of road management |
5,5 leadership grid
adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level |
13.contingency theories |
theories that look at the interaction of characteristics of both the leader and the situation |
13.fiedler's contingency model |
maintains the effective leadership depends on a match between the leaders style and the degree to which the work situation gives control and influence to the leader.
task oriented or relationship oriented
"leaders style must fit the amount of control and power the leader will have in the work situation' |
13.Least preferred coworker (LPC) |
a measure that assesses leaders task or relationship oriented by having them rate their own difficult fellow worker |
13.Situation Favorability |
◦Leader-member relations: good leader-member relations = more favorable situation
◦Task structure: more structure = more favorable situation
◦Leader position power: strong power = more favorable situation |
13.LPC Scores & Performance
|
Good Performance with moderate level of favorableness is high LPC score ( person oriented)
Good Performance with favorable and unfavorable favorableness is low LPC score ( task oriented) |
13.path-goal theory
|
states that a leader's job is to help the work group achieve their desired goal, to achieve goal leader must adopt one of four categories.
-Directive style:plans, organizes, coordinates
-Achievement-oriented style:sets challenging goals and rewards increases in performance
-Supportive style:shows concern for employees
-Participative style:shares information and lets employees participate |
13.decision-making model
|
a theory that matches characteristics of the situation with leader decision making strategies
|
Decision making autocratic I
|
The leader makes the decision alone, using information available only to the leader.
|
13.Decision Making Autocratic II
|
The leader obtains information from subordinates and then makes the decision alone.
|
Decision Making Consultative I
|
The leader shares the problem with relevant subordinates and gets their ideas and input individually, but makes the decision alone.
|
13.Decision Making Consultative II
|
The leader shares the problem with subordinates as a group, gets their collective input, but makes the decision alone.
|
13.Decision Making Group
|
The leader shares the problem with subordinates as a group and together they make a consensus decision
|
13.Leader-Member Exchange (LMX) Model
|
Focus is on the interactions between leaders and workers. Workers fall into either the:
In-group
–Leader has positive view of worker
–Worker feels supported and encouraged
Out-group
–Leader has negative image of worker
–Worker does not respect or trust leader |
13.Transformational Leadership
|
•Idealized Influence:walking the walk; talking the talk
•Inspirational Motivation:providing a compelling vision
•Intellectual Stimulation: encouraging creativity
•Individualized Consideration: offering personalized attention |
13.charismatic leadership theory
|
states that leaders possesses some exceptional characteristics that cause followers to be loyal and inspired
1. leader characteristics
2. follower characteristic
3. Situational Characteristics |
14.Influence |
the ability to use social forces to affect the behavior of others |
14.power
|
the use of some aspect of work relationship to compel another to perform a certain action despite resistance |
14.organizational politics
|
self serving actions designed to affect the behavior of other to achiever personal goals
|
14. influence tactics
|
1.Assertiveness
2.Ingratiation
3.Rationality
Sanctions
5.Exchanges
6.Upward Appeals
7.Blocking
8.Coalitions |
14.Organizational Power
|
Derived from a person’s position in an organization and from control over important resources afforded by that position
|
14.Individual Power
|
Derived from personal characteristics that are of value to the organization, such as expertise or ability
|
14. Power Bases
|
Coercive power → punishment or threats
Reward power → the ability to offer something positive
Legitimate power → formal authority
Expert power → certain work-related knowledge or skill
Referent power → the individual is respected, admired, and liked by others |
14. Organizational Politics
|
Functional politics
Political behaviors that help the organization to attain its goals
Dysfunctional politics
Political behaviors that detract from the organization’s ability to attain its goals |
14.Organizational Politics
Factors that contribute to the use of organizational politics: |
¨Competition for power and resources
¨Subjective performance appraisals
¨Delay in measurement of work outcomes
¨Compensation for inadequacies
¨Lack of cooperation and interdependence
¨Increased group decision making |