84 Cards in this Set
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Communication
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Transfer and understanding of meaning
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Interpersonal communication process
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1. message (encoding)
2. medium (email, powerpoint)
3. receiver (decoding)
4. message
5. feedback to sender
Noise is in the middle of all these (disrupts the message)
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Filtering
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The deliberation manipulation of information to make it appear more favorable
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Information overload
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When information exceeds our processing capacity
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Defensiveness
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When people threatened, it may reduce their ability to achieve a mutual understanding
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Way to overcome communication barriers
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-Solicit and use feedback
-Simple language
-Active listening (most powerful)
-Getting emotions in control
-Awareness of nonverbal cues
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Four types of employee work support for workplace design and communication
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1. Focused work: employe needs to focus on what they are doing
2. Collaboration: working with others
3. Learning: employees need to be able to learn new things
4. Socialization: interpersonal communication
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Two common design elements
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1. Open workplaces: physical barriers between employees have been removed
2. Adjustable work arrangements: allows employees to meet their needs how they need to
Ex. Cisco did both very well
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The trend of leadership as a conversation
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1. Intimacy: how leaders relate to employees
2. Interactivity: how leaders use communication channels
3. Inclusion: how leaders develop organizational content
4. Intentionality: how leaders convey strategy
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Old model vs. new model
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Old model is focused on what leaders do
New model focuses on both leaders and employees
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8 steps of the decision making process
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1. Identify the problem
2. Identifying decision criteria
3. Allocating weights to the criteria
4. Developing alternatives (very important)
5. Analyzing alternatives
6. Selecting an alternative
7. Implementing the alternative
8. Evaluate the decision effectiveness (rarely done)
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Rational decision making for managers
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Logical, objective and consistent choices that maximize value
Maximizing is key
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Satisfice
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Managers accept solutions that are "good enough"
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Bounded rationality for managers
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Managers make decisions rationally, but are limited by their ability to process information
Better for lower level
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Intuitive decision making for managers
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Making decisions on the basis of experience, feelings, or accumulated judgement
Better for higher level
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5 components of intuitive decision making
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1. value and ethics: make decisions based on ethical values or culture
2. experience: make decisions based on past experiences
3. Affect: make decisions based on feels or emotions
4. Cognitive: make decisions based on skills, knowledge, and training
5. Subconscious: make decisions bas…
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Evidence based management for managers
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The systematic use of the best available evidence to improve management practice
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4 components of evidence based management
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1. Decision maker's expertise and judgment
2. External evidence
3. Opinions, preferences, and values of those who have a sake in the decision
4. Relevant organizational factors (culture)
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Overconfidence bias
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When people hold unrealistically positive views of themselves and their performance
Ex. flexing in the mirror and seeing a better representation of themselves
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Immediate gratification bias
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Overly focused on immediate rewards and punishments without thinking about long term consequences
Ex. given the opportunity to leave early but you could get ahead on work but you choose to go to a party
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Anchoring effect
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When decision makers fixate on initial information as a starting point and then, once set, fail to adequately adjust for subsequent information
Ex. job interviewers asking your past salary; Is the China rive more than 700 miles (initial number or idea in your mind so it is hard to shif…
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Selective perception bias
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We selectivley gather information to make decisions
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3 types of selective perception bias
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1. Conformation bias: seek out information that reaffirms pas choices/beliefs and discount information that contradicts this
2. Framing bias: select and highlight aspects of a situation while excluding others
3. Availability bias: tendency to remember events that are most recent in memo…
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Representation bias
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When decision making assess the likelihood of an event based on how closely it resembles other events
Ex. A friend coming late to dinner and being okay with it but then it happens every time so you think they will be okay with it since they were the first time
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Randomness bias
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Attempts to create meaning out of random events
Ex. Bud light commercial; always going in the closet because then your football team will win
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Sunk cost error
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Decision makers forget that current choices cannot correct the past choices
Ex. forgetting to studying for a test you have in an hour and even though you have time to study a little you choose not to because you think it will not change anything
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Self serving bias
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Taking credit for successes while blaming failure on outside factors
Ex. baby takes first steps and then falls down and blames the crack in the sidewalk
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Hindsight bias
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Tendency for decision makers to falsely believe they would have accurately predicted the outcome of an event once it is know
Ex. a sports team always beating this team so when they play them you predict they will win again
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System 1
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Explains why these biases and errors occur (quick, automatic, and requires little effort)
Ex. when you trip and automatically stick out your hands
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System 2
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Explains more rational decision making processes (slower, controlled, and effortful)
Ex. buying a car
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Self checking
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Giving yourself the time and pace to reflect
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Key components of groups and teams
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Interdependence and common goal`
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Tuckman's 5 stage model
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1. Forming: when groups form (no conflict)
2. Storming: grow members try to orient themselves (lots of conflict occurs)
3. Norming: groups determine the direction they will go (see group mentality)
4. Performing: do what the group has intended to do
5. Adjourning: when members start l…
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Gersick's punctuation equilibrium model
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Two stages: initial inertia and secondary inertia (majority of work done here)
Deadlines for teams is important
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Group member resources
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-Task KSA's: knowledge, skills and abilities (Ex. if you are a good writer or good researcher)
-Teamwork KSA's: (Ex. ability to listen and communicate well; also conflict resolution)
-Personality: minimum agreeableness (bad apple concept), mean conscientiousness, mean openness and mean …
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Roles
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Set of expected behavior patterns attributed to someone in a given position within the group
Power of roles: Zimbardo's prison experiment
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Norms
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Acceptable standards of behavior that are shared by group members
Conformity
Ex. Solomon Asch (line experiment)
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Two key reasons for conformity in norms
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1. normative conformity
2. informational conformity
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3 main sources of status
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1. power over others
2. contribution to the groups goals
3. personal characteristics
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Group cohesiveness
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The degree to which members are attracted to a group and share the group goals
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Advantages of group decision making
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More complete information and knowledge, a diversity of experience and perspectives and increases acceptance of a solution
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Disadvantages of group decision making
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Groups almost always take more time, dominant and vocal minority can influence the decision and groupthink
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Conflict
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Perceived incompatible differences resulting in some form of interference or opposition
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Functional conflict
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Supports groups goals and performance
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Dysfunctional conflict
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Goes against groups goals or performance
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Relationship conflict
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Interpersonal conflict between two people, more personal
almost always dysfunctional
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Task conflict
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Relates to the content of the work
tends to be functional
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Process conflict
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How the work will get done and the goals will be completes
tends to be functional
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5 approaches to conflict management
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1. Avoiding: avoiding conflict
2. Accommodating: responding to conflict by replacing someone else's needs about your own
3. Forcing: forcing what you want on the group members
4. Collaborating: both people get what they want
5. Compromising: give up on a few things but keep some so ev…
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Social facilitation
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Process whereby the presence of others enhances performance on easy tasks but impairs performance on complex tasks
Ex. cyclists tend to ride better in groups
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Evaluation apprehension
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For complex tasks we worry that others are judging/evaluating us
Ex. Joggers and placing attractive women along the trail
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Social loafing
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When contributions are pooled (combined), individuals reduce their effort
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Ways to combat social loafing
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-identify and evaluate individual performance
-members believe their efforts are necessary for the outcome
-punish poor performance
- groups should be small and cohesive
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Group polarization
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Exaggeration of initial tendencies in the thinking of group members, though group decision
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Ways to combat group polarization
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-avoid group decisions -delay time between decisions and implementation
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Groupthink
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Excessive tendency to seek concurrence among group members
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Ways to combat groupthink
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-keep group size small
-encourage good conflict
-appoint a member to play devils advocate
-combine individual and group decision making process
Ex. NASA in class activity
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Deindividuation
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Loss of a person's sense of individuality and the reduction of normal constraints against deviant behavior
seen in social media, riots and mobs
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Ways to combat deindividuation
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-hold both individual and group accountable
- more face-to-face communication
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Selection practices
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Select people to make the team more effective (select group for diversity)
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Reward practices
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Align for task interdependence (worked together) and outcome interdependence (final project)
reward both the individual and group efforts
Ex. team plan
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Training and intervention practices
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Team development interventions: team building and superordinate goals (Ex. Roberts Caveexperiment)
Team member training: generic teamwork skills, team coordination training and team self correction training (recognizing problems and fixing them on their own)
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Defining features of leadership
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-influencing others
-process, not an event
-requires a variety of skills
-agents of change
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Criteria of leadership
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Leadership effectiveness: impact of leadership on group members and shared goals
Leadership emergence: who 'rises up' in a group with no assigned leaders
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Assigned (formal) leadership
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Due to formal position; position of power
3 power bases: legitimate, reward and coercive
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Emergent (informal) leadership
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due to the way other group members respond; personal power
2 power bases: referent and expert
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Trait approaches
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Focus on personal qualities and characteristics and on selection
Big 5 brought the comeback of the trait theories
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Skills approach
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What CAN leaders do
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Styles approach
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What leaders DO
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Skills and styles approaches to leadership
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Ohio State and University of Michigan
Task vs. people focused
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Path goal theory
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Leaders must recognize and remove roadblocks to help their followers have a clear path to the goal
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4 parts of path goal theory
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1. Directive: clarifying and giving expectations
2. Supportive: showing care and concern for followers
3. Achievement-oriented: motivate followers and achieve a high level of assignments
4. Participative: including subordinates into their opinion
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Leader member exchange theory (LMX)
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-All about the DYADIC (between two people) relationships between leader and follower
-Focuses on higher performing employees rather than focusing on development for those who aren't high performing
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Transformational leadership theory
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Effective leadership is about transforming individual efforts and foals to group efforts and goals
intrinsic
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4 I's
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1. idealized influence
2. inspiration
3. individualized consideration
4. intellectual stimulation
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Servant leadership
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-Leaders are servants to followers
similar idea to path goal theory
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Authentic leadership
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Approach focused on being real, honest, true and authentic
Trust is a big outcome we see
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Shared leadership
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Leadership functions can be shared across team members--by anyone who meets the needs of the team/organization
like ROWE
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360's--multi source feedback approach
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Performance evaluates from everyone around you and a self assessment
advantages: more diverse perspectives of how people see you and simulates self awareness
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Assessments approach
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General assessments used both in selection and development
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Coaching assessments
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Focusing on one on one and is external to the company
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Mentoring approach
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Focusing on one on one and is internal to the company
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Job assignments approach
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Companies might give an upcoming leader different assignments as learning opportunities
Ex. Coca Cola send people overseas
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Action learning approach
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Leaders learn through solving different problems
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MGT 305: EXAM 1