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Experiences, exist as events, unconscious, brief, directly affect behavior Cognitive Dissonance Emotional response to incongruent beliefs, feelings, and behavior Emotional Labor Effort, planning, and control to express organizationally desired emotions Higher in jobs requiring emotion displays that are: Expressed emotions discouraged: Ethiopia, Japan Expressed emotions allowed/expected: Kuwait, Spain Emotional dissonance: tension when trying to display required emotions Emotional Intelligence Hierarchy (high to low) Management of others' emotions Aware of others emotions Management of our own emotions Aware of our own emotions Developing Emotional Intelligence Training: Learn about emotional intelligence, then get feedback in settings. Self-reflection: Personally review situations requiring emotional intelligence. Coaching: Discuss past events and discuss improvement. Maturity: emotional intelligence improves with age. Responses to Dissatisfaction Exit- leave. Quit. Transfer. Voice- Change the situation. Loyalty- patiently wait for situation to improve Neglect- reducing effort/quality. absenteeism Does not strengthen satisfaction- performance relationship because: General attitudes are poor predictors of specific behaviors Low employee control over performance Reverse causation (performance causes satisfaction), but performance often isn't rewarded Job Satisfaction increases Customer Satisfaction Satisfied employees display more positive emotions, producing more positive customer emotions. Satisfied employees have lower turnover, resulting in better quality, more consistent, familiar service. Affective Commitment Emotional attachment to, identification with, and involvement in an organization risks: conformity, protecting the company unethically Continuance commitment Calculative attachment Employees stays because (a) no choice/alternative, or (b) too costly to quit Lower turnover, performance, org citizenship, cooperation Building Affective Commitment - Justice and Support Stress Adaptive response to situations perceived as challenging or threatening to well-being Prepares us to adapt to hostile environmental conditions Four most common workplace stressors -
Organizational constraints- - Interpersonal conflict- - Work overload- More hours, intensive - Low task control- Worse when responsible People experience less stress and/or less negative stress outcomes when they have: Better physical health: exercise, lifestyle Appropriate stress coping strategies Personality: lower neuroticism, higher extraversion Positive self-concept Which of the following dimensions is indicative of the degree to which a job affects the organization or the larger society? c. Task significance Distributive justice refers to: a. perceived fairness in the outcomes we receive compared to our contributions and the outcomes and contributions of others. Which of the following is the highest level need in the Maslow's hierarchy of needs? e. Self-actualization Which of the following is a safety need of individuals in the context of Maslow's hierarchy of needs? Need for stability In behavior modification, extinction occurs when: e. no consequence follows a target behavior. According to the four-drive theory, which of the following is the foundation of competition and the basis of our need for esteem? e. Drive to acquire A job-related factor which would most likely act as a motivator according to the motivator-hygiene theory is: c. Growth opportunities. Typically, employees who feel underrewarded are most likely to: a. reduce their work effort. Which of the following is an example of punishment? a. The organization takes away some of your paycheck to cover the cost of a machine that you carelessly broke. In the expectancy theory, valence refers to the: c. anticipated satisfaction or dissatisfaction that an individual feels towards an outcome. Which of the following actions would increase employee motivation mainly by enhancing their effort-to-performance expectancy? c. Convincing employees that they can perform the required tasks. Outcome/input ratio and comparison other are elements of: c. equity theory. Employee motivation The forces within a person that affect the direction, intensity, and persistence of voluntary behavior Employee Engagement Employee's emotional and cognitive motivation, particularly a focused, intense, persistent, and purpose effort toward work-related goals Drives primary needs Hardwired brain characteristics that correct deficiencies Innate and universal Initiate motivation: produce emotions that energize us to act Needs goal-directed forces that people experience Needs formed as people channel emotional energy toward specific goals Four Drive Theory one of few motivation theories founded on research both emotions and logical thinking influence human motivation aquire, bond, comprehend, defend four drives should be kept in balance. not to much or too little of certain ones. How the four drives motivate Drives generate emotions tagged to incoming sensory info Emotions become conscious experiences when sufficiently strong or conflict with each other Social norms, personal values, and experience transform drive-based emotions into goal-directed choice and effort
Maslow's needs hierarchy theory Seven categories - five within a hierarchy - represent most needs. strongest motivator is the lowest unmet need lacks empirical support Maslow generated a Maslows hierarchy self-
actualization need to know intrinsic motivation fulfillment Extrinsic Motivation Motivated to receive something beyond one's own control - fulfills needs indirectly Extrinsic motivators seldom undermine intrinsic motivation. Learned Needs Theory Needs can be strengthened/weakened (learned) through self-concept, social norms, past experience. Training can change a person's need strength through reinforcement and altering their self-concept. Three Learned Needs Need for achievement (nAch) - want to accomplish goals, clear feedback, moderate risk tasks Need for affiliation (nAff) - seek approval from others, conform to others' wishes, avoid conflict Need for power (nPow) - seek power for social or personal purposes Expectancy Theory Effort, performance, outcomes, valence Effort to Performance expectancy probability that a specific effort will result in a specific performance level To increase: Provide sufficient time and resources Provide coaching and behavioral modeling (examples of successful coworkers) to build self-efficacy Performance to Outcome expectancy probability that a specific performance level will result in specific outcomes To
Increase: Explain how rewards are linked to performance Provide examples of coworkers rewarded for performance Valence anticipated satisfaction from the outcome To Increase: Individualize rewards Minimize countervalent outcomes ABCs of Behavior Modification Antecedents- What happens before behavior Behavior- What a person says or does Consequences- what happens after behavior Positive reinforcement When consequence (positive reinforcer) is introduced, behavior increases or is maintained Punishment When consequence (punishment) is introduced, behavior decreases Extinction When there is no consequence, behavior decreases Negative reinforcement When consequence is removed, behavior increases Self-regulation We engage in intentional, purposive action. We set goals, set standards, anticipate consequences. We reinforce our own behavior (self-reinforcement). Effective Goal Setting Features SMARTER goals Specific Measurable Achievable Relevant Time-Framed Exciting Reviewed Specific What, how, where, when, and with whom the task needs to be accomplished Refers to specific measurment Measurable - how much, how well, at what cost Achievable Challenging yet accepted Relevant within employees control Relates to behavior/results within employee's own control Time Framed due dates and when assessed Information available soon after behavior/results occur Exciting Employee Commitment, not just compliance Reviewed Feedback and recognition on goal progress and accomplishment Characteristics of Effective Feedback Specific Relevant Timely Credible Sufficiently Procedural Justice Perceived fairness of procedures used to decide the distribution of resources Job Specialization Improves work efficiency Scientific
Management Problems: Task Interdependence Social Interaction with coworkers High Task variability non routine work patterns High task analyzability use known procedures and rules Job Rotation Moving from one job to another Benefits: More skill variety, more multi-skilled workforce, fewer repetitive strain injuries Job Enlargement Adding tasks to an existing job Example: video journalist Benefit: more skill variety Job Enrichment Giving employees more responsibility for scheduling, coordinating, and planning work The first stage of the creative process is: b. preparation. Which of these is also referred to as participative management? a. Employee involvement Three robberies have recently occurred in a certain part of the city. Because of this, we are likely to overestimate the probability of robberies. This is called the: c. availability heuristic Divergent thinking increases the level of: creativity A higher level of employee involvement is preferable when: b. the problem relates to a nonprogrammed decision. Satisficing refers to: a. the tendency to choose an alternative that is good enough rather than the best. The purely rational model of decision making is rarely practiced in reality because: c. it assumes that people are efficient and logical in their information processing. People tend to be more creative when they: a. have a reasonable level of job security. The concept of bounded rationality holds that: b. decision makers process limited and imperfect information when making decisions. Escalation of commitment can be minimized by ensuring that: b. those who make the decision are different from those who implement and evaluate it. Which of these communication channels has the highest media richness? d. Video conference Showing interest and clarifying the message are two activities associated with which stage in the active listening process? b. Responding In the communication process model, 'decoding the message' occurs immediately: b. after the receiver receives the message. The capacity of a communication medium to transmit information is known as: d. media richness. What effect does 'noise' have in the communication model? a. It distorts and obscures the sender's intended message. Which of the following represents the first three steps in the communication model in the correct order? e. Form message, encode message, and transmit message Which communication channel is most effective when the sender wants to persuade the receiver? d. A personal face-to-face meeting with the receiver. Which of the following communication media tends to be best for transmitting emotions? d. Face-to-face meeting How do men and women generally differ in their communication styles in organizational settings? c. Women are usually more sensitive than men to nonverbal cues. In organizational communication, 'flaming' generally refers to: c. an emotionally charged email message, usually one that communicates the sender's anger. Implicit Favorite Decision maker's (sometimes nonconscious) preferred alternative, used as a comparison with other choices Mental models Blind us from seeing unique problems or opportunities Decisive Leadership Declare problems without sufficient time for logical assessment Stakeholder framing Construct decision maker's perception of the situation by providing or hiding information perceptual defense Blocking out bad news as a coping mechanism solution focused problems A veiled solution Anchoring and adjustment Adjusting expectations/standards around an initial anchor point (e.g. opening bid) Availability heuristic Estimating probabilities by how easy event is recalled, even ease of recall is also due to other factors Representativeness heuristic Estimating the probability of something by its similarity to known others rather than by more precise statistics satisfice accept first alternative that is "good enough. Satisficing occurs because: Lack of information, time, cognitive capacity to determine the best alternative Alternatives appear sequentially, not all at once People avoid making a decision when presented with a very large number of choices. Emotions and Making Choices Emotions form preferences before conscious evaluation. Moods and emotions affect the decision process. Emotions serve as information in decisions. Intuitive Decision Making ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning. Intuition is emotional and rapid nonconsious analysis Escalation of Commitment Tendency Causes of escalation creative process model prep- understand the problem incubation- period of reflective thought illumination- sudden awareness verification- detailed logical and experimental eval of the idea Cross pollination exchange ideas from across he firm design thinking solution-focused creative process Emotional Contagion Nonconscious process of "catching" or sharing another person's emotions by mimicking that person's facial expressions and other nonverbal behavior Serves three purposes: Provides continuous feedback to speaker Improves empathy Fulfills drive to bond Media Richness The channel's data-carrying capacity information volume/variety of that can be transmitted per time unit Media richness theory doesn't apply as well to electronic channels because: Persuasive Communication Changing another person's beliefs and attitudes Spoken communication is more persuasive because: Accompanied by nonverbal communication Has high quality immediate feedback Has high social presence But written communication may be more persuasive when technical detail is required.
Men Men view conversations more as power, status, functionality Report talk Give advice quickly Dominate conversation Women Women consider more interpersonal relations Rapport talk Indirect advice/requests Sensitive to nonverbal cues In terms of team size, the general rule is that teams: e. should have the fewest number of people possible to perform the work. The main advantage of constructive conflict in teams is that it: d. encourages team members to re-examine the assumptions and logic of their preferences in decisions. In team dynamics, process losses are best described as:
c. resources expended towards team development and maintenance. A diverse team is better than a homogeneous team: a. when designing and launching a new product or service. According to social identity theory: d. people define themselves by their group affiliations. Which of the following is NOT a way to minimize social loafing? c. Redesign the work so that individual members' contributions are not identifiable. Which of the following types of task interdependence is seen amongst production employees working on assembly lines? a. Sequential interdependence Which of the following represents the first three stages of team development in sequential order? c. Forming, storming, and norming Calculus-based trust: a. is the lowest potential trust in organizations. Team cohesiveness tends to be higher when: b. entry into the team is difficult. Which of the following is NOT a type of voluntary individual workplace behavior? Motivation Organizational citizenship refers to: b. employee behaviors that extend beyond normal job duties. Conscientiousness is a dimension of: e. the five-factor model. Sabotage, threatening harm, and insulting others represent: c. three forms of counterproductive work behaviors Which of the following is true about values and personality traits? d. Traits are descriptive, while values are evaluative. Which of the following is an example of organizational citizenship behavior? c. Assisting coworkers with their work problems _____ characterizes people who are quiet, shy, and cautious. a. Introversion Jung's psychological types are measured through the: d. Myers-Briggs Type Indicator. ______ are the natural talents that help employees learn specific tasks more quickly and perform them better. d. Aptitudes Which of these refers to a person's beliefs about what behaviors are appropriate or necessary in a particular situation? c. Role perceptions Which among the following are three types of individual performance behaviors? a. Task, citizenship, and counterproductive You have just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they aren't sure what tasks are included in their job. According to the MARS model, these new employees will likely: a. have lower job performance due to poor role perceptions. ______ is the extent to which we value our duty to groups to which we belong and to group harmony. b. Collectivism The ability to recognize the presence and determine the relative importance of an ethical issue is known as: c. ethical sensitivity. One problem with the utilitarian principle of ethical decision making is that: d. it is almost impossible to evaluate the benefits or costs of many decisions. Which of the following illustrates the first step in the self-fulfilling prophecy? b. A supervisor forms certain expectations of the employee. An internal attribution is made when there is: d. high consistency, low distinctiveness, and low consensus. Social perception is influenced by three activities in the process of forming and maintaining our social identity. The activities are: b. categorization, homogenization, and differentiation. Which of the following refers to a person's belief that he or she can successfully complete a task? b. Self-efficacy In the Johari Window, feedback from others helps us to: increase our open area by reducing our blind area. Some investors in the stock market become overconfident and ignore evidence that their strategies will lose money. This can be attributed to ___. b. confirmation bias The Implicit Association Test is used to: c. detect subtle race, age, and gender bias. Which of the following describes the fundamental attribution error? We tend to believe the behavior of other people is caused more by their motivation and ability than by factors beyond their control. Which of the following statements is closely associated with social identity theory? d. People tend to define themselves by the groups to which they belong. The philosophy of positive organizational behavior states that: b. focusing on the positive rather than negative aspects of life will improve organizational success and individual well-being. In the bargaining zone model, the area of potential agreement contains: Both you and your opponent's resistance points The potential for conflict between two employees would be highest under conditions of: Reciprocal interdependence According to the emerging view on organizational conflict, there are two types of conflict with opposing consequences. They are: Task conflict and relationship conflict The problem-solving interpersonal style of conflict has: High assertiveness and high cooperativeness Which of the following best describes relationship conflict? The conflict episodes are viewed as personal attacks rather than attempts to resolves the problem Which of the following is a third-party conflict resolution strategy with low process control and high decision control? Arbitration Which conflict management style is associated with low cooperativeness and low assertiveness? Avoiding _________ involves calculating the cost of walking away from the negotiating relationship BATNA Which third-party conflict resolution strategy manages the process and context of interaction between the disputing parties but dies not impose a solution on the parties? Mediation The yielding conflict management style should be used if: The issue is much less important to you than to the other party According to research on the behavioral perspective of leadership, which of these leader behaviors include showing mutual trust and respect for subordinates and having a desire to look out for their welfare? People orientation Path-goal theory of leadership argues that: To be effective, leaders should select the most appropriate behavior based on the situation Hersey and Blanchard's situational leadership model states that the best leadership style depends on: The ability and motivation of followers Organizational behavior research indicates that transformational leaders produce ______ followers, whereas charismatic leaders produce _________ followers Empowered, dependent Which leadership theory adopts the view that leaders are agents of change? Transformational What is the relevance of emotional intelligence in leadership? Emotional intelligence is one of the desired competencies of effective leaders The behavioral perspective of leadership identifies which two clusters of leadership behaviors? Task-oriented and people-oriented According to research on the behavioral perspective of leadership, task-oriented leaders: Establish challenging goals Successful leaders have a positive evaluation about their own leadership skills and ability to achieve objectives. This refers to the leaders' _________. Self-concept According to the behavioral perspective of leadership, Leadership behaviors are clustered into people-oriented and task-oriented groups According to Fiedler's contingency model of leadership, Leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation Servant leadership emphasizes the notion that: Leaders serve followers rather than vice versa "Walking the Talk" refers to which of the following? The leader steps out and behaves in ways that symbolize the vision How do women differ from men in their use of leadership styles? Women tend to use more of the participative leadership style than do men Charisma refers to: The personal traits that provide referent power over others An organization that wants to compete through innovation should: Adopt an organic structure and make extensive use of informal communication to coordinate work One of the defining characteristics of a matrix organizational structure is that it: Overlays two organizational structures in order to leverage the benefits of both types of structure Which organizational design element is most closely related to standardization as a coordinating mechanism? Formalization Mechanistic structures operate best: In stable environments Which form of departmentalization organizes employees around specific skills or other resources? Functional structure A wider span of control is possible if: Employees manage themselves rather than being coordinated through close supervision An organic structure has: Decentralized decision-making and low formalization For which type of environment should organizations adopt an organic structure? Dynamic environment Organizational size, technology, and environment are: Three of the four contingencies of organizational design Flatter organizational structure: Tends to reduce overhead costs As an organization's culture gets stronger, it ___________. Makes it more difficult for decision-makers to identify problems or opportunities outside the mental model of that culture ________ are unconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities Shared assumptions The three stages of organizational socialization, in order, are _________. Pre-employment, encounter, role management According to the attraction-selection-attrition (ASA) theory, job applicants ________. Avoid employment in companies whose values seem incompatible with their own values The best way to determine an organization's culture is to _____________. Determine what the organization's enacted values are An organization's culture begins with its __________. Founders When merging two organizations, a separation strategy is most commonly applied when __________. The two organizations operate in distinct industries Which of the following are the observable indicators or organizational culture? Artifacts Which of these statements about the strength of organizational culture and organizational performance is true? Organizations with stronger cultures tend to perform better than those with weak vultures when the culture content fits the external environment Rituals are _________. Programmed routines of daily organizational life that dramatize the organization's culture Which model or organization change explicitly refers to unfreezing the current situation and refreezing the desired state? Force field analysis Increasing the driving forces and reducing the restraining forces tends to: Unfreeze the status quo Increasing the restraining forces and reducing or removing the driving forces would: Make the change process more difficult to implement One problem that communication, learning, and employee involvement have in minimizing resistance to change is that they: Are time-consuming Employee involvement is almost an essential part of the change process unless: The change must occur quickly in the organization Which of the following strategies to reduce the restraining forces should be used only if everything else fails? Coercion Change agents should introduce new rewards and information systems to: Refreeze the desired conditions Change agents are most frequently: Transformational leaders In the organizational change process, strategic vision: Could minimize fear of the unknown Which of the following statements is true concerning Lewin's Force Field model in the context of changes in other cultures? Lewin's model, like the Western perspective on change, views change as linear Power The capacity of a person, team, or organization to influence others Potential to change attitudes and behavior (not actual attempt to change) Based on target's perception that powerholder controls a valuable resource Requires a minimum level of trust by both parties Power involves unequal dependence Legitimate Power Agreement that people in specific positions can request behaviors from others zone of indifference The set of behaviors that individuals are willing to engage in at the other person's request norm of reciprocity a feeling of obligation to help someone who has helped you Information Control right to distribute information to others power from controlling resources and shaping perceptions
Expert Power Capacity to influence others by possessing knowledge or skills that they value Problem: mindlessly follow the guidance of experts Expertise can help companies cope with uncertainty in three ways. Prevention- prevent change Reward Power Control rewards valued by others, remove negative sanctions Coercive Power Ability to apply punishment Referent Power Capacity to influence others through identification with and respect for the power holder Associated with charisma Contingencies of Power Nonsubstitutability Nonsubstitutable Power increases with nonsubstitutability because: Resource has few/no other sources Nonsubstitutability increases: Through more control over the resource Centrality importance based on the degree and nature of interdependence with others. Visibility power comes from being on the mind or within eyesight of the boss Discretion The freedom to exercise judgment—to make decisions without referring to a specific rule or receiving permission from someone else Social Networks People connected to each other through forms of interdependence Social Capital Goodwill and resulting resources shared in a social network Networks offer three power resources Information (expert power) Visibility Referent power Strong Ties Close-knit relationships Offer more plentiful resources quickly, but less unique Weak Ties Acquaintances Offer unique resources, but more slowly
Many Ties Resources increase with number of ties Information technology helps, but still a limit Social Network Centrality Person's importance in a network Three factors in centrality: Betweenness - connected between others Influence is power in motion silent authority Power holder's request or mere presence influences behavior Legitimate power (subtle) assertiveness Vocal authority: reminding, checking, bullying Legitimate/coercive power Information Control Withholding, filtering, restructuring information Legitimate power (information gatekeeper) Coalition Formation Pooling members' resources and power to influence others Three functions: Pools resources, legitimizes the issue, reinforces social identity
upward appeal Claiming higher authority support or showing evidence of that support persuasion Logical arguments, emotional appeals Effects of persuader, message, channel, audience impression management Actively shaping others' perceptions/attitudes of us Self-presentation symbols/behavior Ingratiation - liking by, perceived similarity to, target person Exchange Exchange of resources for desired behavior Applied in negotiation, reciprocity, social networks Soft influence tactics rely on personal sources of power (expert and referent power), which tend to build commitment to the influencer's request. Hard influence tactics rely on position power (legitimate, reward, and coercion), so they tend to produce compliance or, worse, resistance. Hard tactics also tend to undermine trust, which can hurt future relationships. Negative outcomes of conflict Lower performance Higher stress, dissatisfaction, and turnover Less information sharing and coordination Increased organizational politics Wasted resources Weakened team cohesion (conflict among team members) Positive Outcomes of Conflict Better decision making by testing logic of arguments, questioning assumptions More responsive to the changing environment Stronger team cohesion (conflict between the team and outside opponents) Task Conflict Focuses on the issue (task), not other's competence Debate clarifies/tests logic Relationship Conflict Tries to undermine opponent's worth/competence Relies on status, assertive behavior Threatens self-concept, reduces trust Relationship conflict often develops during task conflict. Minimize relationship conflict through: Incompatible Goals Goals of one party perceived to interfere with other's goals Differentiation Different training, values, beliefs, and experiences Interdependence All conflict involves Risk of conflict increases with scarce resources Motivates competition for the resource ambiguous rules Creates uncertainty, increases threat to own goals communication problems Lack of opportunity to communicate Lack of skills to communicate Conflict reduces motivation to Conflict Handling Style: Preferred style when: Problem with this style: Conflict Handling Style: Preferred style when: Problems
with this style are: Conflict Handling Style: Preferred style when: Problem with this style: Conflict Handling Style: Preferred style when: Problems with this style: Conflict Handling Style: Preferred Style When: Problem with this style is: Cultural Differences in Conflict Handling Style Cultural differences influence preferred conflict handling style Gender Differences Men use more (women less) forcing style. Female managers use more avoiding style. Women use slightly more problem solving, compromising, yielding. The reasons might be motivation or expectations to maintain relationships. Structural Approaches to Conflict Management Emphasize superordinate goals Reduce
differentiation Improve communication and understanding Reduce interdependence Increase resources Clarify rules/procedures Superordinate goals are goals that the conflicting employees or departments value and whose attainment requires the joint resources and effort of those parties. Negotiation Parties attempt to resolve divergent goals by redefining the terms of their interdependence. Distributive Approach to Negotiation Win-lose orientation View that one party loses when the other party gains Most common when the parties have only one item to resolve Integrative (mutual gains) Negotiation approach Win-win orientation Negotiators believe the resources at stake are expandable More common with multiple issues of different value to each party Gather Information Discover other party's needs behind stated offers. Information gathering strategies: Manage Concessions Offer concessions sparingly, but enough to symbolize good faith and motivation to resolve the conflict. Concessions communicate relative importance of each negotiated item/issue. Successful negotiators: Time and Relationship Manage time using Deadline effect, exploding offers, escalation of time commitment Build the Relationship
(trustworthiness) negotiation setting influence - easier to navigate on own turf
in Negotiation Women tend to set lower target points, accept offers near their resistance points Avoid engaging in negotiation Receive more deceitful tactics by other negotiators Be viewed less favorably when using effective negotiation tactics Women tend to negotiate as well as men through training and experience. Leadership the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members. Shared Leadership employees lead each other flourishes in situations where leaders are willing to delegate power and let employees take initiative and risks. calls for a collaborative culture and works best when employees learns to influence others through enthusiasm, logic, and involvement of coworkers. elements of a transformational leader Build commitment to the vision Develop/communicate a strategic vision Encourage experimentation Model the vision Develop/communicate the vision Use symbols, metaphors, symbols. Frame the vision. Leaders communicate with humility,
Model the vision Enact the vision ("walking the talk"). Leader's own behavior symbolizes, demonstrates the vision. Two functions: Legitimizes and demonstrates the vision and builds employee trust in the leader. Encourage experimentation Encourage employees to question Support a learning orientation. Build commitment to the vision build commitment and trust through communication, modeling, and encouraging experimentation make employees more excited through rewards, recognition, and celebrations Charisma NOT a part of transformational leadership. Charisma is a personal trait that generates referent power over followers while transformational leadership is a set of behaviors that engages followers. Charismatic leadership tends to produce dependent followers and intoxicates leaders with self intrest Task oriented leadership Assign work, clarify responsibilities Set goals and deadlines, provide feedback Establish work procedures, plan future work People Oriented Leadership Concern for employee needs Make workplace pleasant Recognize employee contributions Listen to employees Servant Leadership Serving followers toward their need fulfillment, personal development, and growth Natural calling to serve others Humble, egalitarian, Ethical decisions and actions Path Goal Leadership effective leaders choose one or more leadership styles to influence employee expectations (their preferred path) regarding achievement of desired results (their work-related goals), as well as their perceived satisfaction with those results (outcome valences). Four main path-goal leadership styles are Directive, Supportive, Participative, Achievement-oriented Contigency Theory Best leadership style depends on employee/situation Authentic Leadership how well leaders are aware of, feel comfortable with, and act consistently with their self-concept.89 Authenticity is mainly about knowing yourself and being yourself Charismatic Visionary Leader seems to be a universal in its leadership style Gender in Leadership Male/female leaders have similar task- and people-oriented leadership. Female leaders use more participative leadership. Gender stereotypes and leader prototypes affect followers' evaluations of female leaders. Women rated higher on emerging leadership styles Mechanistic Structure Narrow span of control High centralization High formalization Many rules, limited decision making at lower levels, tall hierarchies of people in specialized roles Organic Structure Wide span of control Decentralized decisions Low formalization Tasks are fluid, adjusting to new situations and organizational needs. Functional Organizational Structure Organizes employees around specific knowledge or other resources (e.g., marketing, production) Benefits Economies of scale Limitations Emphasizes subunit more than organizational goals Divisional Structure Organizes employees around geography, products, or clients Best type depends on environmental diversity, uncertainty Geographic structures becoming less common Benefits Building block structure - accommodates growth Limitations Duplication, inefficient use of resources Matrix Structure Benefits Uses resources and expertise effectively Limitations More conflict among
managers who share power Effects of organizational size Increase division of labor (job specialization) Coordinate more with standardization and formal hierarchy Become more decentralized Innovation Strategy Providing unique products or attracting clients who want customization Cost Leadership Strategy Maximize productivity in order to offer competitive pricing Counterculture subcultures that oppose aspects of the dominant culture functions: Culture Strength How widely and deeply employees hold the company's dominant values and assumptions In strong cultures: Most employees understand/embrace the culture Three functions of strong cultures: Control system Assimilation: Acquired firm staff embrace acquiring culture Deculturation: Acquiring firm imposes its culture and practices Integration Composite culture preserves best of past cultures Separation Merged firms keep their own corporate cultures and practices Changing/Strengthening Culture: Founder's values/personality Transformational leaders can reshape culture - organizational change practices Changing/Strengthening Culture: Artifacts keep culture in place or shift the culture to new values/assumptions Changing/Strengthening Culture: Rewards are powerful artifacts Changing/Strengthening Culture: High turnover weakens organizational culture Strong culture depends on frequent, Changing/Strengthening Culture: Attraction-selection-attrition theory Socialization practices Attraction: applicants self-select based on compatible values Selection: firms select applicants with compatible values Attrition: employees with incompatible values quit/removed Driving Forces Push organizations toward change External forces or leader's vision Restraining Forces Resistance to change Employee behaviors that block the change process Try to maintain status quo Communicate to reduce resistance Highest priority and first strategy for change Generates urgency to change Reduces uncertainty (fear of unknown) Problems: time consuming and costly Learning to reduce resistance Helps employees perform well in new situation More confident in performing new tasks (higher change self-efficacy), increasing commitment to change Problems: potentially time consuming and costly Involvement to reduce resistance Perceived responsibility by employees for change success Minimizes not-invented-here syndrome Reduces fear of unknown Better decisions about the change initiative Problems: time consuming, potential conflict Help staff manage stress to reduce resistance Removes some negative valence of change Less fear of unknown Less energy directed toward managing stress Problems: time consuming, costly, doesn't help everyone Which of the following communication media tends to be the best for transmitting emotions *?Email is a very good medium for communicating emotions.
Which of the following communication channels is most effective?Face-to-Face Communication
The richest communication channel around, face-to-face meetings, is often hailed as the most effective way for teams to interact. This is because it reduces any misconstrued messages by allowing for body language, facial expressions, and other nonverbal communication.
Which of the following communication channels has the highest media richness?Face-to-face communication is very high in richness because it allows information to be transmitted with immediate feedback. For instance, a tweet is very low in richness because Twitter allows only 280 characters to be transmitted with no feedback.
What is flaming in organizational communication?Specifically, the literature has described aggressive, insulting behavior as "flaming", which has been defined as hostile verbal behaviors, the uninhibited expression of hostility, insults, and ridicule, and hostile comments directed towards a person or organization within the context of CMC.
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Which of the following communication media tends to be the best for transmitting emotions quizlet?
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