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CHAPTER 13 - Creating and Managing Teams1. Groups and Stages of group development a. Group and Groups i. Group: two or more interacting and interdependent individuals who come together to achieve specific goals ii. Formal Groups: Work groups defined by the organization's structure that have designat...

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CHAPTER 13 - Creating and Managing Teams 1. Groups and Stages of group development a. Group and Groups i. Group: two or more interacting and interdependent individuals who come together to achieve specific goals ii. Formal Groups: Work groups defined by the organization's structure that have designated work assignments and tasks 

Command groups - Groups determined by the organizational chart and composed of individuals who report directly to a given manager.

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Task groups - Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because when the task is completed, the group disbands.

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Cross-functional teams - Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others' jobs.

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Self-managed teams - Groups that are essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities such as hiring, planning and scheduling, and evaluating performance.

iii. Informal Groups: social groups that occur naturally in the workplace and tend to form around friendships and common interests - Social and Interest Groups

b. 5 Stages of group development 1. Forming: team members meet each other, form initial impressions, and begin to establish team norms 2. Storming: characterized by intragroup conflict 3. Norming: characterized by close relationships and cohesiveness. 4. Performing: when the group is fully functional and works on group task.

5. Adjourning: for temporary groups during which group members are concerned with wrapping up activities rather than task performance. 2. Group performance/ satisfaction model

a. External Conditions Imposed: i. The organization's strategy ii. Authority relationships iii. Formal rules and regulations iv. Availability of resources v. Employee selection criteria b. Group member resources: i. Knowledge ii. Abilities iii. Skills iv. Personality traits c. Group Structure: i. Role: behavior patterns ii. Norms: standards or expectations iii. Conformity: susceptible to pressures to conform iv. Groupthink: individual to align other’s opinion 3. Group Process: Decision making – Advantages and Disadvantages

a. Advantages: i. Generate more complete information and knowledge ii. Increase acceptance of a solution

iii. Increase legitimacy b. Disadvantages: i. Take more time ii. A dominant minority can unduly influence outcome; groupthink iii. Individual responsibilities are ambiguous 4. Conflicts: a. Definition: perceived incompatible differences that result in interference or opposition b. Traditional view: the view that all conflict is bad and must be avoided c. Human relations view: the view that all conflict is a natural and inevitable outcome in any group. d. Functional conflicts: conflicts that support a group's goals and improve its performance e. Dysfunctional conflict: conflicts that prevent a group from achieving its goals f.

Types of conflict: 3 types i. task conflict: conflict over content and goals of the work ii. relationship conflict: conflict based on interpersonal relationships iii. process conflict: conflict over how work gets done

5. Types of Work Teams: 4 a. Problem-solving teams: from the same department or functional area that's involved in efforts to improve work activities or to solve specific problems b. Self-managed work teams: operates without a manager and is responsible for a complete work process or segment c. Cross-functional teams: a work team composed of individuals from various functional specialties d. Virtual teams: uses technology to link physically dispersed members in order to achieve a common goal 6. Creating Effective Work Teams a. clear goals b. relevant skills c. mutual trust

d. unified commitment e. good communications f.

negotiating skills

g. appropriate leadership h. internal and external support 7. Challenges of managing global teams a. Group member resources b. Diverse cultural characteristics c. Group structure d. Status, e. Social loafing and cohesiveness f.

Group processes

g. Managing conflict

CHAPTER 14 - Managing Communication 1. Nature and Function of Communication a. Communication: the transfer and understanding of meaning, can be interpreted by the receiver, idea can be conveyed. b. Communication encompasses both i. interpersonal communication—communication between two or more people— and ii. organizational communication, which is all the patterns, networks, and systems of communication within an organization. iii. Both types are important to managers c. Functions: i. Control: Formal and informal communications act to control individuals’ behaviors in organizations. ii. Motivation: Communications clarify for employees what is to be done, how well they have done it, and what can be done to improve performance. iii. Emotional Expression: Social interaction in the form of work group communications provides a way for employees to express themselves. iv. Information: Individuals and work groups need information to make decisions or to do their work. 2. Compare and contrast methods of interpersonal communication a. Process:

b. Compare and contrast: The communication process contains even elements. i. First, a sender has a message. ii. A message is a purpose to be conveyed. iii. Encoding converts a message into symbols. iv. A channel is the medium a message travels along. v. Decoding happens when the receiver retranslates a sender’s message. vi. Finally, feedback occurs. c. Evaluate methods by: i. according to their feedback ii. complexity capacity iii. breadth potential iv. confidentiality v. encoding ease, decoding ease, time-space constraint vi. cost and time of consumption vii. interpersonal warmth, formality, scanability d. Methods include: face-to-face, telephone, group meetings, formal presentations, memos, traditional mail, fax, employee publications, bulletin boards, other company publications, audio- and videotapes, hotlines, e-mail, computer conferencing, voice mail, teleconferences, and videoconferences. 3. Barriers to effective interpersonal communication and how to overcome them a. Barriers to effective communication: filtering, emotions, information overload, defensiveness, language, and national culture, jargon (specialized terminology or technical) b. Managers can overcome these barriers by: using feedback, simplifying language, listening actively, constraining emotions, and watching for nonverbal clues 4. How communication can flow most effectively in organizations a. Types of Communication: i. Formal communication is communication that takes place within prescribed organizational work arrangements.

ii. Informal communication is not defined by the organization’s structural hierarchy. b. Direction: Communication in an organization can flow downward, upward, laterally, and diagonally c. The three communication networks include: i. the chain, in which communication flows according to the formal chain of command. ii. the wheel, in which communication flows between a clearly identifiable and strong leader and others in a work team. iii. the all-channel, in which communication flows freely among all members of a work team d. How: i. Managers should manage the grapevine as an important information network. ii. The negative consequences of rumors can be minimized by communicating openly, fully, and honestly with employees. iii. Workplace design also influences organizational communication. That design should support four types of employee work: focused work, collaboration, learning, and socialization 5. How technology affects managerial communication and organizations a. Technology: Technology has radically changed the way organizational members communicate. i. improves a manager’s ability to monitor performance. ii. gives employees more complete information to make faster decisions. iii. has provided employees more opportunities to collaborate and share information; and it has made it possible for people to be fully accessible, anytime anywhere 6. Contemporary issues in communication a. The two main challenges of managing communication in an Internet world are i. the legal and security issues ii. the lack of personal interaction

b. How to overcome: i. Manage knowledge by making it easy for employees to communicate and share their knowledge ii. Communicating with customers is an important managerial issue because it can significantly affect a customer’s satisfaction with the service and the likelihood of being a repeat customer. iii. It’s important for organizations to get input from their employees. iv. Finally, a company’s communication efforts need to be ethical.

CHAPTER 15 - Understanding and managing Individual Behavior 1. BEHAVIOR AND ORGANIZATIONAL BEHAVIOR a. Definition: i. Behavior: The actions of people ii. Organizational behavior: the study of actions of people at work iii. One of the challenges in understanding organizational behavior is that it addresses issues that aren’t obvious. Like an iceberg, OB has a small visible dimension and a much larger hidden portion.

2. FOCUS AND GOALS OF INDIVIDUAL BEHAVIOR WITHIN ORGANIZATIONS a. Focus on 3 major areas: i. Individual behavior including attitudes, personality, perception, learning, and motivation. ii. Group behavior including norms, roles, team building, leadership, and conflict. iii. Organizational aspects including structure, culture, and human resource policies and practices.

b. Managers need to be able to explain why employees engage in some behaviors rather than others, predict how employees will respond to various actions and decisions, and influence how employees behave. The goals of OB are to explain, predict, and influence behaviors such as i. Employee productivity – a performance measure of both efficiency and effectiveness. ii. Absenteeism – the failure to show up for work. iii. Turnover – the voluntary and involuntary permanent withdrawal from an organization. iv. Organizational Citizenship Behavior (OCB) – discretionary behavior that is not part of an employee’s formal job requirements, but which promotes the effective functioning of the organization. v. Job satisfaction – an employee’s general attitude toward his or her job. vi. Workplace misbehavior – any intentional employee behavior that is potentially damaging to the organization or to individuals within the organization. 3. ATTITUDES AND JOB SATISFACTION - When people speak of employee attitudes, they usually are referring to job satisfaction. a. Attitudes: evaluative statements, either favorable or unfavorable, concerning objects, people, or events. b. An attitude is made up of 3 components: cognition, affect, and behavior. i. Cognitive component – that part of an attitude that’s made up of the beliefs, opinions, knowledge, or information held by a person. ii. Affective component – that part of an attitude that’s the emotional or feeling part. iii. Behavioral component – that part of an attitude that refers to an intention to behave in a certain way toward someone or something. c. Job Satisfaction i. A person with a high level of job satisfaction has a positive attitude toward his or her job.

ii. A person who is dissatisfied has a negative attitude. iii. Job satisfaction is linked to productivity, absenteeism, turnover, customer satisfaction, OCB, and workplace misbehavior. 4. JOB INVOLVEMENT AND ORGANIZATIONAL COMMITMENT a. Job involvement: the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth. b. Organizational commitment: the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization. c. Perceived organizational support i. employees’ general belief that their organization values their contribution and cares about their well-being. ii. High levels of perceived organizational support lead to increased job satisfaction and lower turnover 5. DESCRIBE DIFFERENT PERSONALITY THEORIES a. Personality: the unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others b. The MBTI measures four dimensions: social interaction, preference for gathering data, preference for decision-making, and style of making decisions. MBIT - a popular personality-assessment instrument which classifies individuals as exhibiting a preference in 4 categories: i. Extraversion or introversion (E or I) ii. Sensing or intuition (S or N) iii. Thinking or feeling (T or F) iv. Judging or perceiving (J or P).

c. The Big Five Model consists of five personality traits: extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience i. 1. Extraversion: The degree to which someone is sociable, talkative, assertive, and comfortable in relationships with others. ii. 2. Agreeableness: The degree to which someone is good-natured, cooperative, and trusting. iii. 3. Conscientiousness: The degree to which someone is reliable, responsible, dependable, persistent, and achievement oriented. iv. 4. Emotional stability: The degree to which someone is calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure (negative). v. 5. Openness to experience: The degree to which someone has a wide range of interests and is imaginative, fascinated with novelty, artistically sensitive, and intellectual. d. The 5 personality traits that help explain individual behavior in organizations are i. locus of control: believing that what happens to them in their lives is due to luck or chance, by internal or external factors and forces ii. Machiavellianism: pragmatic, maintains emotional distance, and believes that ends can justify means iii. self-esteem: an individual’s degree of like or dislike for him/herself. iv. self-monitoring: a personality trait that measures the ability to adjust behavior to external situational factors

v. Risk-taking: People differ in their willingness to take chances e. Other personality traits include Type A/Type B Personalities i. Proactive personality: people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs ii. Resilience: an individual’s ability to overcome challenges and turn them into opportunities 6. 5 DIMENSIONS OF EMOTIONAL INTELLIGENCE (EI) (1) Self-awareness: The ability to be aware of what you’re feeling. (2) Self-management: The ability to manage one’s own emotions and impulses. (3) Self-motivation: The ability to persist in the face of setbacks and failures. (4) Empathy: The ability to sense how others are feeling. (5) Social skills: The ability to handle the emotions of others. 7. HOLLAND’S PERSONALITY-JOB FIT

8. PERCEPTION AND FACTORS THAT INFLUENCE IT a. Perception: how we give meaning to our environment by organizing and interpreting sensory impressions. A number of factors act to shape and sometimes distort perception including: i. Perceiver ii. Target iii. Situation b. Attribution Theory: how the actions of individuals are perceived by others depends on what meaning (causation) we attribute to a given behavior. i. Attribution depends on 3 factors: distinctiveness, consensus, and consistency ii. errors or biases distort our attributions c. The fundamental attribution error: the tendency to underestimate the influence of external factors and overestimate the influence of internal factors d. Self-serving bias – the tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors. e. Three shortcuts used in judging others are assumed similarity, stereotyping, and the halo effect 9. LEARNING THEORIES AND THEIR RELEVANCE IN SHAPING BEHAVIOR a. Operant conditioning argues that behavior is a function of its consequences. Managers can use it to explain, predict, and influence behavior. b. Social learning theory says that individuals learn by observing what happens to other people. c. Managers can shape behavior by using i. Positive reinforcement (reinforcing a desired behavior by giving something pleasant) ii. Negative reinforcement (reinforcing a desired response by withdrawing something unpleasant) iii. Punishment (eliminating undesirable behavior by applying penalties) iv. Extinction (not reinforcing a behavior to eliminate it).

10. CONTEMPORARY ISSUES IN ORGANIZATIONAL BEHAVIOR a. The challenge of managing Gen Y workers is that they bring new attitudes to the workplace. b. Workplace misbehavior can be dealt with by i. recognizing that it’s there ii. carefully screening potential employees for possible negative tendencies iii. and most importantly, by paying attention to employee attitudes through surveys about job satisfaction and dissatisfaction.

CHAPTER 16 – Motivating Employee

1. MOTIVATION a. Definition: the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal. b. This definition has 3 key elements: energy, direction, and persistence. i. energy is a measure of intensity, drive, and vigor ii. effort is channeled in a direction that benefits the organization iii. we want employees to persist in putting forth effort 2. EARLY THEORIES OF MOTIVATION a. Maslow’s Hierarchy of Needs: human needs—physiological, safety, social, esteem, and self-actualization—form a sort of hierarchy

SOCIAL

b. McGregor’s Theories X and Y

i. Theory X – the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform. ii. Theory Y – the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction. c. Herzberg’s Two-Factor Theory: the motivation theory that claims that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction.

i. Hygiene factors – factors that eliminate job dissatisfaction, but don’t motivate. ii. Motivators – factors that increase job satisfaction and motivation. iii. Contrasting views of Satisfaction and dissatisfaction: The opposite of “satisfaction” is “no satisfaction,” and the opposite of “dissatisfaction” is “no dissatisfaction.”

d. McClelland’s Three Needs Theory: the motivation theory that sites three acquired (noninnate) needs (achievement, power, and affiliation) as major motives in work. i. Need for achievement (nAch) – the drive to succeed and excel in relation to a set of standards. ii. Need for power (nPow) – the need to make others behave in a way that they would not have behaved otherwise. iii. Need for affiliation (nAff) – the desire for friendly and close interpersonal relationships 3. COMPARE AND CONTRAST 4 CONTEMPORARY THEORIES OF MOTIVATION a. Goal-setting theory – the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.

i. Self-efficacy – an individual’s belief that he or she is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed in a task. low self-efficacy are likely to reduce their effort or give up altogether b. Reinforcement Theory i. Reinforcement theory – the theory that behavior is a function of its consequences.

ii. Reinforcers – consequences immediately following a behavior which increase the probability that the behavior will be repeated. c. Equity Theory i. Proposes that employees compare what they get from a job (outcomes) in relation to what they put into it (inputs), and then they compare their inputs– outcomes ratio with the inputs–outcomes ratios of relevant others ii. Referents – the persons, systems, or selves against which individuals compare themselves to assess equity. iii. Distributive justice – perceived fairness of the amount and allocation of rewards among individ...