Organizational Behaviour

Chapter 1
Definition: field of study devoted to understanding, explaining and ultimately improving the attitudes
and behaviours of individuals and groups in organizations.
-Scholars in management dept conduct OB experiment and then managers find out whether they meet
real world challenges
Contrasts:
Human Resources Management- explores the applications of OB principles. OB study: relationship
between leraning and job performance HRM study: best ways to structure training programs to
promote employee learning
Strategic Management- explores the product choices and industry characteristics that affect and
organizations profitability. SM study: relationship between firm diversification and firm profitability
Sociology, economics and organizational psychology all play parts of Organizational Behaviour
The Role of Management Theory
Fredrick Taylor- father of scientific management (using scientific method: careful observations,
measurements, experimentation). One example is the optimization of brick laying (reducing the number
of hand movement less fatigue more $$$ teach to workers and give incentives to apply
Max Weber bureaucracy. Didnt look at one work process, but the big picture.
Characteristics:
1) division of labour with a high level of technical specialization
2) Strict chain of command (authority hierarchy)
3) System of formal rules and procedures that ensure consistency
4) Decision making at the top
Classical view of low productivity job level problems (ie. Design flaws, failure to implement specified
processes, inadequate working conditions)
Human Relations Movement-> psychological attributes (needs, attitudes) + social forces within groups
had an effect on workers

Individual Outcomes: Job Performance and Organizational commitment. Both workers and managers
want it to succeed.
Individual Mechanisms: mechanisms that directly affect job performance and organization
commitment:
Job Satisfaction-captures what employees feel when thinking about their jobs and doing their day to
day work.
Stress Motivation
Trust, Justice and Ethics- the degree to which employees feel that their company conducts business
with fairness, honesty and integrity
Learning and Decision Making- how employees gain job knowledge and how they use it during the job
Individual Characteristics and Group Mechanisms- The factors that improve individual mechanisms
Personality ,Cultural Values and ability
Teams, diversity , and communication- norms, member roles and the way members depend and relate
to each other
Power, Influence and negotiation- how individuals and leaders acquire power and how it is utilized in
day to day conflicts
Leadership styles and behaviour- how different leaders behave and when different styles are
appropriate
Organizational Mechanisms
Organizational Culture and Change- Every company has certain rules, norms and values that shape
employee attitudes. Sometimes they are change and can make issues arise.
Building a Conceptual Agreement
Resource Base View- valuable resource that are capable of creating a long term profit for the company:
related to OB- knowledge, decision making and abilities of the work force + image of the company
Resources are more valuable when theyre RARE or INIMITABLE
Things that are inimitable?
History- experience, wisdom and knowledge that give an upper hand to an organization. Ie. West Jet
having a history in the discount airline industry over Zip, a short-lived expansion of Air Canada.
Numerous Small Decisions- Big decisions can be copied (Pepsi lime twist came out two months after
diet coke lime), but the small details such as West Jets playful and whimsical flight attendants and
personnel is not.
Socially Complex Resources- Culture, teamwork, trust and reputation. Cannot be bought like tangible
resouces. Not clear how they came about, but we know when companies have it.
Rule of one-eight: the belief that at best one eight, or 12 percent of organizations will actually do what
is required to build profits by putting people first
The Scientific Method by Sir Francis Bacon
Theory: A collection of verbal and symbolic assertions that specify how and why variables are related, as
well as the conditions in which they should ( and should) be related.
Hypotheses: written predictions that specify relationships between variables ie. Social recognition
behaviours on the part of managers will be positively related to the job performance and organization
commitments of their units.
Correlation- the statistical relationship between two variables (it can be positive or negative and range
from 0 to +- 1 . 0= no relationship 1= perfect match
Meta-analysis- combining the results of multiple scientific studies by calculating a weighted average
correlation across studies
Chapter 2
Job Performance- employee behaviours that contribute either positively or negatively to the
accomplishment of organizational goals
Task Performance- employee behaviours that are directly involved in the transformation of organization
resources into the good or services that the organization performance. The explicit obligations that an
employee must do to retain their job. Ie. Firefighter- put out fires, help rescue people in fires.

Routine Task Performance- Predictable, habitual or banal act for an employee.ie. Flight attendant telling
passengers how to put seatbelts
Adaptive Task Performance- novel, unusual or at least unpredictable tasks. Ie. Me having to take out a
oven to the back of Home Depot ie. Flight attendants getting people out of a burning airplane

Creative Task Performance When individuals develop Ideas or physical outcomes that are both novel
and useful. Example: in 1946 a fashion designer coming up with the idea of the bikini.
Not a CTP, Steel plated Bikini, creative, but not useful.
Job Analysis A process by which an organization determines requirements of specific jobs
Process of creating a Job Analysis:
Step 1- list all activities involved in the job from observations, surveys and interviews of employees.
Step 2- list is rated according to things like the importance and frequency of the activity
Step 3- List is edited to keep the most important and frequent tasks
National Occupation Classification (NOC) A national database of occupations in Canada, organizing
over 30,000 job titles into 520 occupational group descriptions. Good start for employers to figure out
the important tasks of a job, but it does not capture the uniqueness of each company.
Citizenship Behaviour- Voluntary employee behaviour that contribute to organizational goals by
improving the context in which work takes places
Interpersonal citizenship behaviour- going beyond normal job expectations to assist, support and
develop co-workers and colleagues
Sub categories:
Interpersonal
Helping- assisting co-workers who have heavy work-loads, aiding them with personal matters or helping
new employees around. Ie. Bill showing me around the lot
Courtesy- Keeping co-workers informed of information that is relevant to them. Not concealing secrets.
Ie. Telling other lot associates you will be leaving early.
Sportsmanship- Maintaining a good attitude with co-workers even when times are tough or when
someone is annoying.


Organizational
Voice- Speaking up and giving suggestions for change. Not nagging about bad rules or policies, but doing
something about it
Civic Virtue- participation in the company operations at a deeper than normal level through voluntary
meetings, readings and keeping up with company news. Ie. Home Depot community volunttering
Boosterism- Positively represting the organization when in public. Ie. Keeping kitchen horror stories to
yourself.
Counterproductive Behaviour employee behaviours that intentionally hinder organization goal
accomplishments.
Organizational Counterproductive
SERIOUS
Property deviance: behaviours that harm the organizations assets and possessions
Sabotage- purposeful destruction of physical equipment, organizational processes, or company
products. Ie. MCA employee morale lowering after IBM merger and sabotaging cleanliness of laser disk
production leading to a 90% disk failure rate
Theft- Stealing company products or equipment from the organization. 47% of shrink in companies
comes from workers
MINOR
Production deviance: intentionally reducing organizational efficiency of work output
Wasting resources- Using too many materials or too much time to do too little work. Ie. Taking too long
of a work, manufacturing employee who uses to much wood or metal
Substance abuse- if employees are abusing alcohol or drugs before or during work then their efficiency
and work quality will decrease

Interpersonal Counterproductive
Political Deviance- behaviour that intentionally disadvantages other individuals

SERIOUS
Personal aggression- hostile verbal and physical actions directed toward other employees
Subcategories
Harrasment- unwanted physical contact or verbal remarks from a colleague ie. Sexual harassment or
verbal
Abuse- employee assault or endangerment from which physical or psychological injuries may occur


MINOR
Gossiping- conversations about people in which the facts are not confirmed as true. Such behaviours
undermine the morale of individual and group friendships
Incivility- communication thats rude, impolite, discourteous and lacking in good manners. Weakens
relationships in office, makes team work weaker
No correlations between task performance and counterproductive behaviour, many times the best
employees will be the least likely to be blamed
Performance Management:
Management by Objectives (MBO)- Bases employee evaluations whether specific performance have
been met. Usually managers will sit down with employees to set goals and to put a timeline on the
goals. Ie. reduce production waste by 35% in 3 months
Behaviourally anchored Rating scales- use of examples of critical incidents to evaluate an employees job
performance behaviour directly. Ie. Rating an employee from 5-1 on their adaptive skills. 5 being
excellent and 1 being poor. Manager will rate several performance dimensions and then take the
average. Constructive criticism for employee and a good compliment to MBOs
360 degree feedback- A performance evaluation system that uses ratings provided by supervisors,
coworkers, customers and the employee themselves.
Forced Ranking- created by Jack Welch of GE, managers have to put their employees into three
categories: top 20 percent, vital middle 70 percent and the bottom ten percent. Bottom ten was usually
let go by Welch

Chapter 3
Organizational Commitment- An employees desire to remain a member of an organization.
Turnover can be both voluntary and involuntary (quitting and being fired)
Withdrawal behaviour- employees who are not committed to their organization engage in this
behaviour. Actions that are intended to avoid work situations.
FORMS OF COMMITMENT
Affective Commitment: desire to remain a member of an organization due to an emotional attachment
with the organization.
Moderately strong correlation between affective commitment and citizenship behaviour
Erosion Model a model that suggests that if a worker has fewer connections with co-workers then
theyre most likely to quit. Less attached to co-workers, easier to leave.
Social Influence Model- employees who have direct linkage with workers who leaver are more likely to
leave. Quitting can become contagious in organizations

Continuance Commitment: cost-based reason to stay- salary, benefits, promotions and well-being of
family.
Embeddedness- a persons links to the organization and the community, their sense of fit with the
organization and what they would have to give up for a job change
Normative Commitment- a sense that debt is owed to boss, colleague or the company. Staying because
you ought to.
Focus of Commitment- the people, places and things that inspire a desire to remain a member of an
organization

Withdrawal Behaviours
Exit- an active destructive action by which an individual ends or restricts organizational membership. i.e
removing yourself from a situation or being absent more often
Voice- a response often in a negative work event, in which an employee offers constructive suggestions
for change
Loyalty: maintaining your effort despite your unhappiness. Passive constructive action that maintains
supports for the situation while hoping for change
Neglect: destructive response to a negative work event in which ones interest and effort in work
declines

Psychological Withdrawal: consists of actions that provide a mental escape from the work environment.
lights are on but nobody is home
Daydreaming- an employee appears to be workings but is distracted by random thoughts or concerns
Socializing- discussing non work topics with other coworkers at the cubicles or around the office
Looking Busy- An intentional desire on the part of an employee to look like theyre working even when
theyre not doing anything. Ie. George Costanzas trick of looking annoyed for his boss to think he is
busy.
Moonlighting-psychological withdrawal in which employees use work time and resources to do non
work activities
Cyberloafing- using internet, e-mail and social networking for their personal enjoyment rather than
work duties.
Psychological Withdrawal- a physical escape , short or long term from the work environment
Eg. Tardiness and Long Breaks
Missing Meetings- neglecting important work while being out of work
Independent Forms Model A model of withdrawal which argues that various withdrawal behaviour
are uncorrelated with one another, occur for different reasons and fulfill different needs.
Compensatory forms model- Model that argues that various withdrawal behaviours negatively correlate
to one another. Dong one means you will do less of another. If you cyberloaf at work then at you wont
have to want to miss work a lot.
Progression Model- The model that argues that withdrawal behaviours are positively correlated. If you
socialize/day dream then youll start to come in late or take long breaks which then can lead to quitting
or being absent.
Chapter 4 Job Satisfaction
Job Satisfaction- defined as a pleasurable emotional state resulting from the appraisal of ones job or
job experiences. How you feel or think about your job.
Values- The things people consciously or subconsciously want to seek or attain. A good wage? Sense of
achievement? Nice colleagues?
Value Percept theory- A theory that argues that job satisfaction depends on whether the employee
perceives that his or her job supplies those things that they value.
Dissatisfaction= (Vwant Vhave) x (Vimportance)
Pay Satisfaction- employees feeling about their age, whether it is as much as they deserve, secure and
adequate for both normal expenses and luxury items.
Pay satisfaction also matter in terms of how much the employees are paid compared to others.
Promotion Satisfaction- employees feelings about the companys promotion policies and their
execution, including frequency, fairness and based on ability.
Supervision Satisfaction- Employees feeling about their boss, including his or her competency,
communication and personality. Do they reward good performance? Do they have a good personality?
Co-worker Satisfaction- employees feeling about their fellow employees. Are they smart, responsible
helpful fun etc. Can they help me do my job? Do I enjoy being around them?
Satisfaction with the work itself- employees feelings about the work itself, is it challenging enough?
Respected? Make use of their skills? Repetitive?
THREE CRITICAL PSYCHOLOGICAL STATES that make work satisfying
Meaningfulness of Work- the degree to which work tasks are viewed as something that counts in the
employees system of philosophy and beliefs. Trivial tasks are less meaningful to employees than tasks
that they feel aid the organization or society
Responsibility of Outcomes- captures the degree to which employees feel that they are key drivers of
the quality of the units work. Sometimes employees feel like their because work out comes are dictated
by effective procedures, efficient technologies or more influential colleagues.
Knowledge of results- which reflects the extent to which employees know how well (or how poorly)
they are doing.
Job Characteristics Theory- A theory that argues that five core characteristics combine to result in high
levels of satisfaction with the work itself.
Variety- the degree to which a job requires different activities and itself.
Identity- the degree to which a job requires completing a whole, identifiable, piece of work from
beginning to end with a visible outcome. Ie. Truck driver doing trip from start to end
Significance- the degree to which the job has a substantial impact on the lives of other people,
particularly people in the world at large. Ie. Fireman vs washroom attendant
Autonomy- the degree to which the job provides freedom, idenependence and discretion to the
individual perfomring the work. Control of time, scheduling, and sequence of work activities.
Feedback- degree to which carrying out the activities required by the job provides the worker with clear
information about how well he or she is doing.
Knowledge and Skill- the degree to which employees have the aptitude and competence needed to
succeed in their job
Growth Need Strength- The degree to which employees desire to develop themselves further
Job Enrichment- When job duties and responsibilities are expanded to provide increased level of core
job characteristics. Such that duties and responsibilities are expanded to provide more variety,
autonomy, satisdaction, identity and feedback

Moods and Emotions
Moods- state of feeling that are often mild in intensity. Your mood can quickly change throughout the
day, go up from a funny conversation and go down when paperwork is overdue.
Affective Events Theory- workplace event can generate affective reactions that then go on to influence
work attitudes an behaviours. These events can trigger emotions, anger at a boss etc.
Emotional Labour- The management of their emotions that employees must do to complete their job
duties successfully
Emotional contagion- the ideas that emotions can be transferred from one person to another









Chapter 5- Stress
Stress- the psychological respond to demands when there is something at stake for the individual, and
when coping with these demands would tax or exceeds the individuals capacity or resources
Stressors- demands that cause the stress response
Strains- negative consequences of the stress response
Primary appraisal- evaluation of whether a demand is stressful and if it is, the implications of the
stressor in terms of personal goals and well beings
Cashiers can be stressed due to machines always breaking down
Or can be stressed because of having to train other workers, receiving merchandise from vendors and
doing inventory, but might appraise the demands as providing an opportunity to learn and to
demonstrate their competence.
Benign job demands- job demands that are not appraised as being stressful. Eg. Cashiers doing their
routine work
Types of stressors-
Hindrance stressors- stressful demands that are perceived as hindering progress towards personal
accomplishments or goal attainment. Tend to trigger negative emotions anger and anxiety
Challenge stressors- Stressors that tend to be appraised as opportunities for growth and achievent
Hindrances-
Role conflict- others having differing expectations of what an individual needs to do in a role (call
centres having to do a certain amount of calls in an hour, but responding all the questions and concerns
raised by the people who they call)
Role Ambiguity- A lack of direction and information about what needs to be done in a role (a lack of
information in a project)
Role overload- an excess of demands on an employee preventing him or her from working effectively
Daily Hassles- Minor day-to day demands that interfere with work accomplishment (unnecessary paper
work, office equipement malfunction, conflict with abrasive coworkers etc
Challenge Stressors-
Time Pressure- the sense that the amount of time allotted to do a job is not quite enough (more
challenging than hindering)
Work Complexity- the degree to which job requirements tax or just exceed employee capabilities
(knowledge, skills and abilities)
Work Responsibilities- the number and importance of the obligations that an employee has to others
(air controllers that have the responsibility of peoples lives have a high work responsibility)
Non Work Hindrance Stressors
Work-family conflict- a form of role conflict in which the demands of work role hinder the fulfillment of
the demands in a family role (or vice versa)
Eg. Work to family People who have lots of frustrations at work unable to switching off impatient with
family and friends
Family to work- salesperson who is experiencing the stress of maritial conflict comes to work with
negative feelings making his job harder
Negative life events- events such as a divorce or death of a family members hinder the ability to
achieve life goals and are associated with negative emotions

Financial Uncertainty- uncertainties with regard to the potential for loss of livelihood, savings or the
ability to pay expense. Ie economic recesssions people are getting laid off and losing homes and live
savings hard to do their job

Non-Work Challenge Stressors-
Family time demands- the amount of time committed to fulfilling family responsibilities (travelling,
attending social events and organized activities)
Personal development- participation in activities outside of work that foster growth and learning
(hobbies, extra education, music lessors, sports related)
Positive Life Events- Events such as marriage or the birth of a child that tend to be appraised as a
challange

How do people cope with stressors?
Secondary Appraisal- When people determine how to cope with various stressors they face. What
should I do? What can I do
Coping- behaviours and thoughts used to manage stressful demands and the emotions associated with
the stressful demands
Behavioural coping- physical activities used to deal with a stressful situation (working faster, coming in
late to work in order to avoid daily hassles)
Cognitive Coping- Thoughts used to deal with a stressful situation (thinking of different ways to
accomplish a task more efficiently when time pressured, convincing oneself that daily hassles arent that
bad)
Emotion-focused coping- Behaviours and cognitions of an individual intended to help manage
emotional reactions to the stressful demands
Physiological strains- Reactions from stress that harm the human body (cardiovascular system, stomach
aches, headaches, back pains etcs)
Psychological strains- negative psychological reactions from stressors such as depression, anxiety and
anger
Burnout- the emotional, mental and physical exhausting from coping with stressful demands on a
continuing basis
Behavioural Strains- patterns of negative behaviours that are associated with other strains (chewing guy,
smoking a lot, overuse of alcohol, being bossy, grinding teeth)
Type A Behaviour Pattern- People who tend to experience more stressors, to appraise more demands
as stressful, and to be prone to experiencing more strains
Social Support- the help people receive from others when they are confronted with stressful demands
Instrumental support- the help people receive from others that can be used to address a stressful
demand directly
Emotional support- the empathy and understanding people receive from others that can be used to
alleviate emotional distress from stressful demands
Stress Management-
Stress Audit- An assessment of the sources of stress in workplace
Reducing stressors-
Job Sharing- when two people share the responsibilities of a single job
Training interventions- practices that increase employees competencies and skills

Supportive practices- Ways in which organizations help employees manage and balance their demands
(flexible hours, allow workers to work from home, encourage staff to take care of sick child/elderly,
eliminate unnecessary meetings
Reducing Strains- Relaxations techniques- calming activities to reduce stress (taking a walk, writing in a
journal, deep breating)
Cognitive- behavioural-techniques- various practices that help workers cope with lifes stressors in
rational manners
Health and Wellness programs- Employee assistance programs that help workers with personal
problems such as alcoholism and other addictions


Chapter 6- Motivation
Motivation- a set of energetic forces that determine the direction, intensity and persistence of an
employees work effort
Engagement- contemporary synonym for high levels of intensity and persistence. Employees
who are engaged completely invest themselves and their energy into their jobs.
Outwardly engaged workers devote a lot of energy to their jobs, striving as hard as they can to
take initiative and get the job done.
Inwardly, engaged employees focus a great deal of attention on their work, sometimes becoming
so absorbed that they lose track of time.
Expectancy Theory- A theory that describes the cognitive process employees go through to
make choice among different voluntary responses.
Choices depend on three specific beliefs that are based in our past learning and experience:
expectancy, instrumentality and valence.
Expectancy: the belief that exerting a high level of effort will result in a successful performance
on some task.
E P represented from 0 (no chance!) to 1 (a mortal lock!)
Self-efficacy- The belief that a person has the capabilities needed to perform the behaviours
required on some task. Self-confidence or a task-specific version of self-esteem.
-Higher efficacy tend to perceive higher levels of expectancy- and therefore will be more likely
to put in more effort.
Self-efficacy levels can come from three things seen at half-time pep talks by coaches
references to past comebacks or victories (past accomplshments), pep talks about how good the
team is (verbal persuasion) and cheers to rally the troops (emotional cues)

Instrumentality- The belief that successful performance will result in some outcome or outcomes.
Subjective probabilities ranging from 0 to 1.
PO *Instrumentality comes from instrumental like reading this chapter will be instrumental
to getting a good grade.
Valence- The anticipated value of the outcomes associated with successful performance
Salary increases, bonuses and other informal rewards are positively valenced outcomes and
displinary actions, demotions and terminations are negalitvely valenced outcomes

Outcomes are deemed more attractive when they help satisfy needs. Needs- groupings or clusters
of outcomes viewed as having critical psychological or physiological consequences
Existence- physiological, safety. Relatedness- love, belongingness, Control- Autonomy,
responsibility, Esteem- self-regard, growth, Meaning- self actualization
Extrinsic motivation- Desire to put forth work effort due to some contingency that depends on
task performance- Pay, bonuses, promotions, benefits and perks, Praise, job support, free time,
lack of disciplinary action demotions or terminations

Intrinsic motivation- Desire to put forth work effort due to the sense that task performance serves
as its own reward- Enjoyment, interestingness, accomplishment, knowledge gain, skill
development, personal expression.

Meaning of money- the idea that money can have symbolic value (achievement, respect,
freedom) in addition to economic value
Motivational force: E P x [(P O) x V]
Goal setting theory- A theory that views goals as the primary drivers of the intensity and
persistence of effort.
People will give higher results with specific and difficult- stretching an employee to the max
while staying within the boundaries of their abilities (difficult does not mean impossible)
Self set goals- you can lead a horse to water buy you cant make it drink it
The internalized goals that people use to monitor their progress that have been show to drive
motivation and behaviour.

Moderators- three variables that specify when assigned goals will have stronger or weaker
effects on task performance.
Feedback- in goal setting theory, it refers to progress updates on work goals. Playing Halo and
not knowing your friends score that you have to beat.
Task Complexity- the degree to which the information and actions needed to complete a task
are complicated
Goal Commitment- the degree to which a person is determined to reach the goal

SMART GOALS: Specific, Measurable, Achievable, Results-based, Time-sensitive goals
Equity Theory- employees create a mental ledger of the outcomes they receive for their job
inputs, relative to some comparison of other
Comparison of other- another person who provides a frame of reference for judging equity. IF
they are doing a similar project than you but receiving a bigger reward. Playoff tickets!
Equity distress- An internal tension that results from being overrewarded or unrewarded relative
to some comparison other
Cognitive distortion- A reevaluation of the inputs an employee brings to a job, often occurring in
response to equity distress
Internal comparisons- comparing oneself to someone in your same company
External comparisons- someone outside of the company

Psychological empowerment- An energy rooted in the belief that task are contributing to some
larger purpose
Meaningfulness- A psychological state reflecting ones feelings about work tasks, goals and
purposes and the degree to which they contribute to society and fulfill ones ideals and
passions
Self-Determination- A sense of choice in the initiation and continuation of work tasks
Competence- the capability to perform work tasks successfully. Competence brings with it a
sense of pride and mastery that is itself motivating.
Impact- the sense that a persons actions make a difference that progress is being made
toward fulfilling some important purpose

Chapter 7: Trust, Justice and Ethics
Trust- the willingness to be vulnerable to an authority based on positive expectations about the
authoritys actions and intentions . Willing to take the risk of putting yourself out there (buying
a pair of nike shoes or a potential recruit trusting the words of Nike Management)
Justice- The perceived fairness of an authoritys decision making (high justice means that
employees think the decision outcomes are fair and that ecision making processes are designed
and implemented in a fair manner)
Ethics- the degree to which the behaviours of an authority are in accordance with generally
accepted moral norms
Trust-
Disposition based trust- trust that is rooted in ones own personality as opposed to a careful
assessment of the trustees worthiness (you naturally trust others)
Has to do more with the trustor than with the trustee
Trust- propensity- a general expectation that words, promises and statements of individuals can
be relied upon faith in human nature Inherently trusting
Comes from nature and nurture- if parents untrusting then one might be too genetically or model
their behaviour
Nation in which you live also has an impact
Cognitive Based Trust- Trust that is rooted in a rational assessment of the authoritys
trustworthiness. Measuring trustworthiness Driven by the autoritys track record

Affect- Based
Trustworthiness- Characteristics or attributes of a person that inspire trust, including ability,
benevolence and integrity
Ability- The skills competencies and areas of expertise that enable an authority to be successful
in some specific area (you wouldnt trust a mechanic to perform a surgery or a doctor to
fix your car)
Benevolence- the belief that an authority wants to do good for a trustor, apart from selfish or
profit centred motives
Integrity- The perception that an authority adheres to a set of values and principles that the
trustor finds acceptable walk the talk
Affect-based trust- Trust that depends on feelings toward the authority that go beyond any
rational assessment of trustworthiness- we trust them because we like them
Justice-
Distributive Justice- the perceived fairness of decision making outcomes ( gauge distributive
outcomes such as pay, rewards, work assignments etc are allocated using proper norms equity
with more outcomes allocated to those who contribute more inputs
Procedural Justice- The perceived fairness of decision making processes (giving the employees
a voice to express their opinions and views during decision making)
Correctability- provides a change for employees to request an appeal when a procedure seems to
have worked ineffectively
Interpersonal Justice- the perceived fairness of interpersonal treatment received by employees
from authorities-
Respect rule- whether authorities treat employees in a dignified and sincere manner
Propiety rule- whether authorities refrain from making improper or offensive remarks
Informal Justice- the perceived fairness of the communications provided to employees from
authorities.
The justification rule- authorities explain decision making procedures and outcomes in a
comprehensive and reasonable manner
Truthfulness rule- require that those communications be honest and candid

Ethics-
Whistle blowing- employees exposing illegal or immoral actions by their employees
(especially ethical as whistle blower risk retaliation by other members of organization especially
when they lack power)
Four Component Model- model that argues that ethical behaviours result from the multistage
sequence of moral awareness, moral judgement, moral intent and ethical behaviour
Moral Awareness- recognition by an authority that moral issues exists in a situation.
Sometimes companies act unethically as they dont perceive that moral issues are relevant to the
given situation/. Is putting a sex scene easter egg immoral in GTA San Andreas?
Moral Intensity- The degree to which an issue has ethical urgency. Act that injures 1000 is
more intense than one that might injure 10.
Moral Attentiveness- The degree to which people chronically perceive and consider issues of
morality during their experience- People pay more attention to stimuli that are significant, vivid
and recognizable. Ie. Morally attentive people are likely to report facing several ethical dilemmas
in a typical day.
Moral Judgement- When an authority can accurately identify the right course of action,
ethical and unethical
Cognitive Moral Development- As people age and mature, they move through several states of
moral development, each more mature and sophisticated than the prior one
Moral principles- Prescriptive guides for making moral judgements
Moral Intent- An authoritys degree of commitment to the moral course of action. People know
something is wrong, but still choose to do it. Companies may possess unethical cultures, where
violations of moral codes are the rule rather than the exception (McWayne)
Moral Identity- the degree to which a person views himself as a moral person
Learning and Decision Making
Learning- a relatively permanent change in an employees knowledge or skill that results from
experience. Impact on decision making.
Decision Making- The process of generating and choosing from a set of alternatives to solve a
problem. The more knowledge and skills employees possess, the more likely they are to make
accurate and sound decisions
Expertise- the knowledge and skills that distinguish experts from novices
Types of Knowledge
Explicit Knowledge- Knowledge that is easily communicated and available to everyone (what
companies teach during training sessions) Something in a manual or textbook
Tacit Knowledge- Knowledge that employees can learn through experience highly personal in
nature, sometimes holders dont recognize they have it, hard to articulate to others
Methods of Learning
Reinforcement
Contingencies of Reinforcement- Four specific consequences used by organizations to modify
employee behaviour
Positive Reinforcement- a reinforcement contingency in which a positive outcome follows a
positive behaviours (a reward, increased pay, promotion). Employee must see connection
between behaviour and reward
Negative Reinforcement-unwanted outcome is removed following a desired behaviour (not
getting yelled at for doing a job right)
Extinction- the removed of a positive outcome following an unwanted behaviour. Purposeful or
accidental Purposeful: not reacting to a co-worker making an racist joke Accidental: not
acknowledging that an employee works late to finish up a job task
Positive reinforcement and extinction most commonly used
Schedules of Reinforcement- the timing of when contingencies are applied or removed
Continuous reinforcement- A schedule of reinforcement in which a specific consequence
follow each and every occurrence of a certain behaviour
Fixed Interval Schedule- A schedule whereby reinforcement occurs at fixed time periods.
Employees are rewarded after a certain amount of time and the length time between periods is
the same
Variable-interval schedule- A schedule whereby reinforcement occurs at random periods of
time
Fixed ratio schedule- a schedule wereby reinforcement occurs following a fixed number of
desired behaviours (ie. Creating x number of products)
Variable-ratio Schedule- A schedule whereby behaviours are reinforced after a varying number
of them have been exhibited (commission for salespeople)
Observations-
Social learning theory- theory that argue that people in organization learn by observing others
Behavioural modelling- when employees observe the actions of other, learn from what they
observe and then repeat the observed behaviours (Harry Potter teaching other wizards how to
perform certain spells by doing them with the wizards) One of the best ways to acquire tacit
knowledge
Goal Orientation-
Learning orientation- a predisposition or attitude according to which building competence is
deemed more important by an employee than demonstrating competence. Try doing new types of
tasks even if they fail
Performance- prove orientation- attitude by which employees focus on demonstrating their
competence so that other think favourly of them
Performance-avoid orientation- An attitude by which employees focus on demonstrating their
competence so that other will not think poorly of them
Methods of Decision Making
Programmed decisions- Decisions that are somewhat automatic because the decision makers
knowledge. Automatic to it as theyve done something similar before.
Intuition- an emotional judgement based on quick unconscious guy feelings
Crisis Situation- A change- sudden or evolving that results in an urgent problem that must be
addressed immediately.(unless pre crisis planning has been done, intuition must be used)
Non-programmed decisions- decisions made when a new problem is complex, new or not
recognized
Rational decision-making model- A step by step approach to making decisions that is designed
to maximize outcomes by examining all available alternatives. Identity the criteria that are
important taking into account all parties generate a list of alternatives model alternatives to
criteria laid out select best outcome
Decision making Problems-
Bounded rationality- the notion that people do not have the abilities or resources to process al
available information and alternatives when making a decision. People simplify and miss
information
Satisficing- What a decision maker is doing who chooses the first acceptable alternative
considered
Faulty Perceptions
Selective Perception- the tendency for people to see their environment only as it affects them
and as it is consistent with their expectations you only see what you want to see. Affects our
ability to identify problems etc.
Projection bias- the faulty perception by decision makers that others think, feel and act as they
do.
Social Identity Theory- A theory that people identify themselves according to the various
groups to which they belong and judge others according to the groups they associate with. (ie.
Demographics, workplace or nationality)
Stereotype- Assumptions made about others based on their social group membership
Heuristics- Simple and efficient rules of thumb that allow one to make decisions more easily
-The availability bias- the tendency for people to base their judgements on information that is
easier to recall
Eg. Afraid of flying
eg. The letter r
Faulty Attributions-
Fundamental Attribution Error- the tendency for people to judge others behaviours as being
due to internal factors such as ability, motivation or attitudes. (judging Joe for being late due to
being lazy.)
Self serving Bias- When one attributes ones own failures to external factors and success to
internal factors (we were late because of the alarm clock not working, we got the promotion due
to hard work)

Escalation of commitment- the decision to continue to follow a failing course of action.
A tendency to escalate their commitment to precious decisions, even in the face of obvious
failures. (put 10 million dollars on building a bridge, even if its not going well halfway you
continue due to sink cost)












Chapter 9- Personality, Cultural Values and Ability
Personality- the structures and propensities inside a person that explain his or her characteristic
patterns or thought, emotion and behaviours; personality reflects what people are like and creates
their social reputation. A collection of multiple traits.

Traits- recurring trends in people responses to their environment (eg. Responsible, easygoing,
polite)
Cultural Values- shared beliefs about desirable states or modes of conduct in a given culture
that influence the expression of trains (traditional, informal, risk averse or assertive)
Ability- relatively stable capabilities of people for performing a particular range of elated
activities

The Big Five Taxonomy-
Conscientiousness- dimension of personality reflecting traits like being dependable, organized,
reliable, ambitious, hardworking and persevering
Why is conscientious valuable?
Prioritize Accomplishment striving- a strong desire to accomplish task related goals as means
of expressing ones personality. Eg. Conscientious people will set higher sales goals for
themselves

Agreeableness- Dimension of personality reflecting traits like being kind, cooperative,
sympathetic, helpful, courteous and warm
Prioritize Communion Striving- a strong desire to obtain acceptance in personal relationships as
a means of expressing ones personality

Neuroticism- nervous, moody, emotional, insecure and jealous
Negative affectivity- A dispositional tendency to experience unpleasant moods such as
hostility, nervousness and annoyance. Explains why neurotic workers experience less job
satisfaction than less neurotic people
Locus of control- Ones tendency to view the cause of events and personal outcomes as
internally or externally controlled- neurotic people tend to hold an external locus of control.
Events that occur around them is due to chance, luck or fate. (work, life, relationships etc)

Openness to Experience- imaginative, creative, complex, refined and sophisticated
-tend to learn more as they are more curious

Extraversion- Dimension of personality- reflecting traits like being talkative, sociable,
passionate, assertive bold and dominant

Zero acquaintance situation- situations in which two people have just met (easy to tell if a
person is an introvert or extrovert)
Status Striving- A strong to desire to obtain power and influence within a social structure as a
means of expressing ones personality. . Extroverts care about being successful and influential.
Positive affectivity- A dispositional tendency to experience pleasant, engaging moods such as
enthusiasm, excitement and elations

Cultural Values-
Culture- the shared values, beliefs, motives, identities and interpretations that result from
common experiences of members of a society and are transmitted across generations

Geert Hofstede
Individual collectivism- the degree to which a culture has a loosely knit social framework
(individualism) or a tight social framework (collectivism)
Power distance- the degree to which a culture prefers equal power distribution (low power
distance) or an unequal power distribution (high power distance)
Uncertainty avoidance- the degree to which a culture tolerates ambiguous situations (low
uncertainty avoidance) or feels threatened by them (high uncertainty avoidance)
Masculinity- femininity- the degree to which a culture values sterotpically male trains or
stereotypically female traits
Short term vs long term orientation- the degree to which a culture values that are past and
present oriented (short term oriented) or future oriented (long term orientation)

Ethnocentrism- one who views his or her cultural values as right and values of others as
wrong

Three Subsets of Abilities-
Cognitive Ability- capabilities related to use of knowledge to make decisions and solve
problems. (Actual knowledge about topic)
Verbal Ability- Various capabilities associated with understanding and expressing oral and
written communication
Dyslexia- Tom Cruise has poor written comprehension but excellent oral comprehension learns
his lines through tape
Quantitative Ability- Capabilities associated with doing basic mathematical operations and
selecting and applying formulas to solve mathematical problems
Reasoning ability- A diverse set of abilities associated with sensing and solving problems using
insight, rules, and logic
Spaital ability- Capabilities associated with visual and mental representation and manipulation
of objects in space.
-Good spatial orientation having a good understanding of where one is relative to their
surroundings
-Visualization- ability to imagine how separate things will look if they were put together in a
particular way. Ie. Being able to image a rearranged room
Perceptual Ability- the capacity to perceive, understand, and recall patterns of information\

General Mental Ability- The general level of cognitive ability that plays and important role in
determining the more narrow cognitive abilities


Emotional Ability-
Emotional Intelligence- A set of abilities related to the understanding and use of emotions that
affect social functioning
Self-awareness- the ability to recognize and understand the emotions in oneself
Other Awareness- The ability to recognize and understand the emotions that other people are
feeling
Emotion Regulation - The ability to recover quickly from emotional experiences
Use of Emotions- the degree to which people can harness emotions and employ them to
improve their chances

Physical Ability-
Strength- the degree to which the body is capable of exerting force
Stamina- the ability of a persons lungs and circulatory system to work while they are engaging
in prolonged physical activity
Flexibility- the ability to twist, bend, or reach,
Coordination- the quality of physical movement in terms of synchronization of movements and
balance
Psychomotor Ability- Capabilities associated with manipulating and controlling object( reaction
time and steadiness)
Sensory Ability- Capabilities associated with vision and hearing (near and far vision, night
vision, colour)


Chapter 10: Teams, Diversity and Communication
Team- two or more people who work interdependently over some period of time to accomplish
common goals related to some task oriented purpose
Types of Teams
Work Teams- A relatively permanent team in which member work together to produce good
and or provide services (long term, high member involvement)
Management Teams- A relatively permanent team that participates in managerial level tasks
that affect the entire organization. Responsible for coordinating the activities of organizational
subunits- to achieve organizational long term goals. Usually members of team are heads of
department, so their commitment is higher to their departments.(Long life span, moderate team
involvement, ie. Top management team)
Parallel Team- A team composed of member from various jobs within the organization that
meets to provide recommendations about important issues. They usually often form to deal with
unique issues or issues that arise only periodically (lifespan varies, Low involvement)
Project Teams- A team formed to take on one time tasks, most of which tend to be complex and
require input from members from different functional areas. Although project teams only exist as
long as their project, some projects can take years to complete. Eg. Architects, designers and
engineers designing a town centre (one year, full commitment). Artists and engineers designing
a toothbrush (one month, working on other projects) (lifespan varies, involvement varies)
Action team- A team of limited duration that performs complex tasks in contexts that tend to be
highly visible and challenging. Toronto Raptors- team plays games against other teams, team
varies per year ACDC- performs concerts together for year. Surgical teams work together for a
single two hour surgery

Variations within teams- A team in which the members are geographically dispersed, and
interdependent activity occurs through email, Web conferencing and instant messaging

Five Stages of a Team
1. Forming- members orient themselves by trying to understand their boundaries in the
team, what is expected of them and who is in charge
2. Storming- members remain committed to the ideas they bring with them to the team.
Unwillingness to accommodate others ideas triggers conflict and negative interpersonal
3. Norming- members realize that they need to work together to accomplish team goals and
cooperate with one another
4. Performing- members are comfortable working within their roles and team makes
progress toward goals
5. Adjourning- members experience anxiety and other emotions as they disengage and
ultimately separate from the team

Punctuated equilibrium- members realize that they have to change their task paradigm
fundamentally to complete it on time. Take the opportunity to plan a new approach
during this transition tend to do well

Team Interdependence
Task interdependence- The degree to which team members interact with and relay on
other team members for information, materials, and resources needed to accomplish work
for the team

Pooled Interdependence- group members complete their work assignments
independently and then this work is simply piled up to represent the groups output

Sequential Interdependence- different tasks are done in a prescribed order and the
group is structured such that the members specialize in these tasks. Only have interaction
between members of tasks that are next to each other in the sequence (assembly lines)

Reciprocal Interdependence- Members are specialized to perform specific tasks,
however instead of strict sequence of activities members interact with a subset of
members to complete teams work.

Comprehensive Interdependence- highest level of interaction and coordination among
members as they try to accomplish work. Each members has a great deal of discretion in
terms of what they do and with whom they interact in the course of the collaboration

Goal interdependence- the degree to which team members have a shared goal and
align their individual goals with that vision. Eg. Rowing a boat , each person has to
paddle a certain direction if thats where they all want to go. Good mission statement can
help accomplish this (describe what team is trying to accomplishment)

The Outcome Interdependence- The degree to which team members share equally in
the feedback and rewards that result from the team achieving its goals. (high means
everybody gets the same despite input, low receive more praise or punishment for
performance)

Team Composition- The mix of various characteristics that describe the individuals who
work in the team

Role- the behaviour a person is generally expected to display in a given context

Team task roles- the behaviours that directly facilitate the accomplishment of team tasks.

Eg. Orienter- establishes direction of the team
Devils advocate- who offers constructive challenges to the teams status quo
Energizer- motivates team members to work harder towards the team goals

Team building roles- behaviours that influence the quality of teams social climate

Eg.
Harmonizer- steps in to resolve difference among teammates
Encourager- who praises the work of teammates
Compromiser- helps the team see alternative solutions that teammates can accept

Individualistic roles- behaviours that benefit the individual at the expense of the team

Eg.
Aggressor- puts down or deflates fellow teammates
Recognition seeker- takes credit for team success
The Dominator- manipulates teammates to acquire control and power

Member ability-
Disjunctive tasks- with an objectively verifiable best solution, member who possess the highest
level of relevant ability will have the most influence
Conjunctive tasks- Teams performance is based on the abilities of the weakest link (Nascar
mechanics working on 4 separate wheels)

Additive tasks- contributions resulting from the abilities of every member add up to determine
team performance

Team Diversity- degree of difference between members

Value in diversity problem-solving approach- a theory explaining that supports diversity
because it provides a larger pool of knowledge and perspectives

Similarity Attraction Approach- a theory explain that team diversity can be counterproductive
because people tend to avoid interacting with other who are unlike themselves
Surface-level diversity- Diversity of observable attributes such as race, gender, ethnicity and
age. May have negative effect at the beginning of group, but tend to disappear as the members
become more knowledgeable about each other.

Deep level Diversity- Diversity of attributes that are inferred through observation or experience
such as ones values or personality. Time increases the negative effects of deep level diversity

Team Size-
Bigger group good for management and project teams but not in production tasks. Work that is
complex and knowledge intensive
Smaller group good for routine tasks that are less complex. Having too many people result in
unnecessary coordination and communication problems.
Most teams satisfied with 4-5 members

Team Processes and Communication
Team process- the different types of activities and interactions that occur within a team as the
team works towards its goals

Why are some teams more than the sum of their parts?
Process gain- When team outcomes are greater than expected based on the capabilities of the
individual members. AKA Synergy in which group members combine their skill and knowledge
to solve a complex task
Process loss- loss considered to have occurred when team outcomes are less than expected in
view of the capabilities of the individual members
Can happen due to coordination loss- team members having to spend time coordinate activities
with their teammates which might otherwise be devoted to task activity
Can happen when one member has to wait for another before the can do their part- production
block
Motivational loss- when team members dont work as hard as they could. Team members
uncertain regard who contributes what results in team members feeling less accountable for
team outcomes.

Taskwork Processes- The activities of team members that relate directly to the accomplishment
of team tasks
Creative behaviour- generating novel and useful ideas and solutions
Brainstorming- face to face meetings in which all ideas that come to mind are expressed,
quantity over quality, no criticizing and build on the ideas of others
Nominal Group Technique- improved method of brainstorming, ideas written down before,
each person gets to express their ideas and the discussion of ideas/rankings after
Decision Making-
What factors account for a teams liability to make effective decisions?
Decision infirmity- whether members possess adequate information about their own
responsibilities
Staff validity- degree to which members make good recommendations to the leader
Hierarchical sensitivity- the degree to which the leader effectively weighs the
recommendations of the members. Whom does he listen to and ignore?
Boundary Spanning- activities with individuals and groups outside of the team
Ambassador activities- refers to communications that are intended to protect the team,
persuade others to support the group or obtain resources for the team. Usually taking with
somebody higher up in management
Task Coordinator Activities- involves communication to coordinate task related issues with
other groups or people in other functional areas
Scout Activities- things team members do to obtain information about technology, competitors
or broader marketplace

Teamwork Processes- - the interpersonal activities that promote the accomplishment of team
tasks but do not involve task accomplishment itself
Transition Processes- teamwork processes such as mission analysis and planning that focus on
preparation for future work in the team
Action Processes- Teamwork processes, such as helping and coordination, that aid in the
accomplishment of teamwork as the work is actually taking place
Interpersonal Processes- motivating and confidence building, that focus on the management of
relationships among team members
Communication- the process by which information and meaning is transferred from a sender to
a receiver
Communicator Competence- interpretation by the sender/ receiver. Skills involved in ecoding,
transmitting a receiving message.
Gender Difference- men tend to use a style of communication that helps them achieve and
maintain status, power and independence meanwhile women tend to send messages and use a
style that builds and strengthens their relationships
Noise- Distance of communication, having a conversation in a bar/restaurant.
Information richness- the amount of depth and information that gets transmitted I a messages.
Face to face messages have the highest level of information richness.
Network Structure-
All channel- highly decentralized, everybody talks to each other
Wheel- Highly centralized, everybody has communication with just one authority
Y Structure (talk with one main person, but others on the side) and Circle (all connected only
interact with 2 people)
Team States- Specific types of feeling and thoughts that coalesce in the minds of team members
as a consequence of their experience working together
Cohesion-occurs when members of the team develop strong emotional bonds to other members
of the team and to the team itself
Highly cohesive not good leads to Group Think- behaviours that support conformity and
team harmony at the expense of other team priorities.
Potency- a team state reflecting the degree of confidence among team members that the team
can be effective across situations and tasks
Mental Modes- the degree to which team members have a shared understanding of important
aspects of the team and its task
Transactive Memory- the degree to which team members specialized knowledge is integrated
into an effective system of memory for the team


Chapter 11: Power, Influence and Negotiation
Power- the ability to influence the behaviour of others and resist unwanted influence in return
Organizational Power
Legitimate power- based on authority or position. Derived from a position of authority inside the
organized aka formal authority
Reward power- A form of organizational power based on the control of resources or benefits (eg.
Raises, performance evaluations, rewards etc
Coercive Power- A form of organizational power based on the ability to hand out punishment (fire,
demote, lower pay etc)
Personal Power
Expert Power- A form of organizational power based on expertise or knowledge
Referent Power- A form of organizational power based on the attractiveness and charisma of the leader

Contingency Factors-
Substitutability- the degree to which people have alternatives in accessing the resources that a leader
controls
Discretion- the degree to which managers have the right to make decisions on their own eg. If they have
to organizational rules and policies then their influence is reduces
Centrality- How important a persons job is and how many people depend on that person to accomplish
their task
Visibility- how aware others are of a leader and the resources that leader can provide

Influence- the use of behaviours to cause behavioural or attitudinal changes in others. Can be
directional, downwards managers influencing employees or vice versa, but also lateral (peers
influencing)


Influencing tactics
Top 4 Most Effect
Rational persuasion- the use of logical arguments and hard facts to show someone that a requests
worthwhile. Best when showing that proposal is important and feasible
Consultation- An influence tactic whereby the target is allowed to participate in deciding how to carry
out or implement a request
Inspirational Appeal- An influence tactic designed to appeal to ones values and ideals, whereby
creating an emotional or attitudinal reaction
Collaboration- An influence tactic whereby the leader makes it easier for the target to complete request
by offering to work with and help the target

Moderately Effective
Ingratiation- the use of favours, compliments or friendly behaviour to make the target feel better about
the influence
Personal Appeal- An influence tactic in which the requestor asks for something based on personal
friendship or loyalty
Exchange tactic- an influence tactic in which the requestor offers a reward in return for performing a
request
Apprising- the requestor clearly explains why performing the request will benefit the target personally

Least Effective-
Pressure- the requestor attempts to use coercive power through threats and demands
Coalition- the influencer enlists other people to help influence the target

Response to influence tactics
Internalization- response to influence tactics where the target agrees with and becomes committed to
the request
Compliance- When targets influence are willing to do what the leaders asks but do it with a degree of
ambivalence
Resistance- When a target refuses to perform and puts forth and effort to avoid having to do it
Organizational Politics- Individual actions directed toward the goal of furthering a persons self interest
Political Skill- ability to understand others and the use of that knowledge to influence them to further
personal or organizational objectives
Two aspects of political skill-
Network ability- an adeptness at identifying and developing diverse contacts
Social astuteness- the tendency to observe others and accurately interpret their behaviour
Interpersonal influence- involves having an unassuming and convincing personal style thats flexible
enough to adapt to different situations
Apparent sincerity- appearing to others that youre sincere and honest

Conflict resolution
Competing- A conflict resolution style by which one party attempts to get his or her own goals met
without concern for other partys results (high assertiveness, low cooperation)
Avoiding- which one party wants to remain neutral, stay away from conflict, or postpone the conflict to
gather information or let things cool down (low assertiveness, low cooperation)
Accommodating- in which one party gives in to the other and acts in a completely unselfish way (lower
assertiveness, high cooperation)
Collaboration- whereby both parties work together to maximize outcomes (high assertiveness, high
cooperation)
Compromise- A conflict resolution style by which conflict is resolved through give and take
concessions(high assertiveness, moderate cooperation)

Negotiation- a process in which two or more interdependent individuals discuss and attempt to reach
agreement about their differences
Negotiation strategies
Disruptive Bargaining- in which one person gains and the other person loses
Integrative Bargaining- achieves an outcome that is satisfying for both parties (win-win scenario)

Negotiating Stages
Preparation- each party determines what its goals are for the negotiation and whether the other party
has anything to offer
BATNA- A negotiators best alternative to a negotiated agreement
Exchanging information- each party makes a case for its position and attempts to put all favourable
information on the table.
Bargaining- During this stage, both parties likely must make concessions and give up something to get
something in return
Closing and Commitment- entails the process of formalizing an agreement reached during the
previous stage

Chapter 12: Leadership and Behaviours
Leadership: the use of power and influence to direct the activities of followers toward goal
achievement
Leader Member-Exchange Theory- a theory describing how leader member relationships develop over
time on dyadic basis
Role Taking- the phase in a leader- follower relationship when a leader provides an employee with job
expectations and the follower tries to meet those expectations
Role making- the phase in a leader follower relationship when a follower voices his or her own
expectations for the relationship resulting in a free flowing exchange of opportunities and resources for
activities and effort

Why are some leaders some effective than others?
Leader effectiveness- the degree to which the leaders actions result in achievement of goals, the
continued commitment of the units employees and the development of mutual trust, respect and
obligation in leader- member dyads
Leader emergence- the process of becoming a leader in the first place

Leader Decision Making Styles-
Autocratic Style- A leadership style where the leader makes the decision alone without asking for
opinions or suggestions of the employees in the work unit
Consultative style- A leadership style in which the leader presents the problems to employees asking
for their opinions and suggestion before ultimately making the decision themselves
Facilitative style- A leadership in which the leader presents the problem to a group of employees and
seeks consensus on a solution, making sure his or her own opinion receives no more weight than anyone
elses
Delegative Style- A leadership style where the leader gives the employee the responsibility for making
decision within some set of specified boundaries
Driven Model of Leadership- A model that suggest that seven factor, including the importance of the
decision, the expertise of the leader, and the competence of the followers combine to make some
decision making styles more effective than others in a given situation
Decision Significance: is the decision significant to the success of the project or the organization?
Importance of Commitment- is it important the employees buy into the problem?
Likelihood of Commitment. How likely is it that employees will trust the leaders decision and commit to
it?
Shared Objectives- Do employees share and support the same objectives, or do they have an agenda of
their own?
Employee expertise: Do the employees have significant knowledge or expertise regarding the problem?
Teamwork skills: Do the employees have the ability to work together to solve the problem, or will they
struggle with conflicts or inefficiencies
Day to Day Leadership Behaviours-
Initiating Structure- A pattern of behaviour where the leader defines and structures the roles of
employees in pursuit of goal attainment (deadlines, schedules, planning)
Consideration- The leader creates job relationships characterized by mutual trust, respect, for employee
ideas, and consideration of employee feelings (treat others as equals, listen to their problems)
The life cycle theory of leadership- A theory stating that the optimal combination of initiating structure
and consideration depends on the readiness of the employees in the work unit
Readiness- the degree to which employees have the ability and the willingness to accomplish their
specific tasks
Low R1- Eager but inexperienced
Telling- high initiating structure and low consideration- when the leader provides specific instruction
and closely supervises performance
Moderate R2- Tasks seems harder than expected
Selling- High initiating structure and high consideration- in which the explains key issues and provides
opportunities for clarification
Moderate R3- Starting to work well together
Participating- Initiating Structure low, Consideration High- Leader behaviour in which the leader shares
ideas and tries to help the group conduct its affairs
High R3- Firing on all cylinders
Delegating- low initiating structure, low consideration. Leader behaviour in which the leader turns
responsibility for key behaviours over to employees.
Transformational Leadership Behaviours- A pattern of behaviour in which the leader inspires followers
to commit to a shared vision that provides meaning to their work while also serving as a role model who
helps followers develop their own potential and view problems from new perspectives
Laissez-faire Leadership- when the leader avoid leadership duties altogether (Passive, ineffective)
Transactional Leadership- a pattern of behaviour in which the leader reward or disciplines the follower
on the basis of performance
Passive management-by exception- A type of transactional leadership in which the leader wait around
for mistakes and errors then takes correction action as necessary. if it aint broken, dont fix it
Active Management by Exception- A type of transactional leadership in which the leader arranges to
monitor mistakes and errors actively, and takes correction action when required Leader directs
attention towards failures to meet standards
Contingent Reward- More active and effective type of transactional leadership in which the leader
attains follower agreement on what needs to be done using rewards in exchange for adequate
performance carrot and stick approach

Four dimensions of Transformational Leadership: The Four Is
Idealized influence- the power held by a leader who behaves in ways that earn the admiration, trust,
and respect of followers, causing followers to want to identify with and emulate the leader
Inspirational Motivation- A type of influence in which the leader behaves in ways that foster an
enthusiasm for and commitment to a shared vision of the future
Intellectual Stimulation- A type of influence in which the leader behaves in ways that challenge
followers to be innovative and creative by questioning assumptions and reframing old situation in new
ways
Individualized consideration- influence in which the leader behaves in ways that help followers achieve
their potential through coaching, development and mentoring


Chapter 13:
Organizational Structure- Formally dictates how jobs and tasks are divided and coordinated between
individuals and groups within the company
Organizational Chart- A drawing that represents every job in the organization and the formal reporting
relationships between those jobs
Work Specialization- the degree to which tasks in an organization are divided into separate jobs (Henry
Ford had high work specialization in his assembly line, were very easy to replace)
Chain of Command- Answer to the question of who reports to whom, and signifies formal authority
relationships Who reports to whom?
Span of Control- Represents how many employees each manager in the organization has responsibility
for. Organizations try hard to find a balance between being tall and flat
Centralization- Aspect of structure that dictates where decisions are formally made in organizations. If
only top managers have that power then its highly centralized. Decentralized is if decision making
authority is pushed down to lower level employees (necessary when organization becomes too big)
Formalization- the degree to which rules and procedures are used to standardize behaviours and
decision in an organization. Getting a formalized standard product across the board ie. Mcdonalds
French fries

Elements in Combination
Mechanistic Organizations- Efficient, rigid, predictable, and standardized organizations that thrive in
stable environments. High levels of formalization, rigid and hierarchical chain of command, high degrees
of work specialization, centralized and narrows spans of control
Organic Organizations- Flexible, adaptive, outward focused organization that thrive in dynamic
environments Low levels of formalization, weak or multiple chain of command, low levels of work
specialization, decentralized and wide spans of control
Organizational Design- the process of creating, selecting, or changing the structure of an organization

Business environment- The outside environment including customers, competitors, suppliers and
distributors, which all have an impact on organizational design
Stable vs Dynamic- Stable dont change very frequently allow organization to focus on efficiently and
require little change over time. Dynamic change on a frequent basis and require organization to have
structures that are more adaptive
Company Strategy- An organizations objectives and goals and how it tries to capitalize on its assets to
make money
Low Cost producer- Mechanical Organization Differentiator- Organic Organization
Technology- the method by which an organization transforms inputs to outputs
The more routine a technology is, the more mechanical the company is.
Company Size- The number of employees in a company

Simple Structure- An organizational form that features one person as the central decision making figure
(eg. Small accounting firms, family owned grocery stores, landscaping services)
Bureaucratic Structures- An organizational form that exhibits many of the facets of a mechanist
organization. Designed for efficiency and rely on high levels of specialization, formalization,
centralization of authority, rigid chains of commands and relatively narrows spans of controls
Geographic Structure- An organizational form in which employees are grouped around the different
locations where the company does business
Client Based Structure- An organizational form in which employees are organized around serving
customers (I.e banks dividing into personal banking, small business banking, personal lending and
commercial lending)
Matrix Structure- A complex form of organizational structure that combines a functional and
multidivisional grouping




















Chapter 14

Organizational Culture- shared social knowledge within and organization regarding the rules,
norms and values that shape the attitudes and behaviours of employees

Basic underlying assumptions-
Taken for granted beliefs and philosophies
-so ingrained that employees simply act on them rather than questioning

Espoused Values: The beliefs, philosophies, and norms that a company explicitly states
Eg. Published documents, verbal statements made, to employees by managers, information on
the website
Espoused values vs Enacacted valueswalk the talk

Observable artifacts- Manifestations of an organizations culture that employees can easily see
or talk about
Symbols- eg corporate logos, web-site, uniforms, etc.
Physical structures- eg. Office layout and design.
Language- slogans, acronyms
Stories- Founders, anecdotes, myths
Rituals- routines
Ceremonies- formal events




General Culture Types-

Fragmented Culture- culture in which employees are distant and disconnected from one
another

Mercenary Culture- Organizational culture type in which employees thing alike but are not
friendly to one another

Networked Cultured- Culture in which employees are friendly to one another, but everyone
thinks differently and does his or her own thing

Communal Culture- Culture type in which employees are friendly to one another and all think
all alike

Specific Culture Types
Customer Service Culture
Safety Culture
Diversity Culture
Creativity Culture

Culture Strength-
A Strong Culture- employees agree about the way things are supposed to be (high consensus)
and their behaviours are consistent with those expectations (high intensity)
The hardware and software divisions have different beliefs, values and assumption. This
illustrates subcultures
Building & Maintaining and Organizational Culture
ASA Framework- A theory that stats that employees will be drawn to organizations with
cultures that match personality, organizations will select employees that match, and employees
will leave or be forces out when they are not a good fit

Socialization- process by which employees learn the social knowledge that enables them to
understand and adapt to the organizations culture
Anticipatory stage- prior to an employee starting work
Encounter stage- begins the day employees starts. Compare information they learnt as an
outsider to now
Reality Shhock - A mismatch of information that occurs when an employee finds that aspects of
working at a company are not what they employee expected it to be
Understanding and adaptation- start to internalize the organizational norms

Managing Socialization-
How can organizations minimize reality shock and promote socialization?
Realistic job preview- need to determine the person organization fit
-Newcomer orientation sessions
-Mentoring programs
Culture Change
When a culture change is needed what can be done?
The change process involves three sequential steps:
Unfreezing- status quo is unacceptable
The Change initiative
Refreezing
ISSUES: Eg. Culture clash, improper diagnosis, RESISTANCE