Professional Documents
Culture Documents
Notes
Chapter 1 / Lecture 1 & 2
Organizations social inventions for accomplishing common goals through group effort
Organizational behaviour the attitudes and behaviours of individuals and groups in
organizations. The field of OB is about understanding people and managing them to
work effectively, is concerned with how organizations can survive and adapt to change,
and with how to get people to practice effective teamwork
Management the art of getting things accomplished in organizations through others
History of Organizational Behaviour
In early 1900s, rapid industrialization and factory work, movement toward
efficiency
Scientific Management Taylors system for using research to determine the
optimum degree of specialization and standardization of work tasks
Bureaucracy Max Webers ideal type of organization that included a strict chain of
command, detailed rules, high specialization, centralized power, and selection and
promotion based on technical competence
Classical Viewpoint/Scientific management/Taylorism:
1. high degree of specialization in jobs
2. routinized procedures
3. decision making power concentrated in upper management
4. promotion for conformity
problems: boring, easy to lose sight of significance of work, can lead people
to do the bare minimum, entry level employees have no means to influence
upper management
In 1920s and 1930s, human relations were analyzed, they found that
psychological and social factors influence the behaviour of workers
Hawthorne studies research conducted at the Hawthorne plant of Western Electric
near Chicago in the 20s and 30s that illustrated how social and psychological processes
affect productivity and work adjustment
Human relations movement a critique of classical management and bureaucracy that
advocated management styles that were more participative and oriented toward employee
needs
Today, Contingency approach, there is no one best way to manage an
appropriate management style depends on the demands of the situation
Managerial Roles:
Informational
Roles
Formal
Authority
and Status
Interpersonal
Roles
Decisional
Roles
Monitor
Monitor
Figurehead
Figurehead
Entrepreneur
Entrepreneur
Disseminator
Leader
Disturbance
Disturbance
Handler
Handler
Spokesperso
Spokesperso
n
Liaison
Resource
Resource
allocator
Negotiator
Negotiator
Managerial Activities:
Routine communication handling of paperwork, meetings
Traditional management planning, decision making & controlling
Networking interacting with people outside organization
Human Resource Management employee management
Managerial Agendas:
Agenda setting goals, plans
Networking
Agenda Implementation using network to implement agendas
Talent Management an organizations processes for attracting, developing, retaining
and utilizing people with the required skills to meet current and future business needs
Corporate social responsibility (CSR) an organization taking responsibility for the
impact of its decisions and actions on its stakeholders
Chapter 5 / Lecture 3
Motivation the extent to which persistent effort is directed toward a goal
Intrinsic motivation motivation that stems from the direct relationship between the
worker and the task; it is usually self applied
Extrinsic motivation motivation that stems from the work environment external to the
task, it is usually applied by others
-even if upper management thinks a motivation technique is working well in the short
run, it may not be helpful (or may even be harmful) in the long run (linebacker terry tate
commercial example)
-money is a motivator but if youre only 5 or 10 percent underpaid, the other perks are
probably stronger motivators
Motivation techniques:
Amount,
Persistenc
General
Task
Emotional
e, and Motivation Personality Cognitive Understan Intelligenc
Direction
ability
ding
e
of Effort
Chance
Performan
ce
Maslows hierarchy of needs a five level hierarchical need theory of motivation that
specifies that the lowest level unsatisfied need has the greatest motivating potential
1. Physiological needs needs that must be satisfied for the person to survive I.e
food, water, shelter
2. Safety needs needs for security, stability, freedom from anxiety, and a structured
and order environment. May include safe working conditions, fair rules and
regulations, job security, pension plans, etc
3. Belongingness needs needs for social interaction, affection, love, friendship i.e.
opportunity to interact with others on the job, friendly and supportive supervision
4. Esteem needs needs for feelings of adequacy, competence, independence,
strength, and confidence, and the appreciation and recognition of these
characteristics by others i.e. the opportunity to master tasks leading to feelings of
achievement and responsibility, awards, promotions, professional recognition
5. Self-actualization needs involve the desire to develop ones true potential as an
individual to the fullest extent and to express ones skills, talent, and emotions in a
manner that is most personally fulfilling i.e. absorbing jobs with the potential for
creativity and growth as well as a relaxation of structure to permit self
development and personal progression
Alderfers ERG theory a three-level hierarchical need theory of motivation that allows
for movement up and down the hierarchy (a lower-level need mustnt be satisfied to
fulfill a higher level need). ERG theory assumes that if the higher level needs are
unsatisfied, individuals will increase their desire for the gratification of lower level needs.
1. Existence needs needs that are satisfied by some material substance or
condition. Correspond to Maslows physiological needs and to those safety needs
that are satisfied by material conditions rather than interpersonal relations. i.e.
shelter, food, pay, safe working conditions
2. Relatedness needs needs that are satisfied by open communication and the
exchange of thoughts and feelings with other organizational members. They
correspond to Maslows belongingness needs and to those esteem needs that
involve feedback from others. However, Alderfer stresses that relatedness needs
are satisfied by open, accurate, honest interaction rather than by uncritical
pleasantness
3. Growth needs the needs satisfied by strong personal involvement in the work
setting, full utilization of ones skills and abilities and the development of new
skills and abilities. This corresponds to Maslows self actualization needs and the
aspects of esteem needs that concern achievement and responsibility
McClellands Theory of Needs a non hierarchical need theory of motivation that
outlines the conditions under which certain needs result in particular patterns of
motivation
Need for achievement a strong desire to perform challenging tasks well. Individuals
who are high in need for achievement will have a preference in which personal
responsibility can be taken for outcomes, a tendency to set moderately difficult goals
that provide for calculated risks, and a desire for performance feedback
Need for affiliation a strong desire to establish and maintain friendly, compatible
interpersonal relationships
Need for power a strong desire to influence others, making a significant impact or
impression
Process theories motivation theories that specify the details of how motivation occurs
Expectancy Theory a process theory that states that motivation is determined by the
outcomes that people expect to occur as a result of their actions on the job
Instrumentality the probability that a particular first level outcome will be followed by
a particular second level outcome
Valence the expected value of work outcomes; the extent to which they are attractive or
unattractive
-the valence of a first level outcome depends on the extent to which it leads to favourable
second level outcomes
Expectancy the probability that a particular first level outcome can be achieved
Force the effort directed toward first level outcome
Force = first level valence x expectancy
E=
expectancy,
I
V=
I
Valence, I =
I
E
I
E
I
I
I
instrumentality
Chapter 6 / Lecture 4
Piece-rate a pay system in which individual workers are paid a certain sum of money
for each unit of production completed
Benefits increased productivity and decreased turnover
Potential Problems lowered quality, differential opportunity (might be less opportunity
to produce a lot for fault of equipment or resources at different factories), reduced
cooperation, incompatible job design, restriction of productivity)
Wage incentive plans various systems that link pay to performance on production jobs
-wage incentives will increase productivity, but can cause lowered quality and reduced
cooperation
-also, a threat to the establishment of wage incentives exists when workers have different
opportunities to produce at a high level, or the way the job is designed is incompatible
with wage incentives (i.e on an assembly line, difficult to identify and reward individual
contributions to productivity)
Restriction of productivity the artificial limitation of work output that can occur under
wage incentive plans. This happens if workers come to an informal agreement about
what constitutes a fair days work. This happens because employees may fear that
increased productivity may result in reductions in the workforce or that if employees
produce at an exceptionally high level, employer may reduce the rate of payment
Merit pay plans systems that attempt to link pay to performance on white-collar jobs
The problems with merit pay plans are:
Low discrimination managers might be unwilling or unable to discriminate
between good and bad performers
Small increases - merit increases may be simply too small to be good motivators
Pay secrecy even if merit pay is administered fairly, is contingent on
performance, and is generous, employees may remain ignorant of these facts as they have
no way of comparing their own merit treatment with that of others. Employees are
inclined to invent salaries of other members: they underestimate their bosses pay,
overestimate their peers pay, and overestimate their subordinates pay. These tendencies
reduce satisfaction with pay, damage perceptions of the linkage between performance and
rewards, and reduce the valence of promotion to a higher level of management.
Lump sum bonus merit pay that is awarded in a single payment and not built into base
pay
Profit sharing the return of some company profit to employees in the form of a cash
bonus or a retirement supplement. However, difficult to see one employees impact on a
companys profit, so likely not too motivational.
Employee stock ownership plans (ESOPs) incentive plans that allow employees to
own a set amount of a companys shares and provide employees with a stake in the
companys future earnings and success
Gain sharing a group pay incentive plan based on productivity or performance
improvements over which the workforce has some control
Skill based pay a system in which people are paid according to the number of job skills
they have acquired
Pay Plan
Description
Advantages
Disadvantages
Profit
Employees
-employees have a sense of
-many factors beyond the control of
Sharing
receive a cash
bonus based on
organization
profits
Employee
Stock
Ownership
Plans
(ESOPs)
Employees can
own a set
amount of the
organizations
shares
Gainsharing
When measured
costs decrease,
employees
receive a bonus
based on a
predetermined
formula
Employees are
paid according to
the number of
job skills they
acquire
Skill-based
pay
ownership
-aligns employee goals with
organization goals
-only pays when the
organization makes a profit
-creates a sense of legal and
psychological ownership for
employees
-aligns employee goals and
interests with those of the
organization
High Scope
Manager
Professor
High
Low Scope
Breadth, low
depth
Traditional
-high scope jobs should
provide
more
intrinsic
motivation
than low scope jobs.
Assembly
assembly
line
job
line
utility
can fulfill higher order needs by the opportunity to perform high scope jobs.
worker
People
-you can increase the scope of a job by offering stretch assignments (challenging ones) or
job rotation
Job rotation rotating employees to different tasks and jobs in an organization
Core job characteristics: STAFT
Skill variety the opportunity to do a variety of job activities using various skills
and talents
o High variety owner/operator of a garage does electrical repair, rebuilds
engines, body work, and customer interaction
o Low variety a body shop worker spray paints 8 hours a day
Autonomy the freedom to schedule ones own work activities and decide work
procedures
o High autonomy a telephone installer who schedules his own work for the
day, makes unsupervised visits, and decides on the most effective
techniques to use
o Low autonomy a telephone operator who must handle calls according to
a routine, highly specified procedure
Task significance the impact that a job has on other people
o High significance nursing the sick in a hospital intensive care unit
o Low significance sweeping hospital floors
Task identity The extent to which a job involves doing a complete piece of
work, from beginning to end
o High identity a cabinet maker who designs a piece of furniture, selects
the wood, builds the object, and finishes it to perfection
o Low identity a worker in a furniture factory who operates a lathe solely
to make table legs
Feedback Information about the effectiveness of ones work performance
o High feedback an electronics factory worker who assembles a radio and
then tests it to determine if it operates properly
o Low feedback an electronics factory worker who assembles a radio and
then routes it to a quality control inspector
Motivating potential score = S + T + T x A x F
3
Growth need strength the extent to which people desire to achieve higher order need
satisfaction by performing their jobs. This may be why jobs high in motivating potential
do not always lead to favourable outcomes for every individual
Job enrichment the design of jobs to enhance intrinsic motivation, quality of working
life, and job involvement. Typically involves increasing the motivation potential of jobs
via the arrangement of their core characteristics.
Job enrichment schemes:
Combining tasks increases variety and may contribute to task identity
Establishing external client relationships increase identity and significance of
the job, as well as feedback
Establishing internal client relationships see above
Reducing supervision or reliance on others increases autonomy
-when judging job performance, there are three types of managers: those for whom task
performance dominates, those for whom counterproductive performance dominates, and
those for whom task and counterproductive performance are weighed equally
-notice that OCB does not influence the way a manager rates an employees level of job
performance
-the strongest job performers are individuals who score high on IQ and EI (emotional
intelligence) tests, and conscientious individuals
-people who score high on EI tests are strong performers because they are aware of their
strengths and weaknesses, they deal with stress better, theyre good and managing your
and others emotions (and it helps to be well-liked)
-extraversion and agreeableness are also related to job performance, but less so than
conscientiousness
Amount/Persi
tence/Dirrecti
Amount/Persisstence/Di
ectioo
nn ofof Effort
Effort
Moti
Motivvatiatioonn
Personal
Personaliittyy
General
Cognittiivvee Abi
Abilliittyy
General Cogni
Task
understandinngg
Task understandi
Emoti
Emotioonalnal IInnteltellliiggence
ence
Chance
Chance
Chapter 4 / Lecture 5
Values a broad tendency to prefer certain states of affairs over others i.e. different
generations (X vs Y value different things, different cultures value different things)
Hofstedes Study Four basic dimensions along which work related values differ across
cultures:
Power Distance the extent to which an unequal distribution of power is
accepted by society members. In small power distance countries, inequality is
minimized, superiors are accessible and power differences are downplayed; they
include Austria, Denmark, and New Zealand
Uncertainty Avoidance the extent to which people are uncomfortable with
uncertain and ambiguous situations. Strong uncertainty avoidance cultures stress
rules and regulations, hard work, conformity and security, and include Japan,
Greece and Portugal. Weak uncertainty avoidance cultures are less concerned with
rules and risk taking is valued, including Singapore, Sweden.
Masculinity/Femininity more masculine cultures clearly differentiate gender
roles, support the dominance of men, and stress economic performance. Feminine
cultures accept fluid gender roles, stress sexual equality and quality of life. Japan
is the most masculine, and Scandinavian countries are the most feminine
Performance
Performance
My inputs
Others inputs
Procedural fairness fairness that occurs when the process used to determine work
outcomes is seen as reasonable. Rather than the actual distribution of resources or
rewards, it is concerned with how these outcomes are allocated and decided. The
following factors contribute to perceptions of procedural fairness: (the allocator)
Follows consistent procedures over time and across people
Uses accurate information and appears unbiased
Allows two way communication during the allocation process
Welcomes appeals of the procedure or allocation
Interactional fairness fairness that occurs when people feel they have received
respectful and informative communication about an outcome
Emotions intense, often short lived feelings caused by a particular event
Mood less intense, longer lived and more diffuse feelings
Emotional contagion tendency for moods and emotions to spread between people or
throughout a group
Emotional regulation (emotional labour) requirement for people to conform to
certain display rules in their job behaviour in spite of their true mood or emotions. The
frequent need to suppress negative emotions takes a toll on job satisfaction and increases
stress.
-stress negatively impacts your health: recall example from class with nuns who wrote
autobiographies; those who used positive emotions lived on average 10 years longer than
those with the least positive emotion words
Consequences of High Job Satisfaction:
Low absence from work
Low turnover rates
High performance
High organizational citizenship behaviour
High customer satisfaction and profit (employee job satisfaction translates into
customer satisfaction due to moods, less turnover, etc)
Organizational commitment an attitude that reflects the strength of the linkage
between an employee and an organization
Affective commitment commitment based on identification and involvement
with an organization. People with high affective commitment stay with an organization
because they want to.
Continuance commitment commitment based on the costs that would be
incurred in leaving an organization. People with high continuance commitment stay with
an organization because they have to.
Normative commitment commitment based on ideology or a feeling of
obligation to an organization. People with high normative commitment stay with an
organization because they think that they should do so.
-continuance commitment can negatively affect performance
-changes in the workplace (i.e. change in workforce size, change in managerial style, etc)
are having an impact on the nature of employee commitment and employee-employer
relationships
Boundary Roles
-role conflict
-emotional
labour
Execs and
Managers
-heavy,
continuing
workload
-heavy
responsibility
Operative Roles
-poor physical
conditions
-poor job design
All Employees
-job insecurity and
change
-role ambiguity
-interpersonal
conflict
-work family conflict
-sexual harassment
-bullying
Reaction formation expressing oneself in a manner that is directly opposite to the way
one truly feels, rather than risking negative reactions to ones true position
Compensation applying ones skills to a particular area to make up for a failure in
another area
-the occasional use of defense mechanisms as a short term anxiety reducer probably
benefits both the individual and the organization, but when their use becomes a chronic
reaction to stress, the problem remains unresolved, and the stress may increase with the
knowledge that the defense has been essentially ineffective
Physiological Reactions to stress:
-Work stress is associated with elevated levels of blood pressure, cholesterol, and pulse.
Also, it is associated with the onset of some diseases due to its ill effects on the immune
system.
Managing Stress
Event
Appraisal
Emotion
Physiolog
y
Facial
Expressio
n
Action
Tendenci
es
Cognitive
Tendenci
es
Subjectiv
e Feeling
Focusing on the BLUE means antecedent focused emotion regulation strategies long
term strategies that focus on solutions. They can be applied at time of event or at time of
appraisal of situation so there is a less negative emotional impact
Focusing on the RED means response focused emotion regulation strategies deals
with symptoms of the situation and doesnt solve it
-people who use antecedent focused emotion regulation strategies rather than response
focused often end up more cheerful and calm (according to study of teachers we looked
at in lecture)
Chapter 2 / Lecture 7 & 8
Personality the relatively stable set of psychological characteristics that influences the
way an individual interacts with his or her environment
-people with low self esteem are more susceptible to external influence, good at
behavioural modeling, and respond poorly to negative feedback
-when giving negative feedback to someone with low self esteem, make clear if there is
an external factor that has negatively affected performance so that they dont blame
themselves (focus on the behaviour, not the person)
-high self esteem is positively related to job performance
Behavioural plasticity theory people with low self esteem tend to be more susceptible
to external and social influences than those who have high self esteem. This occurs
because, being unsure of their own views and behaviour, they are more likely to look to
others for information and confirmation, and seek social approval from others
-note: with regards to locus of control (previously defined), uncertainty is a stressor, so
people with high internal locus of control manage stress better. They also believe it is
within their power to change their circumstances
Positive affectivity propensity to view the world, including oneself and other people, in
a positive light
Negative affectivity propensity to view the world, including oneself and other people,
in a negative light
-those with high PA report higher job satisfaction and job performance, while those high
on NA report lower job satisfaction and performance
Proactive behaviour taking initiative to improve current circumstances or creating new
ones
Proactive personality a stable personal disposition that reflects a tendency to take
personal initiative across a range of activities and situations and to effect positive change
in ones environment
General self efficacy a general trait that refers to an individuals belief in his or her
ability to perform successfully in a variety of challenging situations. It is a motivational
trait rather than an affective trait. An individuals GSE is believed to develop over the
life span as repeated successes and failures are experiences across a variety of tasks and
decisions.
Core self evaluation a broad personality concept that consists of more specific traits
that reflect the evaluations people hold about themselves and their self worth. Includes
self esteem, general self efficacy, locus of control, and neuroticism/emotional stability
Learning a relatively permanent change in behavioural potential that occurs due to
practice or experience
Practical skills job specific skills, knowledge, and technical competence
Intrapersonal skills skills such as problem solving, critical thinking, learning about
alternative work processes, and risk taking
Interpersonal skills interactive skills such as communicating, teamwork, and conflict
resolution
Cultural awareness learning the social norms of organizations and understanding
company goals, business operations, and company expectations and priorities
Operant learning learning by which the subject learns to operate on the environment
to achieve certain consequences i.e. a salesperson learns effective sales techniques to
achieve commissions and avoid criticism from the manager
Reinforcement the process by which stimuli strengthen behaviours
Self efficacy beliefs people have about their ability to successfully perform a
specific task (unlike the personality trait GSE, it is a task specific cognitive
appraisal of ones ability to perform a specific task). Self efficacy is influenced
by ones experiences and success in performing the task, observation of others
performing the task, verbal persuasion and social influence, and ones emotional
or physiological state
Self regulation the use of learning principles to regulate ones own behaviour.
The basic process involves observing ones own behaviour, comparing with a
standard, and rewarding oneself if the behaviour meets the standard (self
reinforcement). When there exists a discrepancy between ones goals and
performance, individuals are motivated to modify their behaviour in the pursuit of
goal attainment (discrepancy reduction). When individuals attain their goals, they
are likely to set even higher and more challenging goals, known as discrepancy
production.
Organizational behaviour modification the systematic use of learning principles to
influence organizational behaviour
Employee recognition problems formal organizational problems that publicly
recognize and reward employees for specific behaviours. To be effective, a formal
employee recognition program must specify a) how a person will be recognized b) the
type of behaviour being encouraged c) the manner of the public acknowledgment and d) a
token or icon of the event for the recipient
Training planned organizational activities that are designed to facilitate knowledge and
skill acquisition to change behaviour and improve performance
Behaviour modeling training (BMT) one of the most widely used and effective
methods of training, involving five steps based on the observational learning component
of social cognitive theory
1. Describe to trainees a set of well defined behaviours/skills to be learned
2. Provide model(s) displaying the effective use of those behaviours
3. Provide opportunities for trainees to practice using the behaviours
4. Provide feedback and social reinforcement to trainees following practice
5. Take steps to maximize the transfer of those behaviours to the job
Career development an ongoing process in which individuals progress through a
series of stages that consist of a unique set of issues, themes, and tasks
Can stable personality traits change?
Yes! For example, openness to experience as you get older, you settle down, may have
a family, and may become less adventurous
-conscientiousness dramatically increases as you age you get more responsibilities
-agreeableness tends to gradually rise as you age, and extraversion is pretty stable
Does your personality limit you?
For most criteria, more than 50% depends on skills and abilities that you can learn
regardless of personality traits. In addition, with effort you may be able to change
personality
-personality captures how people behave across time > typical behaviour
-abilities may or may not be reflected in a persons typical behaviour > how well a
person can perform a particular task
Sunk costs permanent losses of resources incurred as the result of a decision. The
justification of fault decisions is best seen in the irrational treatment of sunk costs: since
they have been lost due to a past decision, they should not enter into future decisions
Escalation of commitment the tendency to invest additional resources in an apparently
failing course of action, in which the escalation involves devoting more and more
resources to actions implied by the decision. Why would people do this? They want to
prove their decision was right all along, and a social norm that favours consistent
behaviour exists. Changing ones mind and reversing previous decisions may be seen as
a sign of weakness
How to fix: Change the frame (what do I stand to gain youre now risk averse). Set
proximal goals. Make sure theres emphasis on the decision making process
Hindsight the tendency to review the decision making process to find what was done
right or wrong, reflects cognitive bias. i.e. a money manager who consciously makes a
very risky investment that turns out to be very successful might revise her memory to
assume that the decision was a sure thing.. the next time, the now confident investor
might not be as lucky. Another form of faulty hindsight is the tendency to take personal
responsibility for successful decision outcomes and to deny responsibility for
unsuccessful outcomes
Mood & Emotions effect on decision making:
People in a positive mood tend to remember positive info, vice versa for negative
moods
People in a positive mood will evaluate objects, people, and events more
positively, vice versa
People in a good mood tend to overestimate the likelihood that good events will
occur and underestimate the occurrence of bad events, vice versa
People in a good mood adopt simplified, shortcut making decision strategies,
more likely violating the rational model. People in a negative mood are prone to
approach decisions in a more deliberate, systematic way
Positive mood promotes more creative, intuitive decision making
Stage
Perfect Rationality
Bounded Rationality
Problem Identification
Easy, accurate perception
Perceptual defence; jump to solutions;
of gaps that constitute
attention to symptoms rather than
problems
problems; mood affects memory
Information Search
Free, fast, right amount of Slow, costly, reliance on flawed
information obtained
memory; obtain too little or too much
Development of
Can conceive of all
Not all known
Alternative Solutions
Evaluation of alternative Ultimate value of each
Potential ignorance of or
solutions
known; probability of each miscalculation of values &
known; only criterion is
probabilities; criteria include political
economic gain
factors; affected by mood
Solution Choice
Maximizes
Satisfices
Solution Implementation Considered in evaluation
May be difficult owing to reliance on
of alternatives
others
Solution Evaluation
Objective, according to
May involve justification, escalation
previous steps
to recover sunk costs, faulty hindsight
Summary of cognitive Biases in decision making:
Decision makers tend to
Be overconfident about the decisions that they make
Seek out info that confirms their own problem definition and solutions
(confirmation bias)
Remember and incorporate vivid, recent events into their decisions
Fail to incorporate known existing data about the likelihood of events into their
decisions
Ignore sample sizes when evaluating samples of info
Overestimate the odds of complex chains of events occurring
Not adjust estimates enough from some initial estimate that serves as an anchor as
they acquire more information (anchoring effect)
Have difficulty ignoring sunk costs when making subsequent decisions
Overestimate their ability to have predicted events after-the-fact, take responsibility
for successful decision outcomes, and deny responsibility for unsuccessful
outcomes (hindsight)
Decision making paradox most of the time, people make good decisions. Even so, it is
impossible to make optimal decisions all of the time, and mistakes can be costly. So, it is
important to know the flaws of the decision making system, and to correct for the flaws
when the stakes are high.
Chapter 11 Group Decision Making
Why use groups?
Decision quality groups are more vigilant than individuals, generate more ideas,
and evaluate ideas better
Decision acceptance and commitment a decision made in groups will be more
acceptable to those involved (people wish to be involved in decisions that will
affect them). People will better understand a decision in which they participated
and will be more committed to a decision in which they invested personal time
and energy
Diffusion of responsibility there exists the ability of group members to share the
burden of the negative consequences of a poor decision
Groups should perform better than individuals when:
The group members differ in relevant skills and abilities, as long as they do not
differ so much that conflict occurs
Some division of labour can occur
Memory for facts is an important issue
Individual judgments can be combined by weighting them to reflect the expertise of
the various members
Disadvantages of Group Decision Making:
Time the speed of arriving at a solution to a problem decreases as group size
increases
Conflict decision quality could take a back seat to political wrangling and
infighting
Domination advantages of group decision making wont be realized if meetings
are dominated by a single individual or a small coalition
Groupthink groupthink is the capacity for group pressure to damage the mental
efficiency, reality testing, and moral judgment of decision-making groups.
Groupthink arises from structural and procedural flaws, cohesiveness, and
provocative situational context, leading to a concurrence seeking tendency and
then groupthink. Groupthink occurs when group pressures lead to reduced mental
efficiency, poor testing of reality, and lax moral judgment; unanimous acceptance
of decisions is stressed over quality of decisions
Symptoms of Groupthink:
o Illusion of invulnerability members are overconfident and willing to
assume great risks, ignoring obvious danger signals
o Rationalization problems and counterarguments that members cannot
ignore are rationalized away (seemingly logical but improbable excuses
are given)
o Illusion of morality the decisions the group adopts are not only
perceived as sensible, they are also perceived as morally correct
o Stereotypes of outsiders the group constructs unfavourable stereotypes
of those outside the group who are the targets of their decisions
o Pressure for conformity members pressure each other to fall in line and
conform with the groups views
o Self-censorship members convince themselves to avoid voicing opinions
contrary to the group
o Illusion of unanimity members perceive that unanimous support exists
for their chosen course of action
o Mindguards some group members may adopt the role of protecting the
group from information that goes against its decisions
How to avoid groupthink:
Assign someone to the role of devils advocate
Bring in outsides (people who dont work at the company, have no vested interests)
Avoid being too directive dont shortcut the decision making process
Generate comprehensive alternatives
Search for information to determine quality
Examine the pros and cons of the alternatives
Examine the costs, benefits, and risks of the preferred choice
Monitor the results and react in the event that known risks become a reality
-the more you like someone, the more you feel comfortable criticizing them, which can
decrease groupthink
-often, people seek to agree with those who are more senior than them because they may
control their salary or promotions, regardless of their position with the decision
Risky shift the tendency for groups to make riskier decisions than the average risk
initially advocated by their individual members
Conservative shift the tendency for groups to make less risky decisions than the
average risk initially advocated by their individual members
-when group members are somewhat conservative before the interaction, they tend to
exhibit a conservative shift when they discuss the problem
-when group members are somewhat risky initially, they exhibit a risky shift after
discussion
-therefore group discussion seems to polarize or exaggerate the initial position of the
group
Why do risky and conservative shifts occur when groups make decisions?
1.Group discussion generates ideas and arguments that individual members have not
yet considered. The info naturally favours the members initial tendency toward
risk or conservatism. Since discussion provides more and better reasons for the
initial tendency, the tendency ends up being exaggerated
2.Group members try to present themselves as basically similar to other members but
even better. Thus, they try to one-up others in discussion by adopting a slightly
more extreme version of the groups initial state
Ways to improve decision making in organizations:
Train a discussion leader ensure no autocratic behaviour ensues
Stimulate and manage conflict full blown conflict isnt conducive to good
decision making, but neither is complete lack thereof
i.e. Devils advocate a person appointed to identify and challenge the
weaknesses of a proposed plan or strategy in an objective, unemotional manner
Traditional and electronic brainstorming if a large number of ideas is generated,
the chance of obtaining a truly creative solution is increased
Brainstorming an attempt to increase the number of creative solution
alternatives to problems by focusing on idea generation rather than evaluation
Electronic brainstorming the use of computer mediated technology to improve
traditional brainstorming practices
-face to face interaction can actually reduce individual brainstorming performance
because of inhibition, domination, or physical limitations on multiple people
brainstorming at once; over the size of 2 members, groups perform better in
brainstorming in quality and quantity of ideas when using electronic
brainstorming
Nominal group technique carefully separating the generation of ideas from their
evaluation. Ideas are generated nominally (without interaction) to prevent
inhibition and conformity. Evaluation permits interaction and discussion, but
occurs in a fairly structured manner to be sure that each idea gets adequate
attention. The main disadvantage is that it takes a lot of time, which is addressed
by the Delphi Technique
Nominal group technique a structured group decision making technique in
which ideas are generated without group interaction and then systematically
evaluated by the group
The Delphi Technique A method of pooling a large number of expert judgments
by using a series of increasingly refined questionnaires. Relies solely on a
nominal group no face to face interaction
-in class, recall the carter racing exercise the data shows the relationship between
gasket failures and air temperatures, and you are to decide whether or not to race. Often
groups choose to race, but this is actually very similar to choosing to launch the
challenger (the spacecraft that experienced an O-ring failure accident). Shows the affect
on group dynamic impacts on decision making the decision was made on inconclusive
data, and rushed due to time constraints and other pressures
Chapter 13 Conflict and Stress (424-437)
Interpersonal conflict the process that occurs when one person, group, or
organizational subunit frustrates the goal attainment of another
Causes of organizational conflict:
Group identification and intergroup bias even without interaction or cohesion,
people have a tendency to develop a more positive view of their own in group
and a less positive view of the out group of which they are not a member
Interdependence when individuals or subunits are mutually dependent on each
other to accomplish their own goals, the potential for conflict exists.
Interdependence implies that each party has some power over the other, making it
relatively easy for one side or the other to abuse its power and create antagonism
Differences in power, status, and culture:
o Power if dependence is not mutual but one way, the potential for conflict
increases
o Status status differences provide little impetus for conflict when people
of lower status are dependent on those of higher status. But when people
who have lower status are in control of the tasks of higher status, conflict
may occur i.e. when servers have to give orders to higher status chefs, or
junior staff have more IT knowledge than their bosses
o Culture when two or more very different cultures develop in an
organization, the clash in beliefs and values can result in overt conflict i.e.
when one organization hires professionals from several different
companies with their own strong cultures
Ambiguity ambiguous goals, jurisdictions, or performance criteria can lead to
conflict. Under such ambiguity, the formal and informal rules that govern
interaction break down. It might also be difficult to assign responsibility for good
and bad outcomes when it is hard to see who was responsible for what
Scarce resources limited budget, secretarial support, or lab space can contribute to
conflict. I.e. two scientists who do not get along very well may be able to put up a
peaceful front until a reduction in lab space provokes each to protect her or her
domain
Relationship conflict interpersonal tensions among individuals that have to do with
their relationship per se, not the task at hand i.e. personality clashes
Task conflict disagreements about the nature of the work to be done i.e. differences of
opinion about goals or technical matters
Process conflict disagreements about how work should be organized and accomplished
i.e. disagreements about responsibility, authority, resource allocation, and who should do
what
-not all conflict is detrimental as it can help to provide a variety of perspectives, but it
often can be detrimental to team member satisfaction and performance
-when conflict begins, the following events often transpire:
Winning the conflict becomes more important than developing a good solution to
the problem at hand
The parties begin to conceal information from each other or to pass on distorted
information
Each side becomes more cohesive. Deviants who speak of conciliation are
punished, and strict conformity is expected
Contact with the opposite party is discouraged except under formalized, restricted,
conditions
While the opposite party is negatively stereotyped, the image of ones own position
is boosted
On each side, more aggressive people who are skilled at engaging in conflict may
emerge as leaders
Ways to manage conflict include avoiding, accommodating, competing, compromise, and
collaboration
Avoiding a conflict management style characterized by low assertiveness of ones own
interests and low cooperation with the other party. Can provide short term stress
reduction, it does not really change the situation
Accommodating a conflict management style in which one cooperates with the other
party while not asserting ones own interests. If people see accommodation as a sign of
weakness, it does not bode well for future interactions. However, it can be an effective
reaction if you are wrong, the issue is more important to the other party, or you want to
build good will
Competing a conflict management style that maximizes assertiveness and minimizes
cooperation. This style holds promise when you have a lot of power, you are sure of your
facts, the situation is truly win-lose, or you will not have to interact with the party in the
future
Compromise a conflict management style that combines intermediate levels of
assertiveness and cooperation. Does not always result in the most creative result, and is
not useful for resolving conflicts that stem from power asymmetry. However, it is a
sensible reaction to conflict stemming from scarce resources
Collaborating a conflict management style that maximizes both assertiveness and
cooperation, in the hope of finding an integrative agreement that fully satisfies the
interests of both parties. It probably works best when the conflict is not intense and when
each party has information that is useful to the other
Negotiation a decision making process among interdependent parties who do not share
identical preferences
Distributive negotiation win-lose negotiation in which a fixed amount of assets is
divided between parties. Essentially a single issue negotiating (i.e. negotiating the price
Partys
target
Others Aspiration range
of a used car, each dollar you save is a dollar out of sellers pocket, vice versa)
-distributive negotiation tactics include threats and promises, firmness versus
concessions, and verbal persuasion
-threats will only work if you have a lot of power; if more subtle and civilized, people
will be more receptive but still no one likes to be threatened
-if you are too firm, the opposite party will be firm back, leaving you in a deadlock
-persuasive arguments will be effective if you are an expert, are likeable, and/or are
unbiased. The persuasive argument should have technical merits, state how the other
party stands to benefit, and appeal to fairness
Integrative negotiation win-win negotiation that assumes that mutual problem solving
can enlarge the assets to be divided between parties
-integrative negotiation tactics include copious information exchange, framing
differences as opportunities, cutting costs, increasing resources, and introducing
superordinate goals
-creating value
-begin by sharing unimportant information (DO NOT share your reservation point). Cut
costs for your opponent to say yes, and consider multiple issues simultaneously to make
package deals
i.e. when youre buying a new car, youre not just negotiating price but also warranty,
services, model, options, colour etc.
Superordinate goals attractive outcomes that can be achieved only by collaboration
Conventional arbitration the arbitrator an choose any outcome, such as splitting the
difference between the two parties
Final offer arbitration each party makes a final offer, and the arbitrator chooses
between them. This one was devised to motivate the two parties to make sensible offers
that have a chance of being upheld
Conflict stimulation a strategy of increasing conflict to motivate change. Should be
used if:
There are signs that a friendly rut exists peaceful relationships take precedence
over organizational goals
Parties that should be interacting closely have chosen to withdraw from each other
to avoid overt conflict
Conflict is suppressed or downplayed by denying differences, ignoring controversy,
and exaggerating points of agreement
-Organizational conflict can promote necessary organizational change, since in order for
organizations to survive, they must adapt to their environments
In order to effectively negotiate (maximize total value and claim more than opponent),
you must prepare. Preparation includes self-assessment, other party assessment, and
situational assessment
1.Self assessment What is my target? What is my BATNA (best alternative to a
negotiated agreement)?
i.e. if you have several offers, your BATNA to a negotiated agreement with
McKinsey is a job with Boston Consulting Group you may want to try to
assertively negotiate a high wage. If your only other option to McKinsey is
working at Tim Hortons, youre in a much weaker bargaining position
Social proof phenomenon if it becomes public that you have many offers on
the table, it is likely you will receive many more offers as other companies (in this
case) follow suit
What is my reservation point?
Reservation point the lowest value you would accept before walking away from
a negotiation. There is a positive relationship between your BATNA and your
reservation point. If you dont know this point going into a negotiation, you will be
pushed down and look weak.
2.Opponent Assessment Who is my opponent? What is my opponents position, and
what are my opponents interests?
Your opponents position is what they say they want, while their interests are what
they actually want; these may or may not be the same
What is my opponents BATNA?
3.Situation Assessment Is the negotiation a one-off or part of an ongoing
relationship? Is an agreement required?
If its a one-off, you can get away with being devious. The tone will change,
however, with a long standing customer as goals may change (i.e. establish a
relationship rather than win negotiation) If you have multiple offers, an
agreement is not required so you are in a better bargaining position
-when the negotiation slows and loses traction, you may be at the reservation point
Chapter 7 Groups and Teamwork
Group two or more people interacting interdependently to achieve a common goal
Formal work groups groups that are established by organizations to facilitate the
achievement of organizational goals i.e. production manager and 6 shift supervisors
Task forces temporary groups that meet to achieve particular goals or to solve
particular problems, such as suggesting productivity improvements
Informal groups groups that emerge naturally in response to the common
interests of organizational members. Can either help or hurt an organization
Stages of Group Development
1.Forming group members orient themselves, get to know others, purpose of group
2.Storming conflict often emerges, and confrontation and criticism occur as
members determine whether they will go along with the way the group is
developing. Sorting out roles and responsibilities are often at issue here
3.Norming members resolve the issues that provoked the storming and develop
social consensus, often requiring compromise. Interdependence is recognized,
norms are agreed to, and the group becomes more cohesive. Information &
opinions flow freely
4.Performing with the social structure sorted out, the group devotes its energies
toward task accomplishment. Themes of this stage include achievement
(measurable progress), creativity, and mutual assistance
5.Adjourning some groups (i.e. task forces and design project teams) have a
definite life span and disperse after achieving their goals. Rites and rituals that
affirm the groups previous successful development are common
-some organizational settings are so structured that storming and norming are
unnecessary for even strangers to coalesce into a team i.e. commercial airline cockpit
crews
Punctuated Equilibrium model a model of group development that describes how
groups with deadlines are affected by their first meetings and crucial midpoint transitions
(was developed using student groups). Especially applicable for groups with a problem
solving task and a deadline to solve it
1.Phase 1 begins with the first meeting and continues until the midpoint in the
groups existence. The very first meeting is very critical for setting the agenda for
what will happen in the remainder of the phase. Assumptions, approaches, and
precedents that members develop in the first meeting end up dominating the first
half of the groups life. Although it gathers information and holds meetings, the
group makes little visible progress toward the goal
2.Midpoint Transition the midpoint transition occurs at almost exactly the halfway
point in time toward the groups deadline. The transition marks a change in the
groups approach, and how the group manages the change is critical for the group
to show progress. All approaches, assumptions, and precedents are back open for
negotiation. The transition may consolidate any previously acquired information
or even mark a completely new approach, but it crystallizes the groups activities
for phase 2 just like the first meeting did for Phase 1
3.Phase 2 the decisions and approaches adopted at the midpoint get played out. It
concludes with a final meeting that reveals a burst of activity before the deadline
and a concern for how outsiders will evaluate the product
work, and recognize that a fundamental change in approach must occur here for
progress to occur. Essential issues are not likely to work themselves out during
phase 2
Be sure that adequate resources are available to actually execute the phase 2 plan
Resist deadline changes as these could damage the midpoint transitions
Group size & satisfactionan increase in group size can decrease satisfaction, as
opportunities for friendship increase but the chance to work on and develop these
opportunities might decrease owing to the sheer time and energy required. In addition,
incorporating more members with different viewpoints, larger groups might prompt
conflict and dissension. Also, the time available for each member to participate verbally
will decrease, and people may be more inhibited to do so. Finally, members of larger
groups identify less easily with the success and accomplishments of the group (harder to
see your own contributions)
Group size and performance depends on how performance is defined. For additive
tasks, the potential performance increases with group size. For disjunctive tasks, the
potential performance also increases with group size because as group size increases, the
probability that the group includes a superior performer is greater. For conjunctive tasks,
the potential and actual performance would decrease as group size increases because the
probability of including a weak link in the group goes up.
Additive tasks tasks in which group performance is dependent on the sum of the
performance of individual group members i.e. building a house, we can estimate the
potential speed of construction by adding the efforts of individual carpenters
Disjunctive tasks tasks in which group performance is dependent on the performance
of the best member i.e. if a research team is looking for a single error in a complicated
computer program
Conjunctive tasks tasks in which group performance is limited by the performance of
a single group member, the worst performer i.e. an assembly line operation
Process Losses group performance difficulties stemming from the problems of
motivating and coordinating larger groups. Even with good intentions, problems of
communication and decision making increase with size imagine 50 carpenters trying to
build a house.
Thus, actual performance = potential performance process losses
Therefore, both potential performance and process losses increase with group size for
additive and disjunctive tasks, meaning that total average productivity increases with size
up to a point and then drops off. This means that the average actual productivity per
group member decreases as each one is added diminishing marginal returns.
Group diversity and effectiveness more diverse groups have a more difficult time
communicating effectively and becoming cohesive, meaning that they will take longer to
do their forming, storming, and norming. Once they develop, however, more and less
diverse groups are equally cohesive and productive. Diverse groups sometimes perform
better when their task requires cognitive, creativity demanding tasks and problem solving
rather than more routine work because members consider a broader array of ideas
Norms collective expectations that members of social units have regarding the
behaviour of each other. Groups have an extraordinary range of rewards and
punishments available to induce conformity to norms sometimes people will comply
with norms that go against their privately held attitudes and opinions i.e. couples often
get married with religious services even if they arent religious
-typical norms include dress norms, reward allocation norms (equity reward according
to inputs like effort, equality reward everyone equally, reciprocity reward people the
way they reward you, and social responsibility reward those who truly need the
reward), performance norms (what an appropriate level of performance is)
Roles positions in a group that have a set of expected behaviours attached to them.
Represent packages of norms that apply to particular group members. Assigned roles
are formally prescribed by an organization as a means of dividing labour and
responsibility to facilitate task achievement. Emergent roles are roles that develop
naturally to meet the social-emotional needs of group members or to assist in formal job
accomplishment i.e. someone emerges as the class clown or the newcomer helper
Role ambiguity lack of clarity of job goals or methods. Ambiguity could be
characterized by confusion about how performance is evaluated, how good performance
can be achieved, or what the limits of ones authority and responsibility are. A variety of
elements can lead to ambiguity:
Organizational factors some roles seem inherently ambiguous because of their
function in the organization I.e. middle management roles might fail to provide
the big picture that upper management roles do
The role sender role senders (like the managers) might have unclear expectations
of a focal sender, or might not send his/her expectations clearly i.e. weak
orientation session, vague performance reviews, inconsistent feedback &
discipline
The focal person role expectations that are clearly developed and sent might not
be fully digested by the focal person (the employee). Ambiguity tends to decrease
as the time in the job role increases
-role ambiguity can lead to job stress, dissatisfaction, reduced organizational
commitment, lowered performance, and intentions to quit
Role conflict a condition of being faced with incompatible role expectations. Role
expectations might be completely clear (not role ambiguity) but mutually exclusive,
cannot be filled simultaneously, or do not suit the role occupant
Intrasender role conflict a single role sender provides incompatible role expectations
to a role occupant i.e. a manager might tell an employee to take it easy and not work so
hard, while delivering a batch of reports that require immediate attention (could also
provoke ambiguity)
Intersender role conflict two or more role senders provide a role occupant with
incompatible expectations i.e. a first level manager is pressured from above to get the
work out and keep the troops in line, but from below to behave in a considerate and
friendly manner
Interrole conflict several roles held by a role occupant involve incompatible
expectations i.e. a person who is head of a product development task force and a market
research group has competing demands for his/her time
Person-role conflict role demands call for behaviour that is incompatible with the
personality or skills of a role occupant i.e. if an organization demands role behaviour that
the occupant considers unethical
Status the rank, social position, or prestige accorded to group members
-the formal status system represents managements attempt to publicly identify those
people who have higher status than others. It is so obvious because this identification is
implemented by the application of status symbols that are tangible indicators of status,
like titles, particular working relationships, pay packages, work schedules, etc.
-informal status systems are often linked to factors other than job performance, such as
gender or race
-most people like to communicate with others at their own status or higher rather than
with people who are below them; this should mean that communication moves up the
status hierarchy, but if the status differences are large, people can be inhibited from
communicating upward
Group cohesiveness the degree to which a group is especially attractive to its
members, influenced by:
Threat and competition external threat to the survival of the group increases
cohesiveness in a wide variety of situations i.e. a board of directors quickly forms
a united front in the face of a takeover bid. This likely happens because groups
feel a need to improve communication and coordination so that they can better
cope with the situation at hand. Under extreme threat or unbalanced competition,
increased cohesiveness will serve little purpose
Success a group becomes more attractive to its members when it has successfully
accomplished some important goal, such as defending itself against threat or
winning a prize. By the same token, cohesiveness will decrease after failure,
although there may be misery loves company exceptions
Member diversity groups that are diverse in terms of gender, age, and race can
have a harder time becoming cohesive than more homogenous groups. However,
if a group is in agreement about how to accomplish some particular task, its
success in performing the task will often outweigh surface dissimilarity in
determining cohesiveness
Size other things being equal, bigger groups should have a more difficult time
becoming and staying cohesive. Larger groups often divide into subgroups, which
is also contrary to the cohesiveness of the larger group
Toughness of initiation groups that are difficult to get into should be more
attractive than those that are easy to join
Consequences of Cohesiveness
More participation & communication in group activities members wish to remain
in the group and like being with each other, so absence and turnover will be lower
than in less cohesive groups
More conformity members of cohesive groups are especially motivated to engage
in activities that will keep the group cohesiveness, and will apply pressure to
deviants to get them to comply with group norms
More success cohesiveness are effective at goal accomplishment because of the
high degree of participation and communication coupled with active conformity
to group norms and commitment
-it must be emphasized that cohesive groups are effective at goal accomplishment, but
they are affective at accomplishing their own goals. If these goals correspond with those
performance feedback), and management (to mediate relations between teams and by
dealing with union concerns, also encouraging independence, which increases
effectiveness)
Task
Task
-challenge
-complexity
-complexity
-interdependence
Group
Group Processes
Processes
Group Composition
-stability
-size
-size
-expertise
-diversity
Managerial
support
-effort
-knowlede and
-knowlede
and skill
skill
application
-performance strategies
Group Effectiveness
(acceptability of
output,
(acceptability
of output,
members' needs met,
continuity of group)
(training,
(training,
rewards,
encouragement
of
of
independence)
Cross functional teams work groups that bring people with different functional
specialties together to better invent, design, or deliver a product or service. Especially
useful for new product development; rather than moving ideas through different
departments to design different aspects (which would create conflict, decrease
speediness, and foster complexity), cross functional teams will bring members from
different departments to work together
-cross functional teams need to include all relevant specialties, set superordinate goals, be
able to meet (physically close), have autonomy from the larger organization, follow basic
rules and procedures, and have a strong leader with good people skills
Shared mental models team members share identical information about how they
should interact and what their task is. Difficult to instill in cross functional teams
because of divergent backgrounds of team members, but very important
Virtual teams work groups that use technology to communicate and collaborate across
time, space, and organizational boundaries. Can be asynchronous (I.e. fax, voicemail,
email), which allows team members to reflect before responding, or synchronous (i.e.
chat, groupware) allowing members to communicate in real time
-the advantages of virtual teams are:
Around the clock work taking advantage of time change, workflow can be
continuous
Reduced travel time and cost no costs associated with face to face meetings
Larger talent pool companies dont have to only higher in limited geographic
location
-the challenges of virtual teams are:
2nd class example the Asch experiment participants are asked which line matches the
length of one of the lines, the answer should be very obvious. Only one of the people is
an actual research participant, the rest are actors (but he isnt aware). All of the actors
will choose the obviously incorrect answer, and often the research participants would go
against their own opinions to side with the majority think in the context of world war 2.
When one of the actors agree with you, conformity was decreased as there was now
social support: even if youre wrong, youre not wrong alone. In that context there is
higher self confidence and less self doubt.
-conformity is lowest in individualistic (vs. collectivistic) cultures
3rd Class Example Group membership & performance there are 2 competing
sterotypes: Asians are good at math and females are bad at math. A group of Asian
American women are asked questions to be made subconsciously aware of each identity
salient (female identity salient, Asian identity salient, and no-identity salient. All
participants going in have the same level of quantitative ability. The ones who were
made aware of the Asian salient performed better on the math competition test, the
female identity salient performed worse, and no identity salient was in the middle.
Stereotype threat individuals perform more poorly on a task when a relevant negative
stereotype is salient. This is because stereotype threat reduces ones ability to
temporarily store information in memory and to suppress irrelevant information. You
dont want to be the one to confirm the stereotype, which causes anxiety and in turn
Impacts performance, even if you dont believe it. If the stereotype is positive, gives
confidence and is called stereotype lift. The only way to combat stereotype threat is to be
aware of it
4th class Example Bad Apples 3 undergrads and one actor who acts as one of the three
types of bad apples (attack/insulting others, depressive pessimist, slacker). The groups
with the actor performed worse as the bad apple behaviour dramatically affected the way
that the group communicated with each other. The team members would begin to imitate
the bad apples behaviour, not just in response to the actor but to each other
-therefore the best predictor of group performance is not necessarily the performance of
the best performer, but more like the average performer
Chapter 8 Social Influence, Socialization, and Culture
Information Dependence reliance on others for information about how to think, feel,
and act. Gives others the opportunity to influence our thoughts, feelings, and actions via
the signals they send to us
Effect dependence reliance on others due to their capacity to provide rewards and
punishment.
Motives for social conformity:
1. Compliance conformity to a social norm prompted by the desire to acquire
rewards or avoid punishment i.e. convicts conforming to formal prison norms,
young children behaving themselves
Proximal Socialization
Outcomes
Distal Socialization
Ouctomes
Learning
Job satisfaction
Task Mastery
Organizational commitment
Socialization Tactics
Social Integration
Organizational citizenship
behaviour
Mentoring
Role conflict
Job performance
Proactive Tactics
Role ambiguity
Stress
Person-job Fit
Turnover
Person-organization Fit
Person-job fit the match between an employees personal values and the values of an
organization
Person-organization fit the match between an employees personal values and the
values of an organization
Organizational identification the extent to which an individual defines him or herself
in terms of the organization and what it is perceived to represent; reflects an individuals
learning and acceptance of an organizations culture
Stages of Socialization in a sense, the first two stages represent hurdles for achieving
passage into the third stage
1. Anticipatory socialization before a person becomes a member of a particular
organization, there might be skill/attitude acquisition (going to college), or
informal working in summer jobs or even watching the portrayal of organizational
life in TV shows. Not all anticipatory socialization is accurate and useful for the
new member
2. Encounter the new recruit, armed with some expectations about organizational
life, encounters the day to day reality of this life. May include orientation
programs and rotation through various parts of the organization. Informal aspects
include getting to know and understanding the style/personality of ones boss &
coworkers. If successful, the recruit will have complied with critical
Collective
Formal
Institutionaliz
CONTEXT
TACTICS
Sequentia
l Fixed
Serial
Investitur
e
CONTENT
TACTICS
ed Tactics
--
SOCIAL
TACTICS
Individual
Informal
Individualized
Tactics
Random
Variable
Disjunctiv
e
Divestitur
e
Collective vs. Individual Tactics when using the collective tactic, a number of new
members are socialized as a group, going through the same experiences and facing the
same challenges i.e. army boot camps, fraternity pledge, flight attendant training. The
Individual tactic consist of socialization experiences that are tailor made for each new
member i.e. simple on the job training and apprenticeship to develop skilled craftspeople
Formal vs. Informal Tactics formal tactics involve segregating newcomers from
regular organizational members and providing them with formal learning experiences
during the period of socialization. Informal tactics do not distinguish a newcomer from
more experienced members and rely on more informal and on the job learning
Sequential vs. random tactics have to do with whether there is a clear sequence of
steps or stages during the socialization process. There is a fixed sequence of steps
leading to the assumption of the role with a sequential tactic, while there is an ambiguous
or changing sequence with random tactics
Fixed versus Variable tactics if socialization is fixed, there is a timetable for the
newcomers assumption of the role. If the tactic is variable, then there is no time frame to
indicate when the socialization process ends and the newcomer assumes his or her new
role
Serial versus Disjunctive Tactics the serial tactic refers to a process in which
newcomers are socialized by experienced members of the organization. The disjunctive
tactic refers to a socialization process where role models and experienced organization
members do not groom new members or show them the ropes
Investiture versus divestiture tactics divestiture tactics refer to what is also known as
debasement and hazing; this occurs when organizations put new members through a
series of experiences that are designed to humble them and strip away some of their
initial self confidence. Debasement is a way of testing the commitment of new members
and correcting for faulty anticipatory socialization. Having been humbled and stripped of
preconceptions, members are then ready to learn the norms of the organization. An
extreme example is the rough treatment & shaved heads of the US marines. The
investiture socialization affirms the incoming identity and attributes of new hires rather
than denying them and stripping them away. Organizations that carefully select new
members for certain attributes and characteristics would be more likely to use this tactic
Institutionalized versus individualized socialization institutionalized socialization
consists of collective, formal, sequential, fixed, serial, and investiture tactics.
Individualized socialization consists of individual, informal, random, variable,
disjunctive, and divestiture tactics. The main difference between the two is that
institutionalized reflects a more formalized and structured program of socialization that
reduces uncertainty and encourages new hires to accept organizational norms and
maintain the status quo. On the other hand, individualized socialization reflects a relative
absence of structure that creates ambiguity and encourages new hires to question the
status quo and develop their own approach to their role.
-institutional socialization tactics have been found to be related to proximal outcomes,
such as lower role ambiguity and conflict and more positive perceptions of P-J and P-O
fit, as well as distal outcomes, such as more positive job satisfaction and organizational
commitment and lower stress and turnover. In addition, institutional results in a more
custodial role orientation, in which new hires accept the status quo and the requirements
of their roles
-individualized socialization tactics result in a more innovative role orientation, in which
new recruits might change or modify the way they perform their tasks and roles
-the SOCIAL tactics have been found to be the most strongly related to socialization
outcomes
Mentor an experienced or more senior person in the organization who gives a junior
person special attention, such as giving advice and creating opportunities to assist him or
her during the early stages of his/her career. For a mentor to be effective, they must
provide two functions:
Career Functions of Mentoring - made possible by the senior persons
experience, status, knowledge of how the organization works, and influence with
powerful people in the organization. Includes:
Sponsorship the mentor might nominate the apprentice for advantageous
transfers and promotions
Exposure and visibility the mentor might provide opportunities to work with
key people and see other parts of the organization
Coaching and feedback the mentor might suggest work strategies and
identify strengths and weaknesses in the apprentices performance
Developmental assignments the mentor can provide challenging work
assignments that will help develop key skills and knowledge that are crucial to
career progress
Psychosocial functions of mentoring mentors can provide certain psychosocial
functions that are helpful in developing the apprentices self confidence, sense of
identity, and ability to cope with emotional traumas that can damage a persons
effectiveness. These include:
Role modeling this provides a set of attitudes, values, and behaviours for the
junior person to imitate
Provide acceptance and confirmation this provides encouragement and
support and helps the apprentice gain self-confidence
should be able to function with less social-emotional support & less direction
from the principal
When the goals and methods of performing the job are very clear, consideration
should promote employee satisfaction, while structure might promote
dissatisfaction i.e. the job of garbage collection is very clear in goals & methods;
employees would appreciate social support but view excessive structure as
redundant and unnecessary
When employees lack knowledge as to how to perform a job, or the job itself has
vague goals or methods, consideration becomes less important, while initiating
structure takes on additional importance i.e. the new astronaut recruit should
appreciate direction in learning a complex, unfamiliar job
Leader reward behaviour the leaders use of compliments, tangible benefits, and
deserved special treatment; when made contingent on performance, will motivate
employees to perform at a higher level and experience job satisfaction
Leader punishment behaviour the leaders use of reprimands or unfavourable task
assignments and the active withholding of rewards; harder to use effectively and could
lead to employee dissatisfaction. When contingent on performance will lead to more
favourable employee perceptions, attitudes and behaviour, but when non-contingent will
lead to unfavourable outcomes
Contingency theory Fred Fiedlers theory that states that the association between
leadership orientation and group effectiveness is contingent on how favourable the
situation is for exerting influence. Basically, means that some situations are more
favourable for leadership than others, and these situations require different orientations
on the part of the leader
Least Preferred Co Worker (LPC) a way to measure leadership orientation; a current
or past co worker with whom a leader has had a difficult time accomplishing a task is
described by the leader
-if described favourably (a high LPC score) then the leader is relationship
oriented; despite the fact that the LPC is/was difficult to work with, the leader can still
find positive qualities
-if described unfavourably (a low LPC score) then the leader is task oriented; the
leader allows the low-task competence of the LPC to colour his or her views of the
personal qualities of the LPC
Factors that affect situational favorableness for Leadership (for contingency theory)
Leader-member relations when the relationship between the leader and the
group is good, the leader is in a favourable situation to exert influence. A poor
relationship could damage the leaders influence
Task structure when the task at hand is highly structured, the leader should be
able to exert considerable influence on the group.
Position power the more formal authority granted to the leader by the
organization, the more favourable is the leadership situation
- a task orientation (Low LPC) is most effective when the leadership situation is very
favourable or when it is very unfavourable, whereas a relationship orientation (high LPC)
is better in conditions of medium favourability
Favourableness High
Leader-Member Relations
Good
Poor
Low
Task Structure
Structured
Unstructured
Structured
Unstructured
Position Power Strong Weak Strong Weak Strong Weak Strong Weak
I
II
III
IV
V
VI
VII
VIII
Most Effective Leader Orientation
Task
Relationship
Task
Why? Because leaders can get away with a task situation when the situation is
very favourable (employee are ready to be influenced) or very unfavourable (it is the only
way to get anything accomplished). In conditions of medium favourability, the boss is
faced with some combination of an unclear task or a poor relationship with employees.
Here a relationship orientation will help to make the best of a situation that is stress
provoking but not impossibly bad
Cognitive Resource Theory (CRT) a leadership theory that focuses on the conditions
in which a leaders cognitive resources (intelligence, expertise, and experience)
contribute to effective leadership. Basically, the importance of intelligence for leadership
effectiveness depends on the following conditions: the directiveness of the leader, group
support for the leader, and the stressfulness of the situation. Leader intelligence is
predicted to be the most important when the leader is directive, the group supports the
leader, and the situation is low stress, because the leader is able to think clearly and use
his/her intelligence. In high stress situations a leaders cognitive resources are impaired,
so there his or her work experience will be most important
Path-Goal Theory Robert Houses theory concerned with the situations under which
various leader behaviours (directive, supportive, participative, and achievement oriented)
are most effective. He states that the most important activities of leaders are those that
clarify the paths to various goals of interest to employees (goals like a promotion, sense
of accomplishment, or pleasant work climate). The opportunity to achieve such goals
should promote job satisfaction, leader acceptance, and high effort thus the leader forms
a connection between employee goals and organizational goals.
-managers should align employee goals with organization goals
The effectiveness of each of the following behaviours is dependent on the situation that
the leader encounters:
Directive behaviour directive leaders schedule work, maintain performance
standards, and let employees know what is expected of them; this behaviour is
essentially identical to initiating structure
Supportive behaviour supportive leaders are friendly, approachable, and
concerned with pleasant interpersonal relationships; this behaviour is essentially
identical to consideration
Participative behaviour participative leaders consult with employees about work
related matters and consider their opinions
Achievement oriented behaviour these leaders encourage employees to exert
high effort and strive for a high level of goal accomplishment. They express
confidence that employees can reach these goals
The leader effectiveness of the leader behaviours is contingent on the situational factors,
including employee characteristics and environmental factors
Employee characteristics:
Employees who have a high need for achievement should work well under
achievement oriented leadership
Employees who prefer being told what to do work best under directive
When employees feel that they have rather low task abilities, they should
appreciate directive leadership and coaching behaviour. When they feel quite
capable of performing the task, they will view such behaviours as unnecessary
and irritating
Low Skill
High Skill
Directive or Supportive
Environmental factors:
When tasks are clear and routine, employees will perceive directive leadership as
redundant and unnecessary, reducing satisfaction and acceptance of the leader.
Similarly, participative leadership would not seem useful since there is little in
which to participate
When tasks are challenging but ambiguous, employees would prefer directive and
participative leadership as such styles should clarify the path to good performance
and demonstrate that the leader is concerned with helping employees to do a good
job
Frustrating, dissatisfying jobs should increase employee appreciation of
supportive behaviour
Routine/Clear
Supportive
Directive or Participative
-note that the theory appears to work better in predicting employees job satisfaction and
acceptance of the leader than in predicting job performance
Participative leadership involving employees in making work related decisions. Can
vary between a manager permitting employees to function within limits defined by
superior, all the way to opposite where manager makes decision and announces it (non
participate leadership)
-participative leadership can increase employee motivation because it may permit them to
contribute to the establishment of work goals and to decide how they can accomplish
these goals. Also, it can increase intrinsic motivation by enriching employees job, as it
adds some variety to the job and promotes autonomy.
-participation can enhance quality as more employees may mean a larger wealth of
knowledge, and often the professional employees have more up to date technical
expertise than their superiors.
-participation can increase employees acceptance of decisions even if it does not
promote motivation or increase the quality of decisions because the process is seen as
more fair
-potential problems of participative leadership include extra time and energy required, a
loss of power, and a lack of receptivity or knowledge (if a leader is distrusted, or when a
poor labour climate exists, employees might resent having to do managements work,
even when receptive employees might lack the actual knowledge to make good decisions)
Vroom and Jagos Situational Model of Participation attempts to specify when leaders
should use participation and to what extent they should use it. For issues involving the
entire work group, the following range of behaviours is plausible (A stands for autocratic,
C for consultative, and G for group; I indicates an individual and II indicates that a group
is involved)
AI you solve the problem or make the decision yourself, using information
available to you at the time
AII you obtain the necessary information from your employees, then decide the
solution to the problem yourself. You may or may not tell your employees what
the problem is in getting the info from them. The employees only provide
necessary info, no generation or evaluation of alternatives/solutions
CI you share the problem with the relevant employees individually, getting their
ideas and suggestions without bringing them together as a group. Then you make
the decision, which may or may not reflect your employees influence
CII you share the problem with your employees as a group, obtaining their
collective ideas and suggestions. Then you make the decision, which may or may
not reflect your employees influence
GII you share the problem with your employees as a group. Together you
generate and evaluate alternatives and attempt to reach a consensus. Your role is
like that of a chairperson; you do not try to influence to group to adopt your
solution, and you are willing to accept and implement any solution that has the
support of the entire group
The effectiveness of the above strategies depends on the situation/problem at hand:
QR Quality Requirement
How important is the technical quality of this decision?
CR Commitment
How important is subordinate commitment to the decision?
Requirement
LI Leaders Information
Do you have sufficient information to make a high quality decision?
ST Problem Structure
Is the problem well structured?
CP Commitment Probability If you were to make the decision by yourself, is it reasonably certain that your
subordinates would be committed to the decisions?
GC Goal Congruence
Do subordinates share the organizational goals to be attained in solving the
problem?
CO Subordinate Conflict
Is conflict among subordinates over preferred solutions likely?
SI Subordinate information Do subordinates have sufficient information to make a high quality decision?
1) Task management leaders who believe that since you earn a salary, you owe the
organization negatively impacts performance and threatens employees
2) Country Club Management love your job, love your boss, but get nothing done
performance will suffer
3) Impoverished management managers just trying to keep their job, dont engage
employees, keep a low profile have the lowest levels of job performance
4) Middle of the road management see people focus and task focus as mutually
exclusive cant see a reality where employees are very happy and very
productive, so go somewhere in the middle
5) Team management minimize status differentials, employees happy and
productive
Class Example 2 Effect of leadership on behaviour in public good dilemmas
-De Cremer and Van Knippenberg examined this by doing a study of people working on
an investment task where people could earn money for themselves and for their group;
each participant received 300 cents and chose how much to contribute. The total amount
contributed to the group was multiplied by 2 ad then divided amongst all group members,
regardless of their individual contributions
-when there was a transformational leader in the group, participants gave 130 cents on
average, while when there was no transformational leader they gave 90.92 cents (a 30%
decrease)
-the best leaders are good at both transactional and transformational leadership
Chapter 3 Perception, Attribution, and Diversity
Perception the process of interpreting the messages of our senses to provide order and
meaning to the environment
Perceptual defence the tendency for the perceptual system to defend the perceiver
against unpleasant emotions i.e. you see what you want to see or hear what you want to
hear
Social identity the theory that states that people form perceptions of themselves based
on their characteristics and memberships in social categories. While our personal identity
is based on our personal characteristics (interests, abilities, traits), our social identity is
based on our perception that we belong to various social groups (gender, nationality,
religion, occupation etc.)
-perception is selective, as perceivers dont use all available clues, and those that they do
use are thus given special emphasis.
-perception is constant as the target will be perceived in the same way over time across
situations i.e. when you get off on the wrong foot with someone, it sticks
-perception creates a consistent picture of the target we tend to select, ignore, and
distort cues in a manner so that they fit together to form a homogenous picture of the
target
Primacy effect the tendency for a perceiver to rely on early cues or first impressions
Recency effect the tendency for a perceiver to rely on recent cues or last impressions
Central traits personal characteristics of a target that are of particular interest to a
perceiver I.e. on developing her perceptions of her new coworker, the experienced
engineer developed her impressions around the trait of intellectual capacity, many people
will center around attractiveness, or physical height or weight
Projection the tendency for perceivers to attribute their own thoughts and feelings to
others i.e. the honest warehouse manager may perceive others as honest, but may find
stock disappearing
Stereotyping the tendency to generalize about people in a certain social category and
ignore variations among them. We distinguish some category of people, assume that the
individuals in this category have certain traits, and that thus everyone in this category
possesses these traits. Not all stereotypes are inaccurate, but usually they are. Stereotypes
persist nonetheless because inaccurate stereotypes are reinforced by selective perception
(you may be on the lookout for the stereotypical behaviour) and it may be easier for the
perceiver to rely on an inaccurate stereotype rather than work to discover the true nature
of the target
-stereotypes are not necessarily bad, but stereotyping is more of a problem
-powerful people tend to sterotype others more
-low power groups are seen as more homogenous while high power groups are
seen as heterogenous (you know high power peoples names because they dictate your
future, so you pay attention to them)
-it is self serving for people in power to use stereotypes they will preserve the
status quo
-higher power people also have to ability to stereotype because they are in contact
with high power
-stereotype persistence is also attributable to the vicious cycle:
Stereotypes are based on power differences, and they lead to power differences
(they reinforce power differences
Attribution the process by which causes or motives are assigned to explain peoples
behaviour
Dispositional attributions explanations for behaviour based on an actors personality
or intellect
Situational attributions explanations for behaviour based on an actors external
situation or environment
To decide whether we should attribute behaviour to dispositional or situational causes,
look for these cues:
Common ways a company can try to ensure its workforce reflects the diversity of the
population:
Select enough minority members to get them beyond token status. When this
happens, the majority starts to look at individual accomplishments rather than
group membership because they can see variation in the behaviours of the
minority
Encourage teamwork that brings minority and majority members together
Ensure that those making career decisions about employees have accurate
information about them rather than having to rely on hearsay
Train people to be aware of stereotypes
Trust a psychological state in which one has a willingness to be vulnerable and to take
risks with respect to the actions of another party. You can trust managements ability,
benevolence, and integrity
-building trust in the workplace is achieved by practicing credibility, respect, and
fairness, and by encouraging pride and camaraderie
Perceived organizational support (POS) employees general belief that their
organization values their contribution and cares about their well-being. When employees
have positive POS, they believe that their organization will provide assistance when it is
needed for them to perform the job effectively and deal with stressful situations higher
trust. Also leads to job satisfaction, organizational commitment, higher performance,
reduced turnover etc.
Organizational support theory a theory that states that employees who have strong
perceptions of organizational support feel an obligation to care about the organizations
welfare and to help the organization achieve its objectives
Contrast effects previously interviewed job applicants affect an interviewers
perception of a current applicant, leading to an exaggeration of differences between
applicants. i.e. if the interviewer has seen 2 excellent candidates and then encounters an
average candidate, she might rank this person lower than if he had been preceded by two
average applicants
-interviewers are susceptible to perceptions, maybe influenced by looking at the resume
first, and the interviewee will be putting off a best face interview validity increases
when interviews are more structured
-in order to be the most structured, the interview should involve question sophistication
(the extent to which the interviewer uses job related behavioural questions and situational
questions), question consistency (he extent to which the interviewer asks the same
questions in the same order of every candidate), and rapport building (the extent to which
the interviewer does not ask personal questions that are unrelated to the job
-an interview structured like this will reduce info overload and ensure that applicants can
be more easily compared since theyve all responded to an identical sequence of
questions
Signaling theory job applicants interpret their recruitment experiences as cues or
signals about what it is like to work in an organization i.e. if questions are invasive and
discriminatory, applicant might think that is what the organization is like
Leniency the tendency to perceive the job performance of rates as especially good
Harshness the tendency to perceive the job performance of rates as especially
ineffective
Central tendency the tendency to assign most rates to middle range job performance
categories
Halo effect the rating of an individual on one trait or characteristic tends to colour
rating on other traits or characteristics i.e. a student perceives his teachers as really nice,
which favourably influences his perception of the teachers knowledge of the material; a
manager rates an employee as frequently late for work, and in turn devalues the
employees productivity and quality of work
Similar-to-me effect a rater gives more favourable evaluations to people who are
similar to the rater in terms of background or attitudes
-behaviourally anchored rating scales can help prevent any biases from affecting
employee ratings
Chapter 12 Power, Politics, and Ethics
Power the capacity to influence others who are in a state of dependence
Legitimate power power derived from a persons position or job in an organization
Reward power power derived from the ability to provide positive outcomes and
prevent negative outcomes
Coercive power power derived from the use of punishment and threat, supporting
legitimate power
Referent power power derived from being well liked by others
Expert power power derived from having special information or expertise that is value
by an organization
-referent and expert power are most likely to generate true commitment and enthusiasm
for the managers agenda. Coercion is likely to produce resistance and lack of
cooperation; legitimate and reward will produce compliance
Empowerment giving people the authority, opportunity, and motivation to take
initiative and solve organizational problems
-service encounters predicated on high volume and low cost need careful engineering;
those predicated on customized, personalized service need more empowered personnel
(i.e. waiter can make adjustments to a plate without having to ask chef)
-too much power can lead to ineffective performance and abuse of power, while too little
leads to low performance and lack of power
Influence tactics tactics that are used to convert power into actual influence over
others. Includes:
Assertiveness
Ingratiation (using flattery and acting polite, friendly or humble)
Rationality
Exchange
Upward appeal (making formal/informal appeals to organizational superiors for
intervention)
Coalition formation (seeking united support from other organizational members)
To get power, pursue activities that are:
Extraordinary unusual you will have an audience if what youre doing is new
and novel
Visible make sure people are aware of what youre doing and its importance