Mgt 220 Organizational Behavior 6.9.

12 recent changes in management, required to do more than to sell corporations are considered capitalism, have a bad name not just about productivity and results as predominant as religion and family at the base - human beings, observing these individuals, the most important resource past 30 years- very excited at rst with increased productivity however leads to pollution, global warming, dissatisfaction new mandate - appear to be an entity that is good for the community cannot be concerned with just productivity visibility, access, visible to the public, must now be equally concerned with image Ben and Jerry - mission statements, community services REALITY OF BUSINESS- must be concerned with IMAGE what makes a good manager? CH.1 What is Organizational Behavior? Interpersonal skills managers get other people to get things done for them Mintzberg's Managerial Roles Interpersonal- Figurehead, Leader, Liaison Informational- Monitor, Disseminator, Spokesperson Decisional- Entrepreneur, Disturbance handler, Resource allocator, Negotiator Management skills Technical Skills-apply specialized knowledge or expertise Human skills Conceptual Skills "OB" organizational Behavior Multi disciplinary Psychology- science that seeks to measure, explain, and sometimes change the behavior of humans and other animals " little things mean a lot" Social Psychology- blends the concepts of psychology and sociology "how is it going to effect the entire production Anthropology- the study of societies to learn about human beings and their activities Sociology- study the social system in which individuals ll their roles; that is, sociology studies people in relation to their fellow human beings "There are no absolutes, it is not a science" 2008 - recession in the United States, effects the entire world. outsourcing, layoffs- w/o layoff policies, who gets cut? Responding to Globalization Increased foreign assignments working with people from different cultures Seamless, delocalization of resources Offshoring/ Outsourcing - the price of labor is too high in local community Supply Chaining? CSM customer service management The people on the front line with the customers, the customer is the prot, the turnover PG 53, Ritz-Carlton Points of encounter- how to make employees WANT to do well for the company Innovation and change- meeting every expanding needs of consumers "Temporariness" - Temporary world, employees and consumers ever changing with needs and demands

 Networked Organizations- based on the fact that we are no longer working out of ofces, often at home, conict with work and home life clashing. disconnected from the individuals that you work with Work-life conict- creation of the global workforce means work no longer sleeps The lifestyles of families have changed - creating conict, marriage, etc... Working more, less leisure leading to stress Create positive working space Improving Ethical Behavior Three levels of Analysis Inputs- the variables like personality, group structure, and organizational culture that lead to processes - Group structure, roles, and team responsibilities are typically assigned immediately before or after a group is formed Processes- If inputs are like the nouns in organizational behavior, processes are like verbs Outcomes - the key variables that you want to explain or predict, and that are affected by some other variables Variables of Interest Attitudes and Stress- evaluation employees make, ranging from positive to negative, about objects, people, or events -Stress is an unpleasant psychological process that occurs in response to environmental pressures Task Performance- The combination of effectiveness and efciency at doing you core job tasks is a reection of your level of task performance Citizenship behavior- discretionary behavior that is not part of an employes formal job requirements, and that contributes to the psychological and social environment of the workplace, is called citizenship behavior Withdrawal Behavior- the set of actions that employees take to separate themselves from the organization Group Cohesion- the extent to which members of a group support and validate one another at work Group functioning- refers to the quantity and quality of a group's work output Productivity - an organization is productive if it achieves its goals by transforming inputs into outputs at the lowest cost. This requires both effectiveness and efciency Survival - The nal outcome we will consider is organizational survival, which is simply evidence that the organization is able to exist and grow over the long term. The Individual, The Group, The Organization Workforce equity and diversity diversity is wealth,Wanting diversity Pg. 49 CH. 2 Diversity in Organizations Deep-level diversity- Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better Surface-level diversity- Differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reect the way s people think or feel but that may activate certain stereotypes discrimination - to note a difference between things in within it self is not bad, inferior superior, takes many forms. *sexual harassment *exclusion *Intimidation *Incivility *age *Sex * Race and Ethnicity *Disability *Religion * sexual orientation age, preference to younger employees b/c you can pay them less white collar, less absences, blue collar, increased absences

inherit inequality between men and women, women are disadvantaged inherently, more sick leaves, maternal leaves generally held beliefs. men are stronger physically, more authoritarian, women are more emotional, empathetic, majority of men in top positions progressive countries Handicapped- a part of the company, clientele, etc. religion, unifying everyone, not to segregate or to separate those in school and in the work place disengage the diversity on the surface level secular- being absent of any belief Diversity- How to promote and motivate no longer just HR, HR and diversity management Talk about the clients, marketing, sales, outsourcing done by minority companies Ability- An individual's capacity to perform the various tasks in a job Intellectual abilities- The capacity to do mental activities- thinking, reasoning, and problem solving General mental ability (GMA)- An overall factor of intelligence, as suggested by the positive correlations among specic intellectual ability dimensions Physical abilities- The capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics Diversity Management- The process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others. Intellectual abilities and physical abilities Video- Diversity, Verizon

13.9.12 Ch. 3 Attitudes Three components of an attitude- Evaluative statements or judgments concerning objects, people, or events Affective- The emotional or feeling segment of an attitude, personal opinions Cognitive- The opinion or belief segment of an attitude, the act of knowing something Behavioral- An intention to behave in a certain way toward someone or something, behavior is ACTING Relationship between attitudes and behavior The attitudes people hold determine what they do Festinger -Cognitive Dissonance- incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes. An inconsistency between what you feel and what you do. 'people seek consistency among their attitudes and between their attitudes and their behavior' advertisement people - exploits peoples insecurities and uses them to advertise them to the individuals, no personal interest Job Satisfaction, Job involvement- how can companies make their employees feel more a part of the company, 3M example 'dibble dabble' time- created the post-it providing psychological empowerment, you are thus creating value for the company, losing the feeling of anonymousness logical empowerment Organizational Commitment Identifying with a particular organization and its goals, while wishing to maintain membership in the organization, E.g. Ben and Jerry's- bought out by unilever 'the joy gang' rewards for organizational improvements, 'manufacturing appreciation day' 'holiday rewards' - Three dimensions- Affective- emotional attachment to organization Continuance Commitment- economic value of staying Normative - moral or ethical obligations

 Perceived Organization support (POS)- Degree to which employees believe the organization values their contribution and cares about their well-being. ^ when rewards are fair, employees are involved in decision making, and supervisors are seen as supportive, High POS is related to higher OCBs and performance employee appreciation - not just health packages, bonuses Employee Engagement- The degree of involvement with, satisfaction with, and enthusiasm for the job, Engaged employees are passionate about their work and company Measuring job satisfaction- ( graphs pages 113 - 115) pay inuences job satisfaction only to a point - after $40,000 per year (US) , there is no relationship between amount of pay and job satisfaction, money may bring happiness, but not necessarily job satisfaction, once you have been able to afford the essentials, you are no longer buying happiness Constructive Active VOICE - actively and constructively attempting to improve conditions LOYALTY- passively but optimistically waiting for conditions to improve, Destructive EXIT - directs behavior toward leaving the company NEGLECT- passively allows conditions to worsen- absenteeism or lateness, reduced effort, ^ error

Passive

American Apparel - Legalize LA- all articles of clothing made in LA by immigrants OCB ( Organizational Citizenship Behavior ) Job satisfaction and customer satisfaction - Zappos pg 108- Do employers owe workers more satisfying Jobs? Ch. 4 Emotional Intelligence Why were Emotions Ignored in OB? The "Myth of Rationality" Emotions were seen as irrational Managers worked to make emotion-free environments View of Emotionality Emotions were believed to be disruptive Emotions interfered with productivity Only negative emotions were observed Now we know emotions can't be separated from the workplace Differentiate emotions from moods, list the basic emotions and Moods Affect, Emotions, Moods Identify the sources emotions and moods Weather - illusory correlation - no effect Stress - Even low levels of constant stress can worsen moods Social Activities - Physical, informal, and dining activities increase positive moods Sleep - Poor sleep quality increases negative Exercise - Does somewhat improve mood, especially for depressed people Age - older folks experience fewer negative emotions Sex - Women tend to be more emotionally expressive, feel emotions more intensely, have longer-lasting moods, and express emotions more frequently than do men, Due more to socialization than to biology Show the impact Emotional labor has on employees Emotional Labor- an employee's expression of organizationally desired emotions during interpersonal transactions at work. Emotional Dissonance: Employees have to project one emotion while simultaneously feeling another

 Can be very damaging and lead to burnout Types of Emotions: Felt: the individual's actual emotions Displayed: required or appropriate emotions Surface acting: displaying appropriately but not feeling those emotions internally Deep Acting: changing internal feelings to match display rules - very stressful Emotional Intelligence is a person's ability to: Be self-aware recognizing own emotions when experienced Detect emotions in others Manage emotional cues and information Emotion Regulation is to identify and modify the emotions you feel Apply concepts about emotions and moods to specic OB Issue Selection- EI should be a hiring factor, especially for social jobs Decision Making - Positive emotions can lead to better decisions Creativity - Positive mood increases exibility, openness, and creativity Motivation- Positive mood affects expectations of success; feedback amplies this effect. Leadership - Emotions are important to acceptance of messages from organizational leaders Negotiation- emotions, skillfully displayed, can affect negotiations Customer Service - Emotions affect service quality delivered to customers which affects customer relationship. Emotional Contagion: "catching" emotions Job Attitudes - can carry over to home, but dissipate overnight Deviant workplace behaviors -Negative emotions lead to employee deviance (actions that violate norms and threaten the organization) Safety and injury at work- Don't do dangerous work when in a bad mood Manager's inuence - Leaders who are in a good mood, use humor, and praise employees increase positive moods 20/9/12 Ch. 5 Personality and Values 1)Dene personality, describe how it is measure, and explain the factors that determine an individual's personality. Personality- sum total of ways in which an individual reacts to and interacts with other. "the dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment." -Gordon Allport ~70 years ago Heredity- refers to factors determine at conception. Physical stature, facial attractiveness, gender, temperament, muscle composition and reexes, energy level, and biological rhythms are generally considered to be either completely or substantially inuenced by who your parents are- that is, by their biological, physiological, and inherent psychological makeup personality traits- when someone exhibits the characteristics in a large number of situations ( shy, aggressive, submissive, lazy, ambitious, loyal, and timid) 2)Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses 100 questions personality test that asks people how they usually feel or act in particular situations.

 20-30 questions per test Dichotomies- 16 possible type combinations Extraversion (E) (I) Introversion Sensing (S) (N) Intuition Thinking (T) (F) Feeling Judging (J) (P) Perception offers logical model of consistent human behavior Offers workers an idea of what kind of jobs will be a good r for themselves 3)Identify the key traits in the BiG Five personality model A personality assessment model that taps ve basic dimensions Extraversion- comfort level with relationships. gregarious, assertive, and sociable agreeableness- individual's propensity to defer to others Conscientiousness- measure of reliability- responsible, organized, dependable, and persistent Emotional stability- (counter part- neuroticism) -person's ability to withstand stress Openness to experience- addresses range of interest and fascination with novelty 4)Demonstrate how the Big Five traits predict behavior at work Openness to experience are more creative in science and art that those who score low Conscientiousness is most consistently related to job performance, greater effort & persistence, more drive and discipline Emotional Stability- most strongly related to life satisfaction, job satisfaction, and low stress levels. Extroversion- is a relatively strong predictor of leadership emergence in groups; extraverts are more socially dominant "take charge sorts of people Agreeableness- only slightly happier than those who are not, better like, more compliant and conforming 5) identify other personality traits relevant to OB Besides the Big Five, what other personality traits are relevant to OB? Core self-evaluation- people like themselves and see themselves as effective, capable, and in control of their environment. related to job satisfaction Machiavellianism- pragmatic, maintains emotional distance, and believes ends can justify means. Narcissism- describes a person who has a grandiose sense of self-importance, requires excessive admiration, has a sense of entitlement, and is arrogant. Self-Monitoring- refers to an individual's ability to adjust his or her behavior to external, situational factors. Risk-taking- the willingness to take risks Proactive Personality- identify opportunities, show initiative, take action, and persevere until meaningful change occurs, compared to others who passively react to situations Other-Orientation- some people just naturally seem to think about other people a lot, being concerned about their well-being and feelings. 6) Dene Values, demonstrate the importance of values, and contrast terminal and instrumental values Values- represent basic convictions that "a specic mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence." Value system- When we rank an individual's values in terms of their intensity, we obtain their value system, we all have a hierarchy of values that forms our value system. We nd it in the relative importance we assign to values such as freedom, pleasure, self-respect, honesty, obedience, and equality Terminal values- refers to desirable end-states. These are the goals a person would like to achieve during his or her lifetime.

 Instrumental values- refers to preferable modes of behavior, or means of achieving the terminal values 7) Compare generational differences in values and identify the dominant values in today's workforce Researchers have integrated several recent analyses of work values into four groups that attempt to capture the unique values of different cohorts or generations in the U.S. workforce. 1. we make no assumption that the framework applies across all cultures 2. despite a steady stream of press coverage, there is very little rigorous research on generational values, so we have to rely on an intuitive framework 3. These are Imprecise categories. There is no law that someone born in 1985 can't have values similar to those of someone born in 1955. 27/9/12- Ch. 6 Perception Perception- process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment Attribution Theory- suggest that when we observe and individual's behavior, we attempt to determine whether it was internally externally caused *Determination depends on three factors Distinctiveness- refers to whether an individual displays different behaviors in different situations Consensus- If everyone who faces a similar situation responds in the same way, Consistency- what observer's look for in a person's actions Fundamental Attribution Error- We have a tendency to underestimate the inuence of external factors and overestimate the inuence of internal or personal factors Self-serving Bias- Individuals attribute their own successes to internal factors and put the blame for failures on external factors. Selective Perception- The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes Any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived sine we can't observe everything going on about us, we engage in selective perception A classic: Dearborn and Simon Halo Effect Occurs when we draw a general impression on the basis of a single characteristic The reality of the halo effect was conrmed in a classic study Stereotyping Judging someone on the basis of our perception of the group to which he or she belongs. This is a means of simplifying a complex world, and it permits us to maintain consistency From a perceptual standpoint, if people expect to see these stereotypes, that is what they will perceive Employment Interview Evidence indicates that interviewers make perceptual judgments that are often inaccurate Agreement among interviewers is often poor Performance Expectations Evidence demonstrates that people will attempt to validate their perceptions of reality, even when those perceptions are faulty Self-fullling prophecy/Pygmalion effect- A situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception, characterizes the fact that people's expectations determine their behavior. Expectations become reality. Performance Evaluation

 An employee's performance appraisal is very much dependent on the perceptual process. Many jobs are evaluated in subjective terms. Subjective measures are, by denition, Cohort Baby boomer's Xers Nexters Entered the Workforce 1965-1985 Approximate current age mid 40s- mid 60s Late 20s early 40s Under 30s Dominant work value Success, achievement, ambition, dislike of authority Work/life balance, team-oriented, dislike of rules; loyalty to relationships Condent, nancial success, self reliant butt team-oriented; loyalty to both self and relationships

1985-2000 2000 to present

judgmental What the evaluator perceives to be good or bad employee characteristics or behaviors will signicantly effect the outcomes of others. Rational decision making process A decision-making model that describes how individuals should behave in order to maximize some outcome Decisions- choices made from among two or more alternatives Problem- A discrepancy between the current state of affairs and some desired state. Rational- Characterized by making consistent, value-maximizing choices within specied constraints. Steps in the decision making process 1. Dene the problem 2. Identify the decision criteria 3. Allocate weights to the criteria 4. Develop the alternatives 5. Evaluate the alternatives 6. Select the best alternative Bounded Rationality A process of making decisions by constructing simplied models that extract the essential features from problems without capturing all their complexity Most people respond to a complex problem by reduction the problem to a level at which it can be readily understood Individuals operate within the connes of bounded rationality. They construct simplied models that extract the essential features Intuitive decision making- An unconscious process created out of distilled experience Overcondence Bias- Individuals whose intellectual and interpersonal abilities are weakest are most likely to overestimate their performance and ability Anchoring Bias- A tendency to xate on initial information, from which one then fails to adequately adjust for subsequent information Fixating on initial information as a starting point and failing to adequately adjust for subsequent information Conrmation Bias- The tendency to seek out information that reafrms past choices and to discount information that contradicts past judgments Availability Bias- the tendency for people to base their judgments on information that is readily available to them

 Escalation of Commitment- Staying with a decision even when there is clear evidence that it's wrong Randomness error- Decision-making becomes impaired when we try to create meaning out of random events Risk Aversion- The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff Risk-averse employees will stick with the established way of doing their jobs, rather than taking a chance on innovative or creative methods Hindsight Bias- Tendency to believe falsely that one has accurately predicted the outcome of an event, after that outcome is actually known Individual Differences Pg. 218 Personality Conscientiousness Achievement-Striving Dutifulness Gender Mental Ability Cultural Differences Organizational Constraints Pg. 220 Performance Evaluations Reward Systems Formal Regulations System Imposed Time Constraints Historical Precedents

Ch. 7 Motivation Concepts Motivation- The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal. Many people incorrectly view motivation as a personal trait Three key elements of intensity, direction, and persistence Hierarchy of Needs Theory 1. Physiological - Includes hunger, thirst, shelter, sex, and other bodily needs 2. Safety- Security and protection from physical and emotional harm 3. Social- Affection, belongingness, acceptance, and friendship 4. Esteem- Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention 5. Self-Actualization- Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulllment. Lower-order needs social esteem self-actualization higher-order needs Two-Factor Theory pg.239 A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory McClelland's Theory of Needs pg.241 The theory focuses on three needs: achievement, power, and afliation Need for achievement need (nAch)- Thee drive to excel, to achieve in relation to a set of standards, to strive to succeed Goal-Setting Theory pg.246 A theory that says that specic and difcult goals, with feedback lead to higher performance Goals tell and employee what needs to be done and hoe much effort is needed Evidence strongly suggests That specic goals increase performance that difcult goals, when accepted, result in higher performance than do easy goals; and

 that feedback leads to higher performance than does non-feedback Ch.8 Motivation: From Concepts to Applications Job design- The way the elements in a job are organized Job Characteristics model (JCM)- A model that proposes that any job can be described in terms of ve core job dimensions: skill variety, task identity, task signicance, autonomy, and feedback 1. Skill Variety- degree to which a job requires a variety of different activities 2. Task identity- degree to which a job requires completion of a whole and identiable piece off work 3. Task signicance- degree to which a job affects the lives or work of other people 4. Autonomy- degree to which a job provides the worker freedom, independence, and discretion 5. Feedback Job Rotation- The periodic shifting of an employee from one task to another Referred to as cross-training Periodic shifting from one task to another Strengths of job rotation: reduces boredom, increases motivation, and helps employees better understand their work contributions Weaknesses include: creates disruption, extra time for supervisors addressing questions, training time and efciencies Job Enrichment- The vertical expansion of jobs, which increases the degree to which the worker controls the planning, execution, and evaluation of the work Some newer versions of job enrichment concentrate specically on improving the meaningfulness of work One method is to relate employee experiences to customer outcomes another method for improving the meaningfulness of work is providing employees with mutual assistance programs Flextimeexible work hours "exible work time" reduced- absenteeism, overtime expenses, hostility toward management, trafc congestion around work sites, elimination of tardiness Increased- productivity, autonomy and responsibility for employees- any of which may increase employee job satisfaction Job Sharing- allows two or more individuals to split a traditional 40-hour-a-week job Approximately 19 percent of large organizations now offer job sharing job sharing increases exibility and can increase motivation and satisfaction TelecommutingWorking from home at lease two days a week on a computer that is linked to the employer's ofce alienates workers, the sense of being a part of the clan, a team is gone not feeling like being a part of the business network Variable Pay program- a pay plan that bases a portion of an employee's pay on some individual and/or organizational measure of performance A number of organizations are moving away from paying solely on credentials or length of service Piece-rate plans, merit-based pay, bonuses, prot sharing, gain sharing, and employee stock ownership plans are all forms of a variable-pay program Earnings therefore uctuate up and down Piece-Rate pay- A pay plan in which workers are paid a xed sum for each unit of production completed Merit-Based pay- A pay plan based on performance appraisal ratings Skill-Based Pay- A pay plan that sets pay levels on the basis of how many skills employees have or how many jobs they can do

 An alternative to job-based pay bases pay levels on how many skills employees have or how many jobs they can do Skill-based pay plans is that they increase the exibility of the workforce Skill-based pay also facilitates communication across the organization because people gain a better understanding of each other's jobs Employee stock ownership plan (ESOP)- a company-established benets plan in which employees acquire stock, often at below-market prices, as part of their benets Prot-Sharing plans- An organization-wide program that distributes compensation based on some established formula designed around a company's protability Benets Package- The idea to allow each employee to choose a benet package that is individually tailored to his/her own needs and situation. An organization sets up a exible spending account for each employee, usually based on some percentage of his/her salary Flexible benets- a benets plan that allows each employee to put together a benets package individually tailored to his or her own needs and situation Intrinsic Rewards: Employee recognition programs Organizations are increasingly recognizing that important work rewards can be both intrinsic and extrinsic Rewards are intrinsic in the form of employee recognition programs and extrinsic in the form of compensation systems 11/10/12 Ch. 9 Foundations of Group behavior Group- Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives Formal Group- A designated work group dened by an organization's structure Informal Group- A group that is neither formally structured nor organizationally determined; such a group appears in response tot he need for social contact Social identity theory- Perspective that considers when and why individuals consider themselves members of groups Similarity- higher levels of group identication amongst people who have the same values of characteristics Distinctiveness- notice identities that show how they are different from other groups. Status- More interested in linking themselves to high-status groups Uncertainty reduction- Membership in a group also helps some people understand who they are and how they r into the world. Ingroup favoritism- Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same. Five-Stage group-development model Forming Stage- Storming Stage- Norming Stage- Performing Stage- Adjourning Stage- Punctuated-equilibrium model- Role- A set of expected behavior patterns attributed to someone occupying a given position in a social unit Role Perception- An individual's view of how he or she is supposed to act in a given situation Role Expectation- How others believe a person should act in a given situation Role Conict- A situation in which an individual is confronted by divergent role expectations Norms- Acceptable standards of behavior within a group that are shared by the group's members Conformity- The adjustment of one's behavior to align with the norms of the group

 Reference groups- Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform Deviant workplace behavior- Voluntary behavior that violates signicant organizational norms an, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility. Status- A socially dened position or rank given to groups or group members by others What determines status? The power a person wields over others- Because they likely control the group's resources, people who control the outcomes tend to be perceived as high status A person's ability to contribute to a group's goals- People whose contributions are critical to the group's success tend to have high status An individual's personal characteristics- Someone whose personal characteristics are positively valued by the group ( good looks, intelligence, money, or a friendly personality) typically has higher status than someone with fewer valued attributes Status characteristics theory- A theory that states that differences in status characteristics create status hierarchies within groups Status Inequity- It is important for group members to believe the status hierarchy is equitable. Perceived inequity creates disequilibrium, which inspires various types of corrective behavior. Size, The size of a group affects the group's overall behavior smaller groups are faster at completing tasks than larger ones Large groups in problem solving do better Social Loang- The tendency for individuals to expend less effort when working collectively than when working individually Cohesiveness- The degree to which group members are attracted to each other and are motivated to stay in the group Diversity- The extent to which members of a group are similar to, or different from, one another. Research Finds- How it inuences group action Benets and costs of diversity More difference in values and option, the greater its conict Diversity can be bad for groups, unless managed effectively The impact of diversity on groups is mixed It is difcult to be in a diverse group in the short term Over time diversity may help them be more open-minded and creative Even positive effects unlikely to be especially strong Group Strengths- Complete knowledge, Diversity of views, almost always out performs individuals, increase acceptance of solution Weaknesses- Time, Conformity pressures Global Virtual Teams- These are groups of individuals working together across national boundaries through electronic communication media Traditional teams offer multiple opportunities to work closely with colleagues and develop close personal relationships that can facilitate performance It's easy to misinterpret messages without cues like facial expression and tone of voice Higher levels of communication and cohesion among members of global virtual teams are associated with shared performance goals, which in turn lead to higher performance. Leader's efforts to build personal, inspirational relationships can help even teams that don't meet face to face GroupthinkA phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action

 It describes situations in which groups pressure for conformity deter the group from critically appraising unusual, minority, or unpopular views 1. Group members rationalize any resistance to the assumptions they've made. No matter how strongly the evidence may contradict their basic assumptions, they behave so as to reinforce them. 2. Members apply direct pressures on those who momentarily express doubts about any of the group's shared views, or who question the validity of arguments supporting the alternative favored by the majority 3. Members who have doubts or differing points of view seek to avoid deviating grom what appears to be group consensus by keeping silent about misgivings and even minimizing to themselves the importance of their doubts 4. There is an illusion of unanimity. If someone doesn't speak, it's assumed he or she is in full accord. Abstention becomes a "yes" vote Groupshift- A change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group's original position Describes the way of discussing give set of alternatives and arriving at a solution Interacting groups- Typical groups in which members interact with each other face to face Brainstorming- An idea-generation process that specically encourages any and all alternatives while withholding any criticism of those alternatives Nominal group technique- A group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion Electronic Meeting- A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes. Summary and implications for managers Role perception and an employee's performance evaluation are positively related. Norms control behavior by establishing standards of right and wrong Status inequities create frustration and can adversely inuence productivity and willingness to remain with an organization The impact of size on a group''s performance depends on the type of task Cohesiveness can inuence a group's level of productivity or not, depending on the group's performance-related norms Diversity appears to have a mixed impact on group performance, with some studies suggesting hat diversity can help performance and others suggesting it can hurt it High congruence between a boss's and an employee's perception of the employee's job correlates strongly with high employee satisfaction. Most people prefer to communicate with others at their own status level or a higher one rather than with those below them. The group size-satisfaction relationship is what we would intuitively expect: larger groups are associated with lower satisfaction. As size increase, opportunities for participation ad social interaction decrease, as does the ability of member to identify with the group's accomplishments. CH. 10 Understanding Work Teams Work Group- A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area or responsibility Work Team- A group whose individual efforts result in performance that is greater then the sum of the individual inputs

 Problem-Solving teams- Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efciency, and the work environment Self-Managed work teams- Groups of 10 to 15 people who take on responsibilities of their former supervisors Cross-functional teams- Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task Virtual Teams- Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal Team Effectiveness Model Composition- Abilities of members- Part of a team's performance depends on the knowledge, skills, and abilities of its individual members Personality- Many of the dimensions identied in the big ve personality model are also relevant to team effectiveness Allocating roles- Teams have different needs, and members should be selected to ensure all the various roles are lled Diversity- The degree to which members of a work unit (group, team, or department) share a common demographic attribute, such as age, sex, race, educational level, length of service in the organization, is the subject of Organizational demographyThe degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover Size of teams- Most experts agree, keeping teams small is a key to improving group effectiveness Member preferences- Not every employee is a team player. Given the option, many employees will select themselves out of team participation Context Adequate resources- Every work team relies on resources outside the group to sustain it Leadership and structure- Teams can't function if they can't agree on who is to do what and ensure all members share the workload Multiteam systems- Systems in which different teams need to coordinate their efforts to produce a desired outcome. Climate of trust- Members of effective teams trust each other Performance evaluations and rewards- Individual performance evaluations and incentives may interfere with the development of high-performance teams. Process - Common plan and purpose- Effective teams begin by analyzing the team's mission, developing goals to achieve that mission, and creating strategies for achieving goals, Reexivity- A team characteristic of reecting on and adjusting the master plan when necessary Specic goals- Successful teams translate their common purpose into specic, measurable, and realistic performance goals

 Team efcacy- Effective teams have condence in themselves; they believe they can succeed Mental Models- organized mental representations of the key elements within a team's environment that team members share Conict levels- Isn't necessarily bad, conict has a complex relationship with team performance. Relationship conicts- interpersonal incompatibilities, tension, and animosity towards others- are almost always dysfunctional Social loang- Coasting on the groups effort because their particular contributions can't be identied Summary and Implications for Managers Effective teams have common characteristics. They have adequate resources, effective leadership, a climate of trust, and a performance evaluation and rewards system that reects team contributions. Effective teams also tend to be small- with fewer than 10 people, preferably of diverse backgrounds Effective teams have members who believe in the team's capabilities and are committed to a common plan and purpose, an accurate shared mental model of what is to be accomplished, specic team goals, a manageable level of conict, and a minimal degree of social loang. Because individualistic organizations and societies attract and reward individual accomplishments, it can be difcult to create team players in these environments