Академический Документы
Профессиональный Документы
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Knowledge acquisition: information is brougt into the organization from the external
environment
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Knowledge sharing: refers to the distribution of knowledge throughout the
organization
Knowledge use: application of knowledge to organizational processes in ways that
improve the organization’s effectiveness.
To recognize to the value of new information, assimilate it, and use it for
value-added acitvities, organizations require suficient absorptive capacity (the
ability to recognize the value of new information assimilate it, and use it for value-
added acitvities)
Intellectual Capital: a company’s stock of knowledge, including human capital,
structural capital, and relationship capital. How to retain intellectual capital?
Keeping good employees.
Human Capital: The stock of knowledge, skills, and abilities among employess that
provides economic value to the organization.
Organizational Memory: the storage and preservation of intellectual capital (usually
they are corporate leaders)
c. High-performance work practice: a perspective which holds that effective
organizations incorporate several workplace practices that leverage the potential of
human capital.
d. Stakeholder Perspective: individuals, organizations, and other entities that affect, or
are affected by, the organization’s objectiveness and actions.
Value: relatively stable, evaluative beliefs that guide a person’s preferences for
outcomes of courses of action in a variety of situations
Ethics: study of moral principles or values that determine whether actions are rght
or wrong and outcomes are good or bad
a. Task Perfomance: goal-directed behaviors under the individual’s control that support
organizational objectives
b. Organizational Citizenship: Employee needs to engage Organizational Citizenship
Behaviors – various forms of cooperation and helpfulness to others that support the
organization’s social and psychological context.
c. Counter-productive work behaviors: voluntary behaviors that have the potential to
directly or indirectly harm the organization
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d. Joining and staying with the Organization: Attracting and retaining talented people
isparticularly important as worries about skill short-ages heat up.
e. Maintaining Work Attendance: Employees who experience job dissatisfaction of work-
related stress are more likely to be absent or late for work because taking off is a way to
temporarily withdraw from stressful or dissatisfying conditions.
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Chapter 2 – Individual Behavior, Personality, and Values
MARS Model of Individual Behavior and Performance
Performance = person x situation
Performance = ability x motivation
a. Motivation: forces within a person that affect his or her direction, intensity, and
persistence of voluntary behavior
b. Ability: natural aptitudes and learned capabilities required to successfully complete a
task. Competencies: skills, knowledge, aptitudes, and other personal characteristics
that lead to superior performance
c. Role perception: the extent to which people understand the job duties assugb assigned
to or expected of them. Three concepts of role perception:
1. Employees have accurate role perceptions when they understand the
specific tasks assigned
2. When they understand the priority of their various tasks.
3. Understanding the preferred behaviors of procedures for accomplishing
the assigned task.
d. Situational Factors: conditions beyond the employee’s immediate control that constrain
or facilitate behavior and performance.
Personality in Organizations
1. Personality: the relatively enduring pattern of thoughts, motions, and behaiors that
characterize a person, along with the psychological processer behind those
characteristics.
Personality Determinants: Nature vs Nurture
Nature: our genetic or hereditary origins – the genes that we inherit from our
parents.
Nurture:: the person’s socialization, life experience, and other forms
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complexity) that are compatible with each other (high consistency) and are relatively
clear.
Self-Enhancement: a key ingredient in self-concept is the desire to feel valued.
Individuals tend to rate themselves above average, selectively recall positive feedback
while forgetting negative feedback, attribut their successes to personal motivation or
ability while blamming the situation for their mistakes. (+) individuals have better
personal adjustment and experience better mental and physical health when they view
their self-concept in a positive light. (-) self-enhancement causes managers to
overestimate the probability of success in investment decisions.
Self-Verification: stabilizes an individual’s self-concept, which, in turn, provides an
important anchor that guides his or her thoughts and actions. 1) Self-verification affects
the perceptual process because employees are more likely to remember information that
is consistent with their self-concept. 2) More confident to self-concept, the less they will
accept feedback
Self-Evaluation:
a. Self-Esteem: the extent of which people like, respect, and are satisfied with
themselves.
b. Self-Efficacy: person’s belief that he or she has the ability, motivation, correct
role perceptions, and favorable situation to complete a task successfully.
c. Locus of control: person’s general belief about the amount of control he or she
has over personal life events.
Social Self: a person’s self-concept can be organized into two fairly distinct categories:
a. Personal identity characteristics: consists of characteristics that make us unique and
distinct from people in the social groups which we have a connection.
b. Social identity characteristics: (Social identity theory) a theory that explains self-
concept in terms of the person’s unique characteristics (personal identity) and
membership in various social groups (social identity). People define themselvs by the
groups to which they belong or have an emotional attachment.
Types of Values
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already formed an opinion, which then sways your conscious evaluation. We “listen in” on
our emotions to help us consciously decide whether support or oppose something.
Work attitudes are shaped by the almonst continous bombardment of emotional
experiences people have at work. Those who experience morepositive emotions tend to
have more favorable attitutdes towards their jobs and organizations, even when they
aren’t continously aware of many of these emotional experiences.
Cognitive Dissonance: conditions that occurs when we perceive an inconsistency
between our beliefs, feelings, and behavior
Emotions and Personality: studies report that people with a negative emotional trait
have lower levels of job satisfaction and higher levels of job burnout. While positive and
negative personality traits have som effect, other research concludes that the actual
situation in which people work has a noticeably stronger infuence on their attitudes and
behavior.
Managing Emotions at Work
Emotional Rules: emotional labor — the effort, planning, and control needed to
express organizationally desired emotions during interpersonal transactions. Almost
everyone is expected to abide by display rules —norms requiring us to display specific
emotions and to hide other emotions.
Emotional Dissonance: conflict between required and true emotions.
Emotional Intelligence
EI: A set of abilities to perceive and express emotion, assimilate emotion in thought,
understand and reason with emotion, and regulate emotion in oneself and others
Job Satisfaction
Job satisfaction: a person’s evaluation of his or her job and work context.
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4. Neglect: Neglect includes reducing work effort, paying less attention to quality,
and increasing absenteeism and lateness
Job Satisfaction and Work Behavior
1. Job satisfaction had a minimal effect on job performance. There is a moderate
relationship between job satisfaction and job performance. In other words, happy
workers really are more productive workers to some extent. Even with a moderate
association between job satisfaction and performance, there are a few underlying
reasons why the relationship isn’t stronger. One argument is that general attitudes
(such as job satisfaction) don’t predict specific behaviors very well.
2. Job performance leads to job satisfaction (rather than vice versa), but only when
performance is linked to valued rewards. Higher performers receive more rewards and,
consequently, are more satisfied than low-performing employees who receive fewer
rewards. The connection between job satisfaction and performance isn’t stronger
because many organizations do not reward good performance.
3. The third explanation is that job satisfaction influences employee motivation but
doesn’t affect performance in jobs where employees have little control over their job
output.
Job Satisfaction and Customer Satisfaction
Another popular belief is that happy customers are the result of happy employees.
Service profit chain model, which proposes that increasing employee satisfaction and
loyalty results in higher customer perceptions of value, thereby improving the company’s
profitability. In other words, job satisfaction has a positive effect on customer service.
There are two main reasons for this relationship:
1. Employees are usually in a more positive mood when they feel satisfied with
their jobs and working conditions. Employees in a good mood display friendliness
and positive emotions more naturally and frequently, and this causes customers
to experience positive emotions.
2. Satisfied employees are less likely to quit their jobs, so they have better
knowledge and skills to serve clients. Lower turnover also enables customers to
have the same employees serve them, so there is more consistent service
Job Ethics of Job Satisfaction
Job satisfaction is also an ethical issue that influences the organization’s reputation
in the community Indeed, employees in several countries closely monitor ratings of the
best companies to work for, an indication that employee satisfaction is a virtue worth
considerable goodwill to employers. This virtue is apparent when an organization has low
job satisfaction. The company tries to hide this fact, and when morale problems become
public, corporate leaders are usually quick to improve the situation.
Organizational Commitment
Organizational (affective) commitment: is the employee’s emotional attachment to,
Identification with, and involvement in a particular organization.
Continuance Commitment: An employee’s calculative attachment to the organization,
whereby the employee is motivated to stay only because leaving would be costly.
Consequences of Organizational Commitment
Organizational (affective) commitment can be a significant competitive
advantage. Loyal employees are less likely to quit their jobs and be absent from work.
They also have higher work motivation and organizational citizenship, as well as
somewhat higher job performance. Organizational commitment also improves customer
satisfaction because long-tenure employees have better knowledge of work practices and
because clients like to do business with the same employees.
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One warning is that employees with very high loyalty tend to have high conformity,
which results in lower creativity. There are also cases of dedicated employees who violated
laws to defend the organization. However, most companies suffer from too little rather
than too much employee loyalty.
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Alarm reaction: The alarm reaction stage occurs when a threat or challenge
activates the physiological stress responses that were noted above.
Resistance: activates various biochemical, psychological, and behavioral
mechanisms that give the individual more energy and engage coping
mechanisms to overcome or remove the source of stress.
Exhaustion: people have a limited resistance capacity, and if the source of
stress persists, the individual will eventually move into the third stage.
Consequences of Distress
Many people experience tension headaches, muscle pain, and related problems
mainly due to muscle contractions from the stress response. Studies have found that high
stress levels also contribute to cardiovascular disease, including heart attacks and strokes,
and may be associated with some forms of cancer.
Stress also produces various psychological consequences, such as job
dissatisfaction, moodiness, depression, and lower organizational commitment.
Furthermore, various behavioral outcomes have been linked to high or persistent stress,
including lower job performance, poor decision making, and increased workplace accidents
and aggressive behavior. Most people react to stress through “fight or flight”
Job burnout
Job burnout is a particular stress consequence that refers to the process of emotional
exhaustion, cynicism, and reduced feelings of personal accomplishment.
Three stage of Job burnout:
1. Emotional exhaustion, is characterized by a lack of energy, tiredness, and a
feeling that one’s emotional resources are depleted
2. Cynicism (also called depersonalization ), which is characterized by an
indifferent attitude toward work, emotional detachment from clients, a cynical
view of the organization, and a tendency to strictly follow rules and regulations
rather than adapt to the needs of others.
3. Reduced personal accomplishment, entails feelings of diminished confidence in
one’s ability to perform the job well. In such situations, employees develop a
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sense of learned helplessness as they no longer believe that their efforts make a
difference.
Stressors: Any environmental conditions that place a physical or emotional demand on a
person.
Harassment and Incivility
Psychological harassment: Repeated and hostile or unwanted conduct,
verbal comments, actions, or gestures that affect an employee’s dignity or
psychological or physical integrity and that result in a harmful work
environment for the employee.
Sexual Harassment: Unwelcome conduct of a sexual nature that
detrimentally affects the work environment or leads to adverse jobrelated
consequences for its victims.
Work Overload
Working more hours, and more intensely during those hours, than they can
reasonably manage. Work overload is an important predictor of job burnout. It
is also a major cause of work–family conflicts, because overworked
employees have insufficient time to satisfy their nonwork roles of being a
parent, a spouse, and so forth
Low Task Control
An increasingly popular model of job burnout suggests that emotional
exhaustion depends on both job demands and job resources:
Job demands are aspects of work that require sustained physical or
psychological effort. High workload is one of the more significant job
demands in the contemporary workplace
Job resources: represent aspects of the job that help employees to achieve
work goals, reduce job demands, and/or stimulate personal growth and
development.
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reinforcement can also reduce the stress that people experience when they
enter new work settings.
4. Control Stress Sequences
Research indicates that physical exercise reduces the physiological
consequences of stress by helping employees moderate their breathing and
heart rate, muscle tension, and stomach acidity. Research has found that various
forms of meditation reduce anxiety, reduce blood pressure and muscle tension,
and moderate breathing and heart rate.
Many large employers offer employee assistance programs (EAPs) —
counseling services that help employees resolve marital, financial, or work-
related troubles
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Chapter 5 – Foundations of Employee Motivation
LEARNING OBJECTIVES
1. Diagram and discuss the relationship between human drives, needs, and behavior.
MOTIVATION DEFINED
- The forces within a person that affect the direction, intensity, and persistence of voluntary
behavior
- Contoh kegiatan memotivasi: Rewards, social events, strength-based feedback, and
various celebrations for good performance
- Outcome: Exerting particular effort level (intensity), for a certain amount of time
(persistence), toward a particular goal (direction).
EMPLOYEE ENGAGEMENT
- Is employee’s emotional and cognitive motivation, self-efficacy to perform the job, a clear
understanding of one’s role in the organization’s vision and a belief that one has the
resources to perform the job
- Relates to MARS model (motivation, ability, role perceptions, and situational factors)
DRIVES AND NEEDS
- Drives (aka-primary needs, fundamental needs, innate motives) is hardwired
characteristics of the brain that correct deficiencies or maintain an internal equilibrium by
producing emotions to energize individuals.
- Drives are the “prime movers” of behavior because they generate emotions, which put
people in a state of readiness to act on their environment
- Needs are goal-directed forces that people experience, are the motivational forces of
emotions channeled toward particular goals to correct deficiencies or imbalances
o Goals formed by self-concept, social norms, and experience
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2. Summarize Maslow’s needs hierarchy and discuss Maslow’s contribution to the field of
motivation.
MASLOW’S NEEDS HIERARCHY THEORY (described as innate & universal) by Abraham
Maslow in 1940s
Physiological. The need for food, air, water, shelter, and the like.
Safety. The need for a secure and
stable environment and the
absence of pain, threat, or illness.
Belongingness/love. The need for
love, affection, and interaction with
other people.
Esteem. The need for self-esteem
through personal achievement as
well as social esteem through
recognition and respect from
others.
Self-actualization. The need for self-
fulfillment, realization of one’s
potential.
- Along with developing these
five categories, Maslow
identified the desire to know
and the desire for aesthetic
beauty as two innate drives that do not fit within the hierarchy.
- When lower need is satisfied, next higher need becomes the primary motivator
- The ottom four groups are deficiency needs because they become activated when
unfulfilled, self-actualization is known as a growth need because it continues to develop
even when fulfilled.
- People have different hierarchies – don’t progress through needs in the same order
3. Summarize McClelland’s learned needs theory, including the three needs he studied.
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4. Describe four-drive theory and discuss its implications for motivating employees.
Developed by Harvard Business School
professors.
FEATURES OF FOUR DRIVES:
- Innate and hardwired (everyone
has them)
- Independent of each other
- no hierarchy of drives
- no drives are excluded from the
model
- three of the four drives are
proactive (we regularly try to fulfill
them). Only the drive to defend is
reactive (triggered by threat)
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5. Diagram the expectancy theory model and discuss its practical implications for motivating
employees.
In expectancy Theory, work effort is directed toward behaviors that people believe will lead to
desired outcomes. Depends on 3 factors:
1. Increasing E-to-P Expectancies
- Perception that his or her effort will
result in a particular level of
performance
- Assuring employees they have
competencies, person-job matching,
provide role clarification and sufficient
resources, behavioral modeling
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MULTISOURCE FEEDBACK
Received from a full circle of people around the employee
Provides more complete and accurate information
Several challenges
8. Identify the factors that influence procedural justice, as well as the consequences of
procedural justice.
Higher procedural fairness with:
1. Voice (encourage them to present their facts and perspectives on the issue)
2. Unbiased decision maker
3. Decision based on all information
4. Existing policies consistently
5. Decision maker listened to all sides
6. Those who complain are treated respectfully
7. Those who complain are given full explanation
CONSEQUENCES
Procedural justice has a strong influence on a person’s emotions and motivation.
Employees tend to experience anger toward the source of the injustice, which generates various
response behaviors that scholars categorize as either withdrawal or aggression.
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CHAPTER 6 – Applied Performance Practices
1. Discuss the advantages and disadvantages of the four reward objectives.
FINANCIAL REWARD PRACTICES
Financial rewards are fundamental part of employment relationship. Studies say, men
value money more than women. Also, cultural values influence the meaning and value of money,
e.g.: “Pay” has multiple meanings symbol of success, reinforcer and motivator, reflection of
performance, can reduce anxiety.
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- Piece-rate systems reward employees according to the number of units produced
- Gainsharing plans are a form of team-based compensation that calculates bonuses from
the work unit’s cost savings and productivity improvement
- Employee stock ownership plans (ESOPs) encourage employees to buy company stock,
usually at a discounted price or through a no-interest loan
- Profit-sharing plans calculate bonuses from the previous year’s level of corporate profits.
EVALUATING ORGANIZATIONAL REWARDS
Positive effects
• Creates an “ownership culture”
• Adjusts pay with firm's prosperity
• Scorecards align rewards with several specific organizational outcomes
Negative effects, concerns with performance pay
• Weak connection between individual effort and rewards
• Reward amounts affected by external forces
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6. Identify three strategies for improving employee motivation through job design.
JOB DESIGN PRACTICES THAT MOTIVATE
1. Job Rotation: moving from one job to another
o Benefits
Minimizes repetitive strain injury
Multiskills the workforce
Potentially reduces job boredom
2. Job Enlargement: adding tasks to an existing job (e.g. video journalist)
3. Job Enrichment: given more responsibility for scheduling, coordinating, and planning one’s
own work
1. Clustering tasks into natural groups
• Stitching highly interdependent tasks into one job (e.g., video journalist, assembling
entire product)
2. Establishing client relationships
• Directly responsible for specific clients
• Communicate directly with those clients
SUPPORTING EMPOWERMENT
- Individual factors: possess required competencies, able to perform the work
- Job design factors: autonomy, task identity, task significance, job feedback
- Organizational factors: resources, learning orientation, trust
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Chapter 10 – Developing High Performance Teams
1. Identify the characteristics of self-directed work teams (SDWTs).
SELF DIRECTED WORK TEAMS (SDWTs)
- Cross-functional work groups organized around work processes that complete an entire
piece of work requiring several interdependent tasks, and that have substantial autonomy
over the execution of those tasks
- Initially designed around production processes but also found in administrative and service
activities banking services, city government administration, and customer assistance
teams in courier services.
2. Describe the four conditions in sociotechnical systems theory that support SDWTs.
SOCIOTECHNICAL SYSTEMS THEORY
- A theory stating that effective work sites have joint optimization of their social and
technological systems, and that teams should have sufficient autonomy to control key
variances in the work process.
- Main sources of SDWT
- 4 main conditions for high performance SDWTs:
1. Responsible for entire work process
2. Sufficient autonomy to control work process (able to work more quickly and effectively)
3. Control key variances (disturbances/interruptions in work process that affect quality of
performance)
4. Operate under joint optimization (key requirement in sociotechnical systems theory
that a balance must be struck between social and technical systems to maximize an
operation’s effectiveness.)
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5. Describe the roles of communication systems, task structure, team size, and team
composition in virtual team effectiveness.
DESIGNING HIGH-PERFORMANCE VIRTUAL TEAMS
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- A common misconception is that team members build trust from a low level when they
first join the team. In truth, people typically join a virtual or conventional team with a
moderate or high level
- Recent studies of virtual teams report that trust tends to decrease rather than increase
over time
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9. Discuss the potential benefits and limitations of brainstorming.
TEAM STRUCTURES TO IMPROVE CREATIVITY AND DECISION MAKING
1. Constructive conflict
o Refers to conflict in which team members debate their different perceptions about
an issue in a way that keeps the conflict focused on the task rather than people
o “constructive” because participants pay attention to facts and logic and avoid
statements that generate emotional conflict
o Problems: difficult to apply, healthy debate can slide into personal attacks,
inconsistent decision making
2. Brainstorming
o Is a free-wheeling, face to-face meeting where team members aren’t allowed to
criticize, but are encouraged to speak freely, generate as many ideas as possible,
and build on the ideas of others (“piggyback” or “hitchhike” that combine and
improve on ideas already presented).
o More creative idea generated, provide valuable nonverbal communication that
spreads enthusiasm, also produce higher customer satisfaction than people are
working alone in the product
3. Electronic brainstorming
o Using special computer software, participants share ideas while minimizing the
team dynamics problems inherent in traditional brainstorming sessions
o Not widely used because too structured and technology-bound for some executives.
Also, it may work best for certain types of decisions but not for others (e.g. it is less
effective than face to face meeting where decision making is less important than
social bonding and emotional interaction)
4. Delphi method
o A structured team decision-making process of systematically pooling the collective
knowledge of experts on a particular subject to make decisions, predict the future,
or identify opposing views.
5. Nominal group technique
o Structured team decision-making process whereby team members independently
write down ideas, describe and clarify them to the group, and then independently
rank or vote on them
o Combine individual efficiencies with team dynamics
o Generate better quality ideas
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Chapter 9 – Communicating in Teams and Organizations
1. Communication The process by which information is transmitted and understood between two or more
people
Effective communication transmitting the sender’s intended meaning
2. Importance of Communication
a. Coordinating work activities Frequent, timely, and accurate communication is the primary means through
which employees and work units synchronize their work
b. Vehicle for organizational learning Means for knowledge to enter the organization and be distributed to
employees
c. Decision making Critical ingredient for decision making
d. Influencing others – changing their behavior May be passive e.g. describing the situation or may be a
deliberate attempt to change someone’s thoughts/actions
e. Employee well-being Fulfills the drive to bond; validates self-worth; maintain social identity
3. Model of Communication
Noise Psychological, social, and structural barriers that distort and obscure the sender's intended message
c. Media-Richness Hierarchy
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7. Communication barriers
a. Perception
1) Receivers don’t listen as well as senders assume
2) Senders overestimate how well other people understand the message
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b. Filtering
1) May involve deleting or delaying negative information or using less harsh words so the message sounds
more favorable
c. Language
1) Jargon specialized words and phrases may become a source of noise when transmitted to people
who do not have the jargon codebook
2) Ambiguity language has built-in ambiguities that cause misunderstandings; may be used to minimize
the risk of conflict e.g. using a phrase such as “rightsizing”
d. Information Overload
1) Information processing capacity – the amount of information an employee is able to process in a fixed
unit of time
2) Information load – the amount of information to be processed per unit of time (jobs have a varying
information load)
3) Information overload creates noise in the communication system – information gets overlooked or
misinterpreted when people can’t process it fast enough, resulting in poorer quality decisions and
higher stress
e. Managing Information Overload
1) Increase information processing capacity
a) Learn to read faster
b) Scan through documents more efficiently
c) Remove distractions
d) Time management
e) Temporarily work longer hours
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c. Direct communication with management
1) Management by walking around (MBWA)
2) Town hall meetings/roundtable forums to hear opinions
12. Communicating through Grapevine
a. Grapevine - an unstructured and informal network founded onsocial relationships rather than organizational
charts or job descriptions
b. Early research finding
1) Transmits information very rapidly in all directions
2) Follows a cluster chain pattern
3) More active in homogeneous groups
4) Transmits some degree of truth
c. Changes due to internet
1) Email, social networking sites, tweets becoming the main grapevine mediums
2) Social networks are now global
d. Benefits and Limitation
1) Benefits
a) Fills in missing information not available through formal channels
b) Strengthens corporate culture e.g. communicates stories
c) Relieves anxiety – most active during times of uncertainty
d) Associated with drive to bond – drive for social interaction
2) Limitations
a) Distortions might escalate rather than reduce anxiety
b) Employees develop more negative attitudes toward the organization when management is slower
than the grapevine; What should corporate leaders do with the grapevine?
c) Listen to the grapevine as a signal of employee anxiety, then correct the cause of this anxiety
d) Directly inform employees of news before it spreads through the grapevine
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Chapter 11 – Conflict and Negotiation in the Workplace and Work-Related Stress
1. Definition of Conflict
A process in which one party perceives that his or her interests are being opposed or negatively affected by
another party.
2. Is Conflict Good or Bad?
POSITIVE NEGATIVE
Better decision making Uses productive time
Tests ogic of arguments; and Less information sharing
Questions assumption. Higher stress, dissatisfaction, and turnover
More responsive to changing environment Increases organizational politics
Stronger team cohesion Wastes resources
Weakens team cohension
4. Task (Constructive) vs. Relationship Conflict
a. Task (constructive) conflict
1) Conflict due to disagreements about how a task should be accomplished while maintaining
respect for people having other points of view.
2) Focuses on task as a source of conflict.
3) Try to understad the logic and assumptions of each position.
b. Relationship conflict
1) Conflict due to differences in personal values, individuals’ styles, and personality
(characteristics of other individual) rather than on the issues.
2) Focuses on people as a source of conflict.
3) Accompanied by strong negative emotions (drive to defend).
5. Separating Task Conflict from Relationship Conflict
Goal encourage constructive conflict and to minimize relationship conflict
Problem relationship conflict often develops when engagng in constructive conflict.
Three conditions that minimize relationship conflict:
a. Emotional intelligence Emotionally intelligent employees are better able to regulate their emotions
during debate, thus reducing the risk of escalating perceptions of interpersonal hostility.
b. Cohesive team Highly cohesive team will show their emotion towards each other without being
personally offended. Produces stronger social identity motivated to avoid escalating relationship
conflict.
c. Supportive team norms Team norms can suppress relationship conflict during debate openness,
discourage displaying negative emotions toward co-workers, and humor to maintain positive group
emotions.
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RANGKUMAN UTS MPSDM – Alvania Safira, Fahriandra Adiwisesa, dan Huda Aulia Arifin
6. Conflict Process Model
7. Structural Sources of Conflict in Organizations leads on or both parties to perceive that conflict exists
a. Incompatible goals Goals of one party perceived to interfere with other’s goals e.g. cost efficiency vs.
customer service.
b. Differentiation Divergent beliefs – may agree on a common goal but have different beliefs about how
to achieve that goal. Also explains about cross-cultural and intergenerational conflicts tension during
mergers.
c. Interdependence Conflict increases with interdependence greater chance that each side will
disrupt or interfere with the other’s goals.
Three levels of interdependence:
1) Pooled interdependence work units rely on a common resource or authority, e.g. shared
administrative support
2) Sequential interdependence one person’s output is next person’s input, e.g. assembly line
3) Reciprocal interdependence output is exchanged so employees are highly dependent on
each other, e.g. medical team
d. Scarce resources Motivates competition for the resource – may udermine others who also need that
resource to fulfill their goals
e. Ambiguous rules Creates uncertainty threatens goals, and also encourages political tactics
(because there are no underlying rules)
f. Communication problems Rely on stereotypes when parties lack opportunity to communicate; Less
motivated to communicate because relationship is uncomfortable; and arrogant communication
escalates perceptions of conflict – escalates conflict when other party reciprocates.
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RANGKUMAN UTS MPSDM – Alvania Safira, Fahriandra Adiwisesa, dan Huda Aulia Arifin
c. Avoiding Smooth over or avoid conflict situations; low concern for both self and the other party –
avoiders try to find ways to avoid thinking about the conflict.
Best when:
1) Conflict has become emotionally-charged (relationship conflict);
2) Conflict resolution cost is higher than its benefits.
Problem:
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RANGKUMAN UTS MPSDM – Alvania Safira, Fahriandra Adiwisesa, dan Huda Aulia Arifin
1) Doesn’t usually resolve the coflict;
2) May increase the other party’s frustration.
d. Yielding Giving in completely to the other side’s wishes – making unilateral concessions and offering
help with no expectation of reciprocal help.
Best when:
1) Other party has much more power;
2) Issue is much less important to you than to the other party;
3) Value/logic of your position is imperfect.
Problem:
1) Increases other party’s expectations for the future.
e. Compromising Reach a middle ground between the interests of the parties
Best when:
1) Parties have equal power;
2) Quick solution is required i.e. time pressures;
3) Parties lack trust/openness for problem solving.
Problem:
1) Sub-optimal solution where mutual gains are possible.
10. Cultural and Gender Differences in Conflict-Handling Styles Each and every cultural and gender has their own
preferred conflict-handling style
11. Structural Approaches to Conflict Management
a. Emphasize superordinate goals superordinate goal – a broad goal that all parties to a dispute value
and agree is important
1) Emphasize common strategic objecive rather than objectives specific to the individual or work-
unit;
2) Reduce goal incompatibility and differentiation.
b. Reduce differentiation
1) Reduce differences that generate conflict;
2) Create common experiences, e.g. moving staff across merged companies.
c. Improve communication/understanding Conflicting parties are given more opportunities to
communicate and understand each other communication
1) Conflicting parties are given more opportunities to communicate and understand each other
2) Relates to contact hypothesis
3) This should be applied only when differentiation is sufficiently low/after differentiation ha
been reduced (or could escalate conflict); people in collectivist and high power distance
cultures are less comfortable with using direct communication.
d. Reduce interdependence
1) Create buffers – decoupling the relationship, e.g. build up inventories in assembly line vs. just-
in-time inventory system
2) Use integrators, i.e. employees (human buffers) who coordinate the activities of differentiated
work units toward completion of a common task, e.g. coordinate efforts of several
departments to launch a new product
3) Combine jobs – reduces task interdependence and is a form of job enrichment, e.g. each
person assembles an entire product.
e. Increase resources
1) Increases the aount of resources available.
f. Clarify rules and procedures
1) Establish rules and procedures, e.g. create a schedule;
2) Clarifying roles and responsibilities.
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RANGKUMAN UTS MPSDM – Alvania Safira, Fahriandra Adiwisesa, dan Huda Aulia Arifin
12. Resolving Conflict through Negotiation
Negotiation The process whereby two or more conflicting parties attempt to resolve their divergent goals by
redefining the terms of their interdependence.
a. Bargaining-Zone Model of Negotiations Bargaining zone – negotiation process involves each party
moving along a continuum in opposite directions with an area of potential overlap called the bargaining
zone
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RANGKUMAN UTS MPSDM – Alvania Safira, Fahriandra Adiwisesa, dan Huda Aulia Arifin
1) Preparation and goal setting Negotiators should carefully think through their initial-offer,
target, and resistance points. They need to consider alternative strategies in case the
negotiation fails.
2) Gathering information “Seek to understand before you seek to be understood” we
should spend more time listening closely to the other party and asking for details.
3) Communicating effectively Effective negotiators communicate in a way that maintains
effective relationships between the parties
4) Making concessions
a) Enable the parties to move toward the area of potential agreement;
b) Symbolize each party’s motivation to bargain in good faith;
c) Tell the other party of the relative importance of the negotiating items.
13. Third-Party Conflict Resolution Any attempt by a relatively neutral person to help conflicting parties resolve
their differences.
2) Inquisition
a) Control all discussion about the conflict
b) High decision control and high process control
3) Mediation
a) Mediators have high control over the intervention process, but little to no control over
the conflict resolution decision
b. Choosing the Best Third-Party Strategy
1) Managers prefer inquisitional strategy
a) Consistent with decision-oriented nature of managerial jobs
b) Usually the least effective third-party conflict resolution method
c) Conflicts with procedural justice principles
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RANGKUMAN UTS MPSDM – Alvania Safira, Fahriandra Adiwisesa, dan Huda Aulia Arifin
Chapter 4 – Workplace Emotions, Attitudes, and Stress
Work-Related Stress and Its Management
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a. Resilience The capability of individuals to cope successfully in the face of significant change, adversity,
or risk
b. Workaholic A person who is highly involved in work, feels compelled to work, and has a low
enjoyment of work
6. Managing Work-Related Stress
a. Remove the stressor minimize/remove stressor, work-life balance
b. Withdraw from the stressor vacation, rest breaks
c. Change stress perceptions positive self-concept, humor
d. Control stress consequences healthy lifestyle, fitness, wellness
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