Org Behavior

Positively valued work outcfomes that an individual receives directly as a result of task performance.

Positively valued work outcomes that are given to an individual or group by some other person or source in the work setting

the concpet that monetra rewards are in whole, or in part, linked to accomplishments

Compensation system that directly ties an individual's salary or wage increase to measyres of performance accomplishments during a specific time period

gives workers the opportunity to earn more by receiving shares of any productivity gaisn that they help create

Reward employees based on overall organizational profit

rewards people for acquiring and developing job relevant skills

provide employees with an opportunity to buy shares of stock at a futre date at a fixed price

May give stock to employees, or allow stock to be purchased at a price below market value

fair and accurate measurement and application of rewards and the various human resourse management decisions and actions based on such measurement

formal procedure for measuring and documenting a person's work performance

• graphic rating scales
• ranking
• overall comparisons
• paired comparisons
• forced distributions
• 360 degree evaluation

• Graphic- rates assign scores on a list of dimensions related to high performance outcomes in a given job.
• Behavioral- raters identify observable job behariors and specifically describe superior or inferior performance.

rater records incidents of unusual success or failure in a given performance aspect

includes not only the evaluations of bosses, peers, and subordinates, but also self-ratings, customer ratings and ratings by others whom the employee deals with outside the immediate work unit

• Reliable- provdie consistent results across time
• Valid- acutally measure people on relevant job content

process through which managers plan and specify job tasks and the work arrangements that allow them to be accomplished

sought to improve work efficiency by creating small, repetitive tasks and training workers to do these tasks well

standarizes work to create clearly defined and highly specialized tasks

increases task variety by combining into one job two or more tasks that were previously assigned to separate workers

increases task variety by periodically shitfting workers among jobs involving different tasks

the practice of enhancing job content by building motivating factors such as responsibility, achievement, recognition, and personal growth into the job

• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback

variety of skills and talents needed on the job

does job lead to completion of whole unit of work

how important people view the task

have some discretion of when you work...how much freedom within the job

getting information on how well you are doing your job

indicates the degree to which the job is capable of motivating people

(Skill Variety + Task Identity + Task Significance)/3 * Autonomy *Feedback

• compressed work week
• flexible working hours
• job sharing
• work sharing
• telecommuting

group of people with complementary skills, brought together to achieve a common purpose for which they hold themselves collectively accountable

occurs when team members accpet their collective responsibility to best use their skills by actively working together to achieve goals

• Teams that:
• Recommend things
• Run things
• Make or do things

officially designated to serve a specific organizational purpose

emerge without being officially designates by the organization

manager serves as team leader and team member

employee is a member of more than one team and serves multiple roles

identifies the informal groups and networks of relationships that are active in an organization

members from different functions or work units

set up to deal with a specific problem or opportunity

meet regularly to address workplace issues

members work together via computers

occurs when memebers of functional units focus only on their internal funtional members and minimize thier interactinons with members dealing with other functions

empowered to make decisions to manage themselves in day-to-day work

team members are trained in performing more than one job on the team

one tha achieves high levels of task performance, member satisfaction, and team viability

the creation of a whole that is greater than the sum of its parts

• teams:
• are good for people
• can improve creativity
• can make better decisions
• can increase commitments to action
• help control their members
• help offset large organization size

• social loafing
• personailty conflicts
• uncertain or competing goals
• poorly defined agendas
• perceptions that team lacks progress
• high jacked by individuals for personal gains

tendency of people to work less hard in a group than they would individually

individual behavior is influenced by the presence of others in a group or social setting

• forming
• storming
• norming
• performing
• ajourning

getting to know each other

dealing with tensions and defining group tasks

building relationships and working together

maturing in relationships and task performance

disbanding and celebrating accomplishments

• nature of task
• composition of the team
• fundamental interpersonal orientation of the team members
• status of team members and of team
• size of the team
• organizational setting and support
• diversity of the team
• group dynamics

a team must have the right skills and competencies available for task performance and problem solving

identifies individual differences in how people relate to one another in groups

a team member's relative rank or organizational position

can make a difference in a team's effectiveness

Diversity of the team members expands the skills and perspectives available for problem solving but can also create difficulties due to differences

those that are fomally defined and expected by the team

those that team members display in addition to what the organization asks of them`

• have clear goals
• believe in the goals and commit to attaining them
• transform goals into action
• members have the right mix of technical & social skills

• collaborative planned activities to gather and analyze data to improve teamwork
• formal retreat approach
• outdoor experience approach
• continuous imporvement approach

• distriduted leadership-sharing of responsibilities for contributions that move a group forward
• task activities-various things members do that directly contribute to the performance of importnat group tasks
• maintenance activities-support the social and interpersonal relationships among team members

• offering ideas
• clarifying suggestions
• giving information
• seeking information
• summarizing discussion

• encouraging others
• reconciling differences
• expressing standards
• offering agreement
• inviting participation

• focus on people
• focus on task

• overly aggressive
• withdrawing and refusing to cooperate
• using group as a forum for self confession
• getting sidetracked
• competing for attention and recognition
• lack of assigned accountability

set of expectations associated with a job or position on a team

occurs when a person is uncertain about his or her role and what is expected

occurs when too much is expected and the person feels overwhelmed with work

occurs when too little is expected and the person feels underutilized

occurs when someoneis unable to respond to role expectations that conflict with one another

tema building activity that hwlps to manage role conflicts and ambiguity about expectations

• represent beliefs about how members are expected to behave
• rules or standards of conduct that act as a compass to give members a common sense of direction and reinforce a team culture

• performance norms
• ethics norms
• organizational and personal pride norms
• high achievement norms
• support and helpfulness norms
• improvement and change norms

the degree to which members are attracted to a group and motivated to remain part of it

the relationship between groups cooperating and competing with one another

involves generating decison making alternatives through a series of survey questionnaries

process of choosing a course of action fro dealing with a problem or opportunity

• define problem
• analyze alternatives
• make a choice
• take action
• evaluate results

the philosophical study of morality or standards regarding good character and conduct

examining trhe consequences of a decision on all stakeholders

involves a choice between two or more ethically uncomfortabel alternatives

• utility-all stakeholders satisfied?
• rights-are all rights respected?
• justice-is it right?
• caring- is ti fair to all concerned?

involve routine problems that arise regularly and can be addressed thorugh standard responses

involve nonroutine problems that require solutions specifically tailored to the situation at hand

• certainty
• uncertainty
• risk

when information is sufficient to predict the results of each alternative in advance of implementation

when decision makers lack complete certainty regarding the outcomes of various courses of actions but they are aware of the probabilities associated with their occurrence

when managers have so little information on hand that they cannot even assign probabilities to various alternatives and their possible outcomes

programs instituted byt organizations that focus on anticipating risk in situations and factoring risk alternatives into the decision making process

process of sending and receiving symbols with attached meanings

• sender
• encoding
• message
• channel
• decoding
• receiver
• feedback

anything that interferes with communication

• face to face meetings
• email
• online discussions
• written letters
• telephone
• voice mail

the process theough which the receiver communicates with the sender by returning another message

follow the chain of command established by an organization's hierarchy of authority

diverge from formal channels by skipping levels in the hierarchy or cutting across vertical chains of command

a network of friendships and acquaintances through which rumors and other unofficial information get passed from person to person

the capacity of a communication channel to convey information effectively

specific process through which info moves and is exchanged throughout an organization

communication flows along the chain of command from top to bottom

communication flows from lower to higher levels of the organization

communication flow across the same level of the organization

occurs when the intended meaning of the source and the perceived meanign of the receiver are virtually the same

occurs at minimum cost in terms of resources expended

takes place through facial expressions, body position, eye contact, and other physical gestures

study of gestures and body postures

study of the way space is used

ability to help the source of a message say what he or she really means

• be nonevaluative
• paraphrase content
• reflect implications
• reflect underlying feelings
• invite further contributions
• use nonverbal listening responses

the tendency to believe that one's culture and its values are superior to those of others

very explicit in using the spoken and written word

use words to convey only a limited part fo the message, the rest must be inferred or interpreted from the context

• any aspect of the physical setting in which communication takes place
• can interfere with communication effectiveness

• poor choice or use of words and mixed messages
• KISS principle -keep it short and simple

persons words communicate something different than their actions or body language communicate

status differences create potential communication barriers between persons of higher and lower ranks

tendency to keep "mum" from a desire to be polite and a reluctance to transmit bad news

• eavesdropping by employers or employee use of electronic messaging in corporate facilities
• most organizations develop interal policies regarding employee privacy
• likely to remain controversial

men and women are socialized in different ways