MGT 361 ORGANIZATIONAL BEHAVIOR

1
MGT 361ORGANIZATIONAL BEHAVIOR

• SPRING 2011

2
1.5
Managerial Challenges
Responding to Globalization Managing Workforce
Diversity Improving Quality Productivity Improvi
ng Customer Service Improving Human Relations
Skills Stimulating Innovation Coping with
Temporariness Helping Employees Balance Work-Life
Conflicts Improving Ethical Behavior Creating a
Positive Work Environment
3
The Big Five Personality Traits
2.2

• Extraversion
• Agreeableness
• Conscientiousness
• Emotional Stability
• Openness to Experience

4
Additional Important Personality Traits
2.3

• Core Self Evaluation (Self Esteem)
• Self Monitoring
• Type A and Type B Personality
• Proactive Personality (Locus of Control)
• Tolerance for Risk
• Need for Achievement

5
Values Across Cultures
2.12

• Power Distance
• Individualism versus Collectivism
• Masculinity versus Femininity
• Uncertainty Avoidance
• Long versus Short-Term Orientation

6
3.1
Perceptual Inaccuracy - Negative
Ramifications 1)Poor Decisions 2)Inaccurate
Communication 3)Interpersonal Conflict 4)Selecti
on Promotion - Poor Choices Michigan
Study Item Asked Supervisor Asked
Subordinate Gives Privileges 52 14 Gives
more Responsibility 48 10 Gives
Praise 80 14 Gives more Interesting
work 51 5
7
Perceptual Shortcuts (Perceptual Error)
3.3

• Selective Perception
• Halo Effect
• Contrast Effects
• Stereotyping

8
3.4
Impression Formation

• Nonverbal Cues Physical Appearance
• Impressions Tend to be Unified
• Impressions Tend not to Change
• Negative Info - Greater Weight
• Attitude Similarity - Positive Impression

9
Common Biases Errors in Decision Making
3.5

• Overconfidence Bias
• Anchoring Bias
• Confirmation Bias
• Availability Bias
• Escalation Bias
• Hindsight Bias

10
Organizational Constraints on Decision Making
3.9

• Performance Evaluation
• Reward Systems
• Formal Regulations
• System Imposed Time Constraints
• Historical Precedents

11
Types of Job Satisfaction
4.2

• Satisfaction with coworkers
• Satisfaction with pay
• Satisfaction with promotional opportunity
• Satisfaction with management
• Satisfaction with work

12
4.3

• Correlates of Job Satisfaction
• Mentally Challenging Task
• Equitable Rewards
• Supportive Working Conditions
• Supporting Coworkers
• Personality /Skills/Job Fit
• Genetics

13
4.5
Responses to Job Dissatisfaction
Active
Exit
Voice
Constructive
Destructive
Loyalty
Neglect
Passive
14
4.9
FIGURE 1
MODEL FOR THE MEASUREMENT OF HUMAN RESOURCE
REPLACEMENT COSTS
RECRUITMENT
SELECTION
DIRECT COSTS
HIRING
ACQUISITION COSTS
PLACEMENT
INDIRECT COSTS
COST OF PROMOTION OR TRANSFER FROM WITHIN
FORMAL TRAINING AND ORIENTATION
DIRECT COSTS
POSITIONAL REPLACEMENT COST
ON-THE-JOB TRAINING
LEARNING COSTS
INDIRECT COSTS
COST OF TRAINERS TIME
SEPARATION PAY
DIRECT COSTS
SEPARATION COSTS
LOSS OF EFFICIENCY PRIOR TO SEPARATION
INDIRECT COSTS
COST OF VACANT POSITION DURING SEARCH
Source Flamholtz, E.G. Human Resource
Accounting (Encino, CA Dickenson, 1974).
15
Financial Factors Influencing Turnover
4.10

• Competitive Salaries
• Benefits Plan
• Financial Incentives
• Deferred Compensation
• Retirement System
• ESOP

16
Factors in the Work Environment Retention
4.12

• Realism in Job Interviews
• Promotional Opportunities
• Work Assignments
• Autonomy
• Managers Human Relations Skills
• Quality of Teamwork
• Resource Adequacy
• Higher Order Need Fulfillment
• Unit Performance
• Goal Congruence

17
4.16
EVALUATION OF EXISTING JOB
A.
a) alternative forms of withdrawal, e.g.
absenteeism, passive job behavior
EXPERIENCED JOB SATISFACTION- DISSATISFACTION
B.
THINKING OF QUITTING
C.
D.
EVALUATION OF EXPECTED UTILITY OF SEARCH AND COST
OF QUITTING
b) non-job related factors, e.g. transfer of
spouse, may stimulate intention to search
INTENTION TO SEARCH FOR ALTERNATIVES
E.
SEARCH FOR ALTERNATIVES
F.
c) unsolicited or highly visible alternatives
may stimulate evaluation d) one alternative may
be withdrawal from labor market
EVALUATION OF ALTERNATIVES
G.
COMPARISON OF ALTERNATIVES VS. PRESENT JOB
H.
I.
INTENTION TO QUIT/STAY
J.
QUIT/STAY
e) impulsive behavior
FIGURE 1. THE EMPLOYEE TURNOVER DECISION PROCESS.
18
5.3
Maslows Need Hierarchy
Self Actualization Esteem Love
Belonging Security Physiological

19
5.7
20
Two Factor Theory
5.8

• Dissatisfiers
• Salary
• Job Security
• Working Conditions
• Status
• Company Policies
• Quality of Tech. Supervision
• Quality of Coworker Relations
• Relationship with Supervisor

• Motivators
• Achievement
• Recognition
• Responsibility
• Advancement
• Work Itself
• Personal Growth

21
Mean Levels of Dissatisfaction of Needs
5.11
Level Security Social
Esteem Autonomy Self-Actual. Presiden
t .26 .34 .28
.18 .63 VP
.45 .29 .45
.55 .90 Upper-Middle
.41 .33 .66
.87 1.12 Lower-Middle .38
.32 .71 .96
1.17 1st level .82
.56 1.15 1.40
1.52
22
Need for Achievement
5.16

• Like to assume responsibility for solving
  problems
• Tend to set moderate, challenging goals
• Tend to take calculated risks
• Desire periodic feedback on performance

23
5.18
GROWTH
SELF- ACTUALIZATION
WORK (intrinsic factors)
N. ACH
ACHIEVEMENT
RESPONSIBILITY
HIGHER ORDER NEEDS
OPPORTUNITY FOR GROWTH
ESTEEM
N. POWER
ADVANCEMENT RECOGNITION STATUS
LOVE BELONGING
RELATIONSHIP
N. AFFILIATION
INTER- PERSONAL RELATIONS
SECURITY
BIOLOGICAL NEEDS
EXISTENCE
SUPERVISION
COMPANY POLICIES JOB SECURITY
PHYSIOLOGICAL
WORKING CONDITIONS
MASLOW
ALDERFER
McCLELLAND
HERZBERG
24
Management by Objectives
5.20

• Process
• Managers provide subs with framework
• Subordinates propose objectives
• Joint goal setting
• Determine measures
• Conduct periodic reviews
• Annual performance appraisal

25
Advantages of MBO
5.22

• Clarify employee job requirements
• Directs work activities toward org. goals
• Improves manager-subordinate communication
• Facilitates objective evaluation of performance
• Stimulates employee motivation
• Increases subordinate commitment to goals through
  participation

26
Potential Problems with MBO
5.23

• Performance not easily measured in some jobs
• Neglect aspects of job which are not easily
  quantifiable
• Insufficient support from upper management
• Non acceptance of goal by subordinate
• Procedures can be time consuming
• Authoritarian administration with illusory
  participation
• Failure to integrate with reward system

27
EQUITY THEORY
5.31
INPUTS EFFORT, EDUCATION, EXPERIENCE,

SENIORITY, ETC.
OUTCOMES SALARY, BENEFITS, ETC.
EQUITY PERCEIVED EQUIVALENT INPUT/OUTCOME RA
TIO WITH REFERENTS
INEQUITY ratios perceived to be nonequivalent
Op
Or
Ip
Ir
Op
Or
Ip
Ir
28
Potential Outcomes
5.34

• Under reward -
• Decreased Effort
• Attempt to Increase Outcomes
• Cognitive Distortion of I O
• Quit, Transfer, Absenteeism
• Alter referents Inputs
• Ignore Situation

• Over reward
• Increase Effort
• Cognitive Distortion of I O
• Alter referents Inputs
• Ignore Situation

29
5.39
EXPECTANCY THEORY
INSTRUMENTALITY
OUTCOME D
(E ? P EXPECTANCY)
(P ? O EXPECTANCY)
OUTCOME A
OUTCOME E
EFFORT
PERFORMANCE
OUTCOME B
OUTCOME C

30
Expectancy Theory
5.40

• Effort-Performance Expectancy - Perceived
  probability that a given level of effort will
  result in a given level of performance. (0-1)
• Performance-Outcome Expectancy - Perceived
  probability that a given level of performance
  will result in a given outcome (0-1)
• Valence - Value of the outcome (-3 - 3)
• Instrumentality - Relationship between a first
  level outcome and a second level outcome (-1 -
  1)
• M E1 ? E2 Vi
• where Vi ? IJ VJ and,
• E1 Effort-Perf Expectancy
• E2 Perf-Outcome Expectancy

31
Reinforcement Theory/ General Principles
5.45

• Reinforcement Theory
• Classical conditioning
• Operant conditioning
• Observation learning

• General Principles
• Not all rewards are reinforcers
• Law of contingent reinforcement
• Law of immediate reinforcement
• Law of reinforcement size
• Law of reinforcement deprivation
• Shaping
• Extinction

32
FOUR TYPES OF REINFORCEMENT
5.46
CONSEQUENCE IS PRESENTED
CONSEQUENCE IS WITHDRAWN
POSITIVE REINFORCEMENT
PUNISHMENT BY REMOVAL
POSITIVE CONSEQUENCE
PUNISHMENT BY APPLICATION
NEGATIVE REINFORCEMENT
NEGATIVE CONSEQUENCE
33
Advantages of Specialization
6.2

• Allows workers to learn task rapidly
• Performance proficiency
• Training facilitated
• Replacement facilitated
• Reduces supervisory demands

34
Unintended Ramifications of Excessive
Specialization
6.4

• Lack of motivation
• Alienation
• Decreased work quality
• Absenteeism
• Turnover
• Anti social behavior
• Boredom
• Decreased job satisfaction

35
Herzbergs Motivators
6.5

• Opportunities for achievement
• Opportunities for recognition
• Increased responsibility
• Opportunities for advancement
• The work itself
• Opportunities for growth development

36
Herzbergs Recommendations
6.8

• Increase the accountability of individuals for
  their own work
• Give a person a complete natural unit of work
• Allow employees as much control over work as
  possible
• Grant the employee additional authority
• Maker periodic reports directly to the employee
  rather than to the supervisor
• Introduce new and more difficult tasks
• Create opportunities for employees to become
  experts in their specialized areas

37
6.11
CORE JOB DIMENSIONS
CRITICAL PSYCH. STATES
OUTCOMES
SKILL VARIETY
MEANINGFULNESS
HIGH MOTIVATION
TASK IDENTITY
TASK SIGNIFICANCE
HIGH QUALITY PERFORMANCE
RESPONSIBILITY
HIGH JOB SATISFACTION
AUTONOMY
KNOWLEDGE OF RESULTS
FEEDBACK
LOW ABSENTEEISM
TURNOVER
GROWTH NEED STRENGTH
38
Potential Problems with Job Redesign
6.12

• Distrust on the part of employees
• Some employees fulfill higher order needs outside
• Individual differences in higher order needs
• Some employees cannot handle more responsibility
• Management - fear loss of control
• Cost - if retooling necessary
• Initial dip in productivity
• Technology limits applicability

39
Financial Incentives
6.20

• Piece-Rate Pay
• Merit-based Pay
• Bonuses
• Skill-Based pay
• Profit Sharing Plans
• Gain Sharing Plans
• Employee Stock Ownership Plans (ESOP)

40
Sources of Emotions and Moods
7.1

• Day of week
• Weather
• Stress
• Social Activities
• Sleep
• Exercise
• Age
• Gender

41
Emotional Intelligence
7.3

• Self Awareness
• Social Awareness
• Self Management
• Relationship Management

42
Team Development
8.2

• Forming
• Storming
• Norming
• Performing
• Adjourning

43
8.6
JACKSONS RETURN POTENTIAL MODEL
c
X
approval 3
b
a
0
d
disapproval - 3
PERFORMANCE, ETC.
a) INTENSITY b) RANGE OF TOLERABLE BEHAVIOR c)
POINT OF MAX RETURN d) CRYSTALIZATION
44
Deviant Workplace Behavior (Dysfunctional Norms)
8.8

• Category Examples
• Production Leaving early
• Working slowly intentionally
• Wasting resources
• Property Sabotage
• Lying about hours worked
• Stealing from the organization
• Political Showing favoritism
• Gossiping Spreading Rumors
• Blaming Coworkers
• Personal Aggression Sexual harassment
• Verbal abuse
• Stealing from coworkers

45
Influences on Team Cohesiveness
8.9

• Size (negative)
• Intragroup competition (negative)
• Intergroup competition
• Attitude similarity
• Opportunity for communication
• Need fulfillment
• Group success
• Group goals individual goals
• Stable membership
• Isolation from other groups
• Status of the group

46
Team Cohesiveness - Outcomes
8.10

• Productivity depends on norms
• Increased conformity to norms
• Increased Interpersonal Influence
• Increased Satisfaction
• Increase Cooperation Communication

47
Strategies for Changing Low Performance Norms
8.11

• Institute incentive plan
• Participative management
• Intergroup competition
• Split the group/transfers
• Change supervisors
• Disciplinary action

48
Team Decision Process
8.16

• Problem Definition
• Alt. Solution Generation
• Evaluate Alternatives
• Decision
• Implementation Planning
• Evaluation Planning

49
Team Decision Making - Advantages
8.18

• Pooled expertise
• Greater number of approaches to problems
• Greater acceptability by participants
• Greater comprehension by participants
• Smoother implementation

50
Team Decision Making - Potential Problems
8.19

• Dominant Personality
• Status Differences
• Inadequate Discussion of Alternatives
• Goal Displacement
• Time Consumption
• Group-shift Phenomenon (Risky shift)
• Group-think Phenomenon

51
Improving Creativity in Team Decision Making
8.24

• Brainstorming
• Delphi Method
• Nominal Group Technique

52
8.25
MAJOR TYPES OF LEADERSHIP BEHAVIOR IN DECISION
GROUPS
TASK-ORIENTED BEHAVIOR 1. INITIATING-STRUCTURE 2.
STIMULATING COMMUNICATION 3. CLARIFYING
COMMUNICATION 4. SUMMARIZING 5. CONSENSUS
TESTING GROUP-MAINTENANCE BEHAVIOR 1. GATEKEEPING
2. HARMONIZING 3. SUPPORTING 4. STANDARD
SETTING 5. PROCESS ANALYZING
SPECIFIC OBJECTIVE GUIDE AND SEQUENCE
DISCUSSION INCREASE INFORMATION EXCHANGE INCREASE
COMPREHENSION CHECK UNDERSTANDING MONITOR
PROGRESS CHECK ON AGREEMENT SPECIFIC
OBJECTIVE INCREASE AND EQUALIZE
PARTICIPATION REDUCE TENSION AND
HOSTILITY PREVENT WITHDRAWAL REGULATE
BEHAVIOR DISCOVER AND RESOLVE PROCESS PROBLEMS
53
Ineffective Work Groups and Effective Work
Teams
9.1
54
The Influence of Team Context on Team
Effectiveness
9.3

• Adequate resources
• Leadership
• Climate of trust
• Performance evaluation reward

55
The Influence of Team Composition on Team
Effectiveness
9.4

• Ability of members
• Personality compatibility
• Allocating roles
• Diversity
• Optimal size
• Member flexibility
• Member preferences

56
The Influence of Team Work Design on Team
Effectiveness
9.5

• Autonomy
• Skill Variety
• Task Identity
• Task Significance
• Feedback

57
The Influence of Team Process on Team
Effectiveness
9.6

• Common Purpose
• Specific Goals
• Team Efficacy
• Conflict Managed
• Social Loafing Minimized

58
Turning Individuals into Team Players
9.7

• Selection Hiring team players
• Training Creating team players
• Rewarding Incentives to be team players

59
Communication Process
10.2
SOURCE
ENCODING
CHANNEL
DECODING
RECEIVER
FEEDBACK
60
Channel Choice
10.4
Richness Type of Message Medium
Face to Face Video Conference Telephone Instant
messaging Email, Memos, Letters Bulletins,
General Reports
Non-routine Routine Clear
Richest Lowest
61
Reducing the Negative Consequences of Rumors
10.8

• Announce timetables for important decisions
• Explain decisions that appear inconsistent or
  secretive
• Discuss downside as well as upside of decisions
• Openly discuss worst case possibilities

62
Common Communication Problems
10.9

• Motivation to Listen
• Stereotyping
• Source Credibility
• Differing Frames of Reference (conflicting
  assumptions)
• Selective Perception
• Communication Apprehension
• Jumping to conclusions

• Semantics
• Failure to Obtain Feedback
• Jargon Associated with specialization
• Filtering
• Status Differences
• Time Pressures
• Information Overload
• Condensation
• Self Disclosure
• Defensiveness

63
Effective Listening
10.15

• Make eye contact
• Exhibit appropriate facial expressions
• Avoid distracting actions gestures
• Ask questions
• Paraphrase
• Avoid interrupting
• Dont over talk
• Make smooth transitions between speaking
  listening

64
Leadership Traits
11.3

• Extraversion
• Conscientiousness
• Openness to experience
• Emotional intelligence

65
Initiating Structure
11.5

• Sets standards for performance
• Emphasizes meeting deadlines
• Effectively schedules work
• Pressures weaker performers to increase output
• Provides negative feedback when work quality is
  poor
• Sees that a group member is rewarded for a job
  well done
• Lets group members know what is expected of them

• Insists that people follow standard operating
  procedures
• Emphasizes the quality of work
• Sees to it that group members are working up to
  their capacity
• Sees to it that the work among group members is
  effectively coordinated
• Gives advance notice of changes
• Gives sound technical advice

66
Consideration
11.6

• Expresses appreciation when a group member does a
  good job
• Gets the approval of the work group on important
  matters before proceeding
• Is friendly and can be easily approached
• Shows concern when people have personal problems
• Is open to changing his/her mind when group
  members disagree
• Never criticizes people in the presence of others
• Shows encouragement to weaker performers
• Stands up for people in his/her group even
  though it may be unpopular
• Never changes the duties of the group members
  without first discussing it with them

67
Consideration continued
11.7

• Puts suggestions that are made by group members
  into operation
• Stresses the importance of high morale in the
  group
• Does personal favors for group members
• Treats subordinates as equals
• Makes subordinates feel at ease when talking to
  them
• Does little things to make it pleasant to be a
  member of the team
• Finds time to listen to subordinates
• Looks out for the personal welfare/career
  development of individual group members

68
LIFE CYCLE MODEL
11.10

PARTICIPATING
III
II
SELLING
HIGH
PEOPLE ORIENTIATION
IV
I
DELEGATING
TELLING
LOW
LOW
HIGH
TASK ORIENTATION
69
11.14
FIEDLERS CONTINGENCY MODEL
LEADER MEMBER RELATIONS
GOOD
POOR
TASK STRUCTURE
HIGH
HIGH
LOW
LOW
POSITION POWER
HIGH
HIGH
LOW
LOW
HIGH
LOW
HIGH
LOW
I II III IV V VI
VII VIII
HIGH LPC SCORE RELATIONSHIP ORIENTED LEADER LOW
LPC SCORE TASK ORIENTED LEADER
70
11.14a
FIEDLERS CONTINGENCY MODEL
RELATIONSHIP ORIENTED
1.00
.50
CORRELATION

0
-.50
TASK ORIENTED
-1.00
SITUATION
CORRELATIONS BETWEEN LPC SCORE AND PERFORMANCE
71
Leader-Member Exchange
11.16

• Leaders differentiate among subordinates
• In-group subordinates will have higher
  performance ratings
• In-group subordinates will have lower turnover
• In-group subordinates will have higher job
  satisfaction
• In-group subordinates will be favored in
  resource allocations

72
Participative Management Decision Tree
11.17a

• AI. You solve the problem or make the decision
  yourself, using information available to you at
  the time.
• AII. You obtain the necessary information from
  your subordinates, then decide the solution to
  the problem yourself. You may or may not tell
  your subordinates what the problem is in getting
  the information from them. The role played by
  your subordinates in making the decision is
  clearly one of providing necessary information to
  you, rather than generating or evaluating
  alternative solutions.
• CI. You share the problem with the relevant
  subordinates individually, getting their ideas
  and suggestions without bringing them together as
  a group. Then you make the decision, which may
  or may not reflect your subordinates influence.

73
Participative Management Decision Tree Continued
11.17b

• CII. You share the problem with your
  subordinates as a group, obtaining their
  collective ideas and suggestions. Then you make
  the decision, which may or may not reflect your
  subordinates influence.
• GII. You share the problem with your
  subordinates as a group. Together you generate
  and evaluate alternatives and attempt to reach
  agreement (consensus) on a solution. Your role
  is much like that of chairman. You do not try to
  influence the group to adopt your solution, and
  you are willing to accept and implement any
  solution which has the support of the entire
  group.

74
Participative Management Decision Tree
11.18

• 1. QR Quality Requirement
• 2. CR Commitment Requirement
• 3. LI Leader Information
• 4. ST Problem Structure
• 5. CP Commitment Probability
• 6. GC Goal Congruence
• 7. CO Subordinate Conflict
• 8. SI Subordinate Information

75
11.19
QR
QUALITY REQUIREMENT How important is the
technical quality of this decision? COMMITMENT
REQUIREMENT How important is subordinate
commitment to the decision? LEADERS
INFORMATION Do you have sufficient information
to make a high-quality decision? PROBLEM
STRUCTURE Is the problem well structured? COMMITM
ENT PROBABILITY If you were to make the decision
by yourself, is it reasonably certain that your
subordinate(s) would be committed to the
decision? GOAL CONGRUENCE Do subordinates share
the organizational goals to be attained in
solving this problem? SUBORDINATE CONFLICT Is
conflict among subordinates over preferred
solutions likely? SUBORDINATE INFORMATION Do
subordinates have sufficient information to make
a high-quality decision?
CR
LI
ST
CP
GC
CO
SI
YES
AI
CP
GC
NO
YES
YES
YES
SI
GII
NO
NO
YES
CII
CP
NO
NO
NO
NO
NO
LI
SI
YES
ST
GC
NO
YES
GII
CO
YES
YES
YES
HIGH
CII
NO
GC
NO
AII
CP
NO
YES
CR
NO
YES
YES
GC
CO
CI
YES
ST
CII
NO
HIGH
LOW
NO
LI
YES
STATE THE PROBLEM
QR
LOW
AI
LOW
CR
YES
HIGH
NO
CP
GII
LEADER PARTICIPATION MODEL (TIME-DRIVEN DECISION
TREE-GROUP PROBLEMS)
76
Disciplinary Action
11.22

• Potential Negative Effects of Punishment
• Emotional Reactions
• Sabotage
• Temporary Change Only
• Turnover
• Absenteeism
• Suppression of Initiative

77
Effective Use of Disciplinary Action
11.24

• Praise in Public, Punish in Private
• Be Instructive
• Punishment should be immediate
• Be specific about what to change
• Punish the behavior, not the person
• Be consistent

78
Progression of Penalties
11.25

• 1. Oral Warning
• 2. Oral Warning noted in employment record
• 3. Written warning noted in employment record
• 4. Suspension from job
• 5. Discharge

79
Transformational vs Transactional Leadership
11.34
Effective
Active
Passive
Ineffective
80
Transformational/Charismatic Leadership
11.35

• Revolutionary ideas - Change status quo
• Present vision of change (clear vision of future)
• Extraordinary achievements/heroism in past
• Speak with authority
• Personal sacrifice for the organization
• Must have conduciveness - a need for change
• Transforms followers values
• Instill confidence in subordinates/followers
• Followers affection for leader
• Emotional involvement of followers in goals or
  mission of organization

81
Transformational/Charismatic Leadership Continued
11.36

• If greater discrepancy between status quo and
  future goal or vision - more charisma
• Goal or vision must better their lives in some
  way it must be for them
• Proves not personal interest by incurring great
  personal risk or cost
• Demonstrate concern for followers needs rather
  than own. Total commitment to the mission with
  no self gain. The greater the cost, risk, or
  sacrifice - the greater the trust of the followers

82
Transformational/Charismatic Leadership Continued
11.37

• Acts of heroism and self-sacrificing behaviors
  must be novel, unconventional and out of the
  ordinary. This evokes respect and admonition in
  followers. This leads to the belief that the
  leader has almost superhuman qualities
• Realistic assessment of environmental resources
  and constraints affecting the realization of the
  vision
• Expression of high energy and persistence,
  unconventional and risky behavior, heroic deeds
  and personal sacrifices become contagious to
  followers
• Vision includes meeting needs or latent desires
  of followers

83
Transformational/Charismatic Leadership Continued
11.38

• Portrays status quo as intolerable and future
  vision as obtainable
• Leadership by example
• Assumes role of reformer
• Distressful conditions among followers creates
  high conduciveness
• Articulate how the future vision, if realized,
  will remove discontent and fulfill aspirations of
  followers.
• Paints clear pictures of future vision and
  specifies precisely how it will be reached (ex
  doesnt give vision without what actions
  followers must take)

84
Power and Influence
12.1

• The power of B over A The dependence of A on B
• The dependence of A on B is (1) proportional to
  As motivational investment in the outcomes
  mediated by B and (2) inversely proportional to
  the availability of those outcomes to A outside
  the A-B relation

85
Means by which a less powerful party (A) can
balance power with a more powerful party (B)
12.3

• 1. A reduces motivational investment in outcomes
  mediated by B
• 2. A gains access to alternative sources to
  obtain outcomes
• 3. A gains mediation over outcomes of importance
  to B
• 4. A limits Bs access to alternative sources of
  goal attainment

86
Bases of Power
12.5

• Reward Power
• Coercive Power
• Legitimate Power
• Expert Power
• Referent Power

87
Influence Tactics
12.8

• Legitimacy
• Rational persuasion
• Inspirational appeals
• Consultation
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions

88
Defensive Political Behavior
12.9

• Avoiding Action
• Overconforming
• Passing the Buck
• Playing Dumb
• Stretching
• Stalling

• Avoiding Blame
• Buffing
• Playing safe
• Justifying
• Scapegoating
• Misrepresenting

89
Defensive Political Behavior
12.10

• Avoiding Change
• Resisting Change
• Protecting Turf

• Other Political Tactics
• Garnering others ideas
• sabotage
• reorganization
• building coalitions
• cooptation

90
Dysfunctions of Conflict
13.1

• Efforts diverted from goal attainment
• Increased Tension
• Development of stereotypes
• Breakdown in understanding
• Decreased cooperation

91
Potential Functions of Conflict
13.3

• Can stimulate positive change
• Potentially superior group decision making
• If it takes the form of competition motivation
• Calls attention to problems that exist

92
13.4
CONFLICT INTENSITY
ANNIHILATORY CONFLICT
OVERT EFFORTS TO DESTROY OTHER PARTY AGGRESSIVE
PSYCHOLOGICAL OR PHYSICAL ATTACKS THREATS AND
ULTIMATUMS ASSERTIVE VERBAL ATTACKS OVERT
QUESTIONING OR CHALLENGING OF OTHERS MINOR
DISAGREEMENTS OR MISUNDERSTANDINGS
NO CONFLICT
93
CONFLICT RESOLUTION STYLES
13.5
HIGH
COLLABORATING
FORCING
ASSERTIVE-NESS
COMPROMISING
AVOIDING
ACCOMMODATING
LOW
HIGH
LOW
COOPERATIVENESS
94
Conflict Management Strategies
13.9

• Emphasize superordinate goals
• Reducing differentiation
• Improving communication understanding
• Reduce task interdependence
• Increase resources
• Clarifying rules procedures
• Crate the fear of an external threat
• Appeal to hierarchy
• Creating liaison positions
• Transfer or rotate personnel
• Training in conflict resolution methods
• Merge interdependent departments

95
13.16
BARGAINING
BARGAINING BASE
ASPIRATION BASE
SELLER
BUYER
CONTRACT
ASPIRATION BASE
BARGAINING BASE
96
DISTRIBUTIVE VS. INTEGRATIVE BARGAINING
13.18
97
Effective Negotiating
13.19

• Begin with a positive concession
• Address problems not personalities
• Pay little attention to initial demands or offers
• Create a climate of trust
• Take a long term perspective

98
Negotiation Bluff Tactics
13.21

• Commitment to a deadline
• Commitment to a third party
• Commitment to a policy
• Commitment to a precedent
• Stalling
• Suggest an alternative source
• The threat
• The promise

99
Uses of Performance Evaluation
14.2

• Compensation Decisions
• Performance Feedback
• Training needs assessment
• Promotion Decisions
• Human Resource planning
• Retention/Discharge
• Research

100
Performance Evaluation - Measurement
Characteristics
14.4

• Completeness
• Objectivity
• Responsiveness
• Reflects Objectives
• Cost Effectiveness

101
Methods of Performance Evaluation
14.7

• Rating Scales
• Trait behavior rating scales
• Job dimension scales
• Behaviorally anchored rating scales
• MBO
• Ranking
• Essay
• Critical Incident

102
Legal Issues
14.22

• Does a job analysis/job description exist?
• Is the system based on personality traits rather
  than job related behaviors?
• Was there a failure to share the results of the
  performance evaluation with the employee?
• Was the employee provided adequate counseling to
  make corrections in performance or behavior?
• Was due process violated?

103
Factors Influencing Level of Stress
15.2

• Low self image
• Adaptability
• Type A/Type B
• Role Conflict
• intersender
• intrasender
• person-role
• role overload

• Role Ambiguity
• Stressful Events

104
Reasons for Resistanceto Change
16.3

• Individual Sources
• habit
• security
• economic factors
• fear of the unknown
• selective information processing

• Organizational Sources
• structural inertia
• limited focus of change
• group inertia
• threat to expertise
• threat to established power relationships
• threat to established resource allocations

105
Overcoming Resistance to Change
16.5

• Education and communication
• Participation
• Building emotional commitment
• Implementing change fairly
• Cooptation
• Selecting employees that will accept change
• Coercion