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MGMT 6100 Final Questions With Complete Solutions Social Categorization Defining norms within the in-group to help the in-group at the expense of the out-group. Social Identification Adopting the identity of the group we have categorized ourselves as belonging to social comparison Response to rivalry and competition between groups. Expectancy Theory of Motivation Level of effort depends on 3 factors
- Expectancy: a certain effort will lead to a particular level of performance
- Instrumentality: A specific action leads to a specific reward
- Valence: strength of one's desire for an outcome expectancy (Expectancy Theory) the perceived relationship between effort and performance Instrumentality (Expectancy Theory) belief that a given level of performance will lead to specific outcomes Valence (Expectancy Theory)
Strength of one's desire for an outcome Reinforcement Theory theory that positive and negative reinforcers motivate a person to behave in certain ways Positive Reinforcement (Reinforcement Theory) Increases desired behavior Positive behavior is followed by positive outcomes (Manager praises the employee) Negative Reinforcement (Reinforcement Theory) Increases desired behavior Positive behavior followed by removal of negative behavior (Manager stops nagging at the employee) Extinction (Reinforcement Theory) Decreases Negative Behavior Negative behavior followed by removal of positive consequence (Manager stops saying hello) Punishment (Reinforcement Theory) Decreases negative behavior Negative behavior followed by negative consequence (manager demotes employee) Job Characteristics Model (Hackman, Oldman)
Job mastered quickly Better person-job matching Job Specialization Disadvantages -organization can suffer from lack of coordination -periodic shortages in enough work to keep everyone busy -can be extremely boring Job Rotation enlarging jobs by moving employees among several different jobs Job Rotation Advantages
- reduces employee boredom
- increases skills
- opens new opportunities to employees
- hones in on employee interests Job Enlargement broadening the types of tasks performed in a job Job Enlargement Advantages
- Less boring
- Less repetitive
- More efficient
- Maximum utility out of an employee Job Enrichment
increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work Job Enrichment Advantages •The employee benefits from having a more interesting job role, which can be very motivating and improve employee productivity and lower absenteeism rates •The employee will feel more loyal to the organisation and they get the sense of achievement (Maslow?) •Prepares the employee for possible promotion in the future (succession planning) 360-degree feedback a process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers Use as a developmental tool, NOT a reward tool. How to make goals more effective Feedback, Ability (skills), Goal Commitment (Accountability) Performance Incentives reward systems that tie pay to performance. Very common. Higher productivity, profits, and customer service. More effective than praise or recognition. Higher employee satisfaction. SMART goals
Better for simple, sequential tasks that need quick action. Heterogenity Better for complex tasks, requires effort and creativity, thoroughness. Benefits of diverse teams -creativity and innovation -improved decision making -improved problem solving Drawbacks of diverse teams
- Loss of speed and efficiency
- Lack of commonality
- Misunderstandings Team Development Stages forming, storming, norming, performing, adjourning steps to avoid getting stuck in storming phase -Normalize conflict -Be inclusive -Make sure everyone is heard
- Support everyone
- Remain positive
- Don't rush the group development Too much team cohesion will cause issues.
HIgh cohesion, low task performance - everyone is having a good time but not getting anything done. Two kinds of conflict Task-related (Cognitive) Relationship (Affective) Cognitive Conflict Task related. Constructive. Helpful, productive, task focused Affective Conflict Relationship. Dysfunctional. Personal, Destructive conformity. Not always good. You want a balance of constructive conflict and conformity. Can speed decisions, but results in less than ideal or negative outcomes Cohesion Social glue, degree of camaraderie within the group Fundamental factors affecting cohesion Similarity (age, sex, education, skills, values, etc.) Stability (longer the group stays together)
-The need to influence the work of others -Interdependence of individuals who must coordinate their work to achieve common goal -Perceptions that achievement of one individual's goals come at the expense of another's ability to attain his or her goals -Lack of communications that lead to negative assumptions about motives and intentions of others Intergroup Conflict conflict that occurs between two or more groups Causes of intergroup conflict -Group loyalty that exaggerates group differences -Competition for scarce resources -Stereotyping the other group as "the enemy" social identity theory in-group members will find negative aspects of out-group members to enhance self image. Causes of Conflict (6) organizational structure limited resources task interdependence incompatible goals personality differences communication problems
Conflict Management Strategies Avoidance Accommodation Compromise Collaboration Competitiveness Avoidance Conflict Management Strategy not confronting the conflict. Use when the issue is trivial or you need to gather more info or cool down. accommodation Conflict Management Strategy Maintain harmony, but can be taken advantage of. Use when issue is more important to the other party or trying to maintain relationship. compromising Conflict Management Strategy resolve the conflict through assertive give and take concessions Use when you need a quick solution. Forcing Conflict Management Strategy aggressive behavior to get your way Use when it's a crisis Collaborating Conflict Management Strategy
Zone of Possible Agreement
- the space between the seller's walk away point and the buyer's highest willingness to pay BATNA the best alternative to a negotiated agreement; the least the individual should accept reservation value the lowest offer a negotiator is willing to accept Asch study of conformity Line study. people begin to conform to the majority. Conformity can be dangerous in group settings. Sources of Power legitimate, reward, expert, referent, coercive, informational Legitimate Power the authority that a manager has by virtue of his or her position in an organization's hierarchy Reward Power power that comes from the ability to provide rewards or favors Expert Power power resulting from one's specialized information or expertise Referent Power
power deriving from one's personal attraction Coercive Power results from managers' authority to punish their subordinates informational power power derived from control over information Dependency and Power The more dependent someone is on another the more power that person has over them strategic contingencies model of power Identify strategic contingencies faced by an organization and gain control over them Anyone who can help reduce uncertainties faced by the organization will gain power People who are irreplaceable have power Power increases as dependency increases based on: Scarcity Importance Substitutability Influence Tactics (9) Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals
Yes Great Man Theory Tried to explain leadership by examining the traits of individualsconsidered to be great historical leaders Traits-based leadership approach Attempts to identify a set of universal character traits and skillsthat distinguish effective leaders from nonleaders The earliest approach to the study of leadership was Trait Based Approach behavioral approach to leadership tried to identify behaviors that differentiated effective leaders from nonleaders (what they DO) Michigan and Ohio State Studies Task-oriented leadership and People-oriented leadership Michigan Study job-centered leader behavior (task) and employee-centered leader behavior (relationship) on the same continuum Ohio Study initiating structure and consideration on two separate continuums The Managerial Grid
A two-dimensional grid showing leaders' different levels of task-oriented and relations-oriented behavior, which results in particular styles of leadership contingency approach to leadership an approach to management in which managers study the environment where their companies operate to determine the appropriate leadership style to adopt Fielder's Contingency Theory (LPC Theory) Personality traits cannot change. The sItuation should change or the leader should be changed to match the situation. Used survey to rate their Least Preferred Coworker (LPC) High LPC score indicates what kind of leadership style? Indicates a relationship-oriented leadership style. Low LPC score indicates what kind of leadership style? Indicates a task-oriented leadership style. Fielder's Contingency Theory Three Factors Leader-Subordinate Relations Position Power Task Structure Situation Leadership (Blanchard and Hersey) leaders can and should change their leadership style depending on the situation of Directive and Supportive behaviors (Directing, coaching, supporting, delegating)
-more information, influence, confidence, & concern from Leader -more dependable, highly involved, & communicative than out- group members Out-group (LMX Theory) Subordinates expected to comply with formal rules and do what is required of them. "Deciding what needs to be done, creating networks of people and relationships that can accomplish an agenda, and then trying to ensure that those people actually do the job." describes leadership or management? BOTH Leadership and Management interactionist perspective Behavior is more than just our individual traits, it is a function of the person and the situation interaction with each other. Personality traits make up ______% of the variation in job performance 10-15% Behavior function of the person and the situation interacting with each other Multiple Intelligences (Howard Gardner)
Gardner believed that there exists at least 7 different types of intelligences; people can be intelligent in different ways; thought that they might be heritable but couldn't prove it Linguistic (Gardner's Theory) pertaining to language Logical-mathematical (Gardner's Theory) Conceptualize logical relations Spatial (Gardner's Theory) ability to think in 3D Musical (Gardner's Theory) sensitivity to individual tones and phrases of music Naturalist (Gardner's Theory) Make distinctions of the natural world bodily-kinesthetic (Gardner's Theory) Ability to use body (dancer) Interpersonal (Gardner's Theory) Ability to interact with others Intrapersonal (Gardner's Theory) Sensitive to one's own feelings Five skills of emotional intelligence Self awareness, self regulation, empathy, motivation, social skill Self-awareness (EI)
