C715 Organizational Behavior Chapter 9, 10, 16, 12

C715 Organizational Behavior Chapter 9, 10, 16, 12 5.0 (1 review) Students also studied Terms in this set (101) Social SciencesPsychology Save WGU C715 Organizational Behavior ...55 terms cerealilzPreview wgu C715 Organizational Behavior 267 terms rc626184Preview WGU C715 - Organizational Behavio...42 terms trand1wguPreview WGU C Teacher Shij Group2 or more individuals, interacting and interdependent, who have come together to achieve particular objectives(collection of ppl coming together - not necessarily with any acumen) formal groupa designated work group defined by an org. structure informal grouplike the ladies group - it is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact Social Identity Theoryperspective that considers when & why individuals consider themselves member of groups (some level of self esteem when group does well or poorly, it gets tied into the performance of the group) Five stage model of group1st) forming- characterized by much uncertainty about purpose, structure leadership 2nd)storming-intragroup conflict, resists constraints individuality 3rd)norming-cohesiveness, when group structure solidifies 4th)performing - fully functional & accepted 5th)adjourning - final stage for temporary groups, concern with wrapping up activities rather than task performance

• properties of groups - rolessignificant source of stress for most people -

set of expected behavior patterns attributed to someone occupying a given position in a social unit Role perception-how we view Role Expectation-how other view Role Conflict- role you play in one aspect of your life can come into conflict with the role you play in another aspect of your life(ie..role at work and role at home) Stanford Prison ExperimentGuards, inmates people started becoming their roles Asch Studyrather be wrong but part of the group then right & alone - 75% will chose to wrong but part of the group Normingwhere the group decides what normal behavior is ConformityAdjusting one's behavior or thinking to coincide with a group standard.Deviantas part of group - antisocial behavior or workplace incivility Cheating & stealing more in a group than by yourself because voluntary behavior that violates significant org. norms in so doing threatens well being of org or its members status characteristics theory1)power person wields over others 2)persons ability to contribute to groups goal 3)individual personal characteristic (positively valued by group) Equity Theory - Status inequityperceived inequity creates disequilibrium & can create resentment among those at lower end of status continuum - results - poorer ind performance, lower health, higher intent to leave the group Sizeyes it does affect groups overall behavior.Small groups faster completing tasks, Individual performance better in smaller groups Social Loafingsometimes people in a group don't work very hard because they think they can ride for free on the backs of harder working membrs

• to minimize - use peer evaluation

Cohesivenessdegree to which the people in the group are on the same page ie-if high norm/high cohesiveness=high production high norm/low cohesiveness=moderate prodution low norm/high cohes=low production low norm/low cohes=moderate to low prodution Groupthinkloudest voice is heard - is a communications dynamic where dissenting views aren't given a lot of time, counter evidence isn't heard or given airing - listen to the most powerful voices & opinions everyone nods heads to agree even if they don't - shot down if disagree

GroupshiftExtreme version of self - Groups can wind up being more extreme than an individual If religious - become MORE religious and excited and act differently you get Tuned up Group Decision MakingStrengths - more complete knowledge & info offer increase diversity of views & acceptance of a solution Weaknesses - time consuming - takes more time to reach a solution, conformity pressures, can be dominated by one or a few members, ambiguous responsibility Brainstormingan idea generation process that specifically encourages any and all alt while withholding any criticism of those alt - no criticism allowed A process in which group members freely suggest any creative solutions that come to mind Nominal group techniques 4 stepsRestricting of discussion, independent - Better performing a group decision making method in which individual members met face to ace to pool their judgement in a systematic but independent fashion 1)before any discussion-ind. writes idea on problem 2)after silent period, each presents 1 idea to group, no discussion until all ideas presented & recorded 3)group discusses ideas for clarity & evaluates them 4)ea member silently rank orders ideas - with highest aggregate rank determines final decision Interactionist View of conflict-belief that conflict is not only a positive force in a group but also an absolute necessity of a a group to perform effectively -functional conflict-supports the goals of the group & improves its performance(devils advocate) -dysfunctional conflict-hinders group performance Task, relationship or process conflict-task-relates to content & goals of work -relationship - always dysfunctional (BAD!) focuses on interpersonal relatioships -process-how the work gets done low levels task & process - can be functional

• stages in Conflict process, PCIBO - can be used as

antidote to groupthink 1)potential opposition & incompatibility-communication, structure(variables-size of group, degree of specialization in tasks assigned to group members), personal variables-emotion, personality, just don't like someone 2)cognition & personality-defined, what conflict is about - Perceived, felt conflict(emotional, creates anxiety, tenseness frustration or hostility) 3)intentions-decisions to act in a given way - 2 ways - cooperativeness(which one party attempt to satisfy the other partys concerns), assertiveness(one party attempts to satisfy his or her own concerns) 4)behaviors - statements, actions & reactions-use conflict management(resolution and stimulation techniques to achieve desired level of conflict) 5)outcomes - action-reaction results in consequences (functional-when improves quality of decisions stimulates creativity & innovation, etc & dysfunctional-discontent, can end of being destruction of group)

• conflict handling - under intentions CCAAC1)competing(assert & uncooper)-only satisfy self

2)collaborating(assert & coop) - (best )- satisfies all 3)avoiding-(unassert & uncoop) don't do anything 4)accommodating-(unassert & coop) only satisfy other 5)compromising-(moderate both assert & coop) each party give up something

• conflict handling - under behaviors conflict resolution

techniques 9 peasscaaa -problem solving-face to face, mgr. discussion -expansion of resources -avoidance -superordinate goal-shared goal, good of org -smoothing-playing down diff & emphasizing common interests -compromise -authoritative command -altering human variables-HR training,alter attitudes & behaviors -altering structural variables-chng formal org structure & interaction patterns through job redesign, transfers creation of positions, etc.

• conflict handling - under behaviors conflict stimuli

techniques - challenges status quo, antidote to group think -communication-using ambiguous threatening msg. to increase conflict level -bringing in outsiders -restructuring org- realigning work groups altering rules & regs -appointing devils advocate Negotiationprocess in which 2 or more parties exhange goods or svcs & attempt to agree on the exchange rate for them.Distributive BargainingNegotiation seeks to divide up a fixed amount of resources a (win-lose) situation Fixed Piebelief that there is only a set amt of goods or svcs. to be divided up between the parties Integrative BargainingNegotiation that seeks one or more settlements that can create a win-win solution