Chapter 14: Teamwork

*The New Team Enviroment:
-A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

*Types of Teams:
-Work Teams:
Teams that make or do things like manufacture, assemble, sell, or provide service.
-Project and Development Teams:
Teams that work on long term projects but disband once the work is completed.
-Parallel Teams:
Teams that operate separately from the regular work structure, and exist temporarily.
-Management Teams:
Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.
-Transitional Teams:
Work groups composed of multinational members whose activities span multiple countries.
-Virtual Teams:
Teams that are physically dispersed and communicate electronically more than face-to-face.

*The Autonomy Continuum:

*Group Activities:
-Forming:
Group members attempt to lay the ground rules for what types of behavior are acceptable.
-Storming:
Hostilities and conflict arise, and people jockey for positions of power and status.
 -Norming:
Group members agree on their shared goals, and norms and closer relationships develop.
-Performing:
The group channels its energies into performing its tasks.

*Stepping up to Team Leadership:

*Cohesiveness:
-The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another.

*Cohesiveness, Performance Norms, and Group Performance:












*Conflict Styles:
-Avoidance:
A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.
-Accomodation:
A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests.
-Compromise:
A style of dealing with conflict involving moderate attention to both parties’ concerns.
-Competing:
A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals.
-Collaboration:
A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction.

Chapter 13: Motivating for Performance

*Motivation:
-Forces that energize, direct, and sustain a person's efforts.

*Manager's must motivate people to:
-Join the organization.
-Remain in the organization.
-Come to work regularly.

Setting Goals:
*Goal- setting theory:
-A motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end.

*The greatest Management Principles in the world:

*The Consequences for Behavior:
Positive reinforcement or negative reinforcement. (Some behavior is likely to continue)
Punishment or extinction. (Some behavior is less likely to be repeated)

*Performance Related Beliefs:
-A theory proposing that people will behave based on their precieved likelihood that their effort will lead to a certain outcome and on how highly they value that outcome.

*Performance to Outcome Link:
-Instrumentality:
The perceived likelihood that performance will be followed by a particular outcome.
-Valence:
The value an outcome holds for the person contemplating it.
Basic Concepts of Expectancy theory:

*Maslow's Need Hiearchy:
- A conception of human needs; organizing needs into a hiearchy of five major types. Each need, needs to be met before you can move upwards.

Physiological- 1st step
Safety- 2nd step
Social- 3rd Step
Ego- 4th step
Self- actualization- 5th step

*Maslow's Need Hiearchy:
1. Physiological (food, water, sex, and shelter).
2. Safety or security (protection against threat and deprivation).
3. Social (friendship, affection, belonging, and love).
4. Ego (independence, achievement, freedom, status, recognition, and self esteem).
5. Self-actualization (realizing one’s full potential, becoming everything one is capable of being).

*Alderfer's ERG Theory:
-A human needs theory postulating that people have three basic sets of needs that can operate simultaneously.

*McClelland's Needs:
-Need for Achievement:
Characterized by a strong orientation toward accomplishment and an obsession with success and goal attainment.
-Need for Affiliation:
Reflects a strong desire to be liked by other people.
-Need for Power:
A desire to influence or control other people.

*Herzberg's Two- factor theory:
-Hygiene Factor's:
Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied.
-Motivator's:
Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement.

*The Hackman and Oldham Model of Job Design:

*Achieving Fairness:
-Equity Theory:
A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs.

Chapter 12: Leadership

*A Leader:
-One who influences others to attain goals.
-The greater the number of followers, the greater the influence.

*Vision:
-A mental image of a possible and desirable future state of the organization.

*Sources of Power:

*Traditional Approaches to Leadership:
-(Trait approach): A leadership perspective that attempts to determine the personal characteristics that great leaders share.

*Leader's Behavioral Approach:
-A leadership perspective that attempts to identify what good leaders do,that is, what behaviors they exhibit.

*Questions for Task performance and group leadership:

*Situational Approach to Leadership:
-Leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation.

*Vroom model:
-A situational model that focuses on the participative dimension of leadership.

*Fiedler's contingency model of leadership effectiveness:
-A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

*Fiedler's analysis of situations:

*Hersey and Blanchard's situational Theory:
-A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.

*Path Goal Theory:
-A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

*The Path- Goal Framework:

*Charismatic Leader:
-A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.

Chapter 13: Managing a Diverse Workforce:

*Managing a Diverse Workforce:
-Managing a culturally diverse workforce by recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization’s advantage.

*Components of a Diverse Workforce:

*U.S. Diversity programs:

*Gender Issues:
-Glass Ceiling:
An invisible barrier making it difficult for women and minorities to move beyond a certain level in the corporate hierarchy.
-Sexual Harrasment:
Conduct of a sexual nature that has negative consequences for employment.

• Quid Quo Pro Harassment: Submission to or rejection of sexual conduct is used as a basis for employment decisions.

• Happens when unwelcome sexual conduct has an effect of unreasonably interfering with the job performance or creating an intimidating or hostile, working environment.   

 *Sexual Harassment Policy:

*Older Employees:

*Competitive Advantage through diversity:

*Challenges of Diversity:

*Diversity Assumptions and Their Implications for Management:

*Multicultural Organizations:
-An organization that values cultural diversity and seeks to utilize and encourage it.

*Guidelines for Diversity Training:

*Retaining Employees:
-Mentors: Higher-level managers who help ensure that high-potential people are introduced to top management and socialized into the norms and values of the organization.