Lesson 9: Individual Differences-
1.
Direct Determinants of Individual outcomes
a.
Individual differences are seen as the driver of
differences of behavior
b.
Make good matches between people and
organizational needs
2.
Stable Traits
a.
Something that stays constant
b.
Cognitive ability
i. The
general capacity for abstract thinking, problem solving, etc. Their ability to
grasp new information quickly and make decisions.
c.
Personality
i. Stable
set of behaviors, attitudes, and emotions displayed over time. Easy to get
along with, quiet, anxious, etc. Mood might change but personality is stable
ii. Big
5:
1.
Extraversion- comfortable with people
2.
Emotional Stability- calm self confident and
dells with stress
3.
Agreeableness- gets along well with other
4.
Conciousnesness- dependable and responsible, One
dimension that is found to be tied with job performance.
5.
Openness to experience
iii. Focus-
ability to keep focus on a certain job or task without being sidetracked. High
focus can give attention to immediate problem and return to long term task without
loosing speed.
3.
Dynamic States
a.
Values, attributes
i. Values-
rights and wrongs. Different for different people
ii. Norms-
informal rules for conduct understood by a group
b.
Knowledge, skills, emotions
c.
Traits that change over time with education,
growth, etc
d.
Some things are more dynamic than others
4.
Use these states to select people for a certain
position. Keep note of things that can change and things that cant when
selecting individuals.
5.
Attitudes: Collection of feeling and beleifs
a.
Affective- how you feel about the job
b.
Cognitive- What you know about the job that
helps you perform it
c.
Behavior- How do you act?
6.
Emotions: affective response to what we are
exposed to. Mental and physical components.
a.
Strong feeling and propensity to act
b.
Amygdala is center of the emotional brain
c.
Processed by the cerebral cortex
d.
Neocortex, controls feeling to evaluate
situation
e.
Rational thinking part of the brain chooses the
best alternative
7.
Emotional intelligence- addresses having a good
personality doesn’t equate to success.
a.
Personal Competence
i. Self
awareness- being aware of our own emotions, what triggers emotions
ii. Self
management- ability to manage emotions and think before acting
b.
Social Competence-
i. Social
awareness- how well do we identify the emotions of others
ii. Relationship
management- use that information we picked up on to manage our relationship
with people
c.
Social and emotional intelligence becomes more
important with rank and time
Lesson 10: Motivating Employees
1.
Motivation- arouses and directs goal-directed
behavior; phycological but observed via behavior
2.
Manifested in -> direction, magnitude,
persistence
3.
Catilist for effort; effort is the resulting
action that can generate outcomes
4.
Sources: Internal and external
a.
Extrinsic- perceived need or desire to respond
to some external force
i. External
reward
b.
Intrinsic- response to internal stimulus
i. Want
to make an internal goal
ii. Require
no additional stimuli to complete tasks
c.
Research shows that intrinsic people with a
bonus and then later removing a reward will cease behavior. Person is trained
to be extrinsically motivated
5.
Theories
a.
Maslows Hierarchy- People work bottom to top.
Bottom has the highest potential. Make you all you can be is self
actualization. Health insurance- safety and security. We need to know our
employees needs when we are trying to motivate them.
b.
Reinforcement theory- concequences associated
with behavior to shape future behavior. Attach outcomes to wanted or not wanted
behavior.
c.
Herzberg;s motivator-Hygeine Theory- Not all
potential outcomes have the same motivating factors.
i. Hygiene
factors reduce dissatisfaction
ii. Motivators
improve satisfaction
d.
Expectancy Theory- If expectations,
instrumentality, and valiance are high then the effort infested in the task and
outcomes will be high as well. These are
multiplicative.
e.
Equity Theory- Applied often to compensation but
involes comparisons to others. Are we being treated equitably? Outcomes we get
vs the inputs we put in. Is the ratio in check with the “deals” that other
people get? We say deals are equitable when the ratios are equal. When it is
not equitable, we will act to restore equity.
f.
Goal Setting
Theory- Motivation theory where individuals achieve better results when
people work towards difficult but achievable goals. Goals establish a target
for action and give direction. Ensures people work hard maximizing magnitude.
People will keep working even with challenges or failures.
Lesson 11: Understanding work teams
1.
Groups are people who share a common interest
2.
Teams are outcome directed and develop
interdependencies as they work on shared goals.
3.
People share groups for many reasons:
a.
Security, status, self-esteem, affiliation,
power, goal achievement
4.
How do dynamics differ with teams
a.
Result of more people
b.
More total resources, greater variety of skills
and knowledge
c.
Requires more communication and coordination
5.
a.
Individual differences expand
b.
Team tactics focus on the best way to get to the
outcome as well as an additional layer of communication
6.
Challenges: Developing and sustaining high
levels of motivation , minimizing confusion
7.
Teams are not the answer to all problems
a.
Not always more effective. Sometimes good teams
still fail
b.
Managers fail to recognize team building
responsibilities
c.
Conflict is not always a bad thing.
8.
Synergy- where combining pieces where whole is
greater than the sum of the parts. Can be done when a team is put together
correctly. Not all teams generate synergy.
9.
Process losses- Teams generate outcomes worse
than if they did it indidually
10. Why
teams fail:
a.
Failure to participate fully
i. Hierarchy
problems, upper level people are more likely to respond and their responses are
given more weight. Good information might be lost or not weighed fairly.
ii. Undervalue
own contributions.
b.
Failing to listen carefully
i. Failing
to achieve differently framed problem
11. Unique
problem:
a.
Group think- group members think about problems
in the same way and reach solutions quickly without challenging the growing
consensus.
b.
Abilene Paradox- Initially none of the people
think the solution is correct.
12. What
teams do not do well- Some solutions developed don’t fit needs well
a.
Develop coherent programs or solutions
b.
Produce complex assignments of responsibilities
13. What
do teams do well
a.
Help fully frame problems, identify conditions of
acceptable solutions
b.
Evaluate and fine tune alternatives
c.
Reach agreement and make decisions.
14. Team
decision making
a.
b.
Low conflict= low performance, Middle conflict=
high performance, high conflict= high performance
c.
Two different types of conflict
i. Task-
conflict around issues solving organizational meaningful problems. Issue
centered. Push for better solutions. Positive association with performance
ii. Interpersonal-
conflict between team members not related to the task. Reduces communication
and reduces performance.
d.
Improvement techniques
i. Brainstorming-
idea generating process that encouragrs alternatives
ii. Anonymous
electronic meetings- meeting of a nominal group technique in which participants
are linked my a computer keeping identities hidden.
15. The
five sysfunctions of a team
a.
b.
Builds from bottom up in order of importance
c.
Trust is the foundation of teamwork. If they
don’t trust each other then they wont give information in a timely manner. Team
members might be unwilling to ask for help if they don’t trust other people.
d.
Mastering conflict- debate must be developed
around central issues. Conflict must be about the issues not about personal
relationships. Conflict will always be uncomfortable and norms must be clear.
Fear of personal conflict should not prevent productive debate.
e.
Achieve commitment through solutions. All points
of concerns have been addressed and the solution is understood. It requires
clarity and a buy in. Clarity requires avoiding assumptions and ambiguity and
reaching a clear understanding about decisions.
f.
Accountability- Failing to take ownership of a
teams outcomes. Accountability on a strong team occurs among peers. Peer
pressure and distaste motivates a team member more than a supervisor. Team
leaders must be willing to confront issues.
g.
Focus on results- accountable teams focus on
accomplishments and teams priorities goals over personal goals. Traditional
change where people pledge their allegiance to their team. Keep results public
and visible.
Leadership:
1.
Ones capacity to inspire direct and guide
oneself and others toward goals.
2.
What does a good leader look like -> it
depends
3.
Happens in all tasks; Leaders can do good or do
bad
a.
Hitler even displayed qualities of a strong
leader
4.
Leaders display qualtities such as: loyalty,
courage, dsire, stamina, empathy, decisiveness, anticipation, timing, and more…
5.
Leadership thought
a.
Trait theories: no characteristic is consistent
signal for who will be good leaders. Being tall, male and older. Old thought
process.
b.
Behavioral theories: Leaders are defined by the
types of behaviors they typically demonstrate. Still examples where this
doesn’t work.
c.
Contingency throries- context, actors and goals
interact to determine who leaders behaviors will be most appropriate. We can all
learn to be better leaders
6.
Approaches to leadership
a.
Visionary leadership
i. The
ability to create and articulate a realistic , credible, attractive vision of
the future that rows out of and improve upon the present
ii. Inspire
followes by looking at the future. Calls people to action
iii. Typically
valued centered, imagery, and articulate
iv. Examples:
MLK
b.
Charismatic leadership
i. Appear
to be most effective when the followers task has an ideological component or
when the environment involves a high degree of stress or uncertainty.
ii. Heroic
or extraordinary leadership through energizing followers because they are well
liked. Followers are extremely satisfied. Calls people together.
iii. Example:
JFK
c.
Transactional leadership
i. Leaders
who guide or motivate their followers toward established goals by clarifying
role and task requirements
d.
Transformational leadership
i. Leaders
who inspire followers to transcend their own self-interests for the good of the
organization to reshape the organization in new ways or toward better ends.
e.
Managerial grid
i.
ii. Distinctions
between initiating structure and getting worked done vs their consideration for
people. Focus on people vs the task at hand.
1.
Low on both ends- liaise fare managers
2.
9,1- task focused managers
3.
1,9- people focused managers
4.
9,9- equally high interests
5.
5,5- accommodating leaders but didn’t emphasize
or push both.
f.
Self-leadership
i. Before
we are ready to lead others, we must be able to lead yourself.
ii. Act
creativly, decisively, and wisely
iii. Effective
communication with people on a daily basis
iv. Apply
expertise of others when taking calculated risks
v. Seek
excellence in all you do
vi. Energize
your enthusiasm for life
vii. Develop
a vision for success and decide wheat you want to be
viii.
Commit yourself to your vision with passion
ix. Have
integrity, self-confidence, and your own style
x. Achieve
a balance between work and fun
xi. Maintain
a lifestyle to ensure your health
xii. Expand
your personal boundries by volunteering
xiii.
Understand and enhance beneficial motivating
forces
xiv. Stay
sensitive and considerate to those around you
xv. Keep
a positive attitude as your spend your time in your life
Seven habits of higly effective people
1.
Proactive
2.
Begin with the end in mind
3.
Put first things first
4.
Think win-win
5.
Seek first to understand then to be understood
6.
Synergize
7.
Sharpen the saw- take the time to learn and be
responsible for using your own toolshed of skills
g.
Servant leadership- see the job of leading first
as service.
i. Emphasize
the growth of those served
h.
Follower-ship
i. Willingness
of people to help those in leadership
ii. Single
most important characteristic is to speak up when things are not going well
7.
Leadership isn’t just about being out in front
8.
Trust- the willingness to put oneself at risk of
injury by another. MUST HAVE TRUST to be an effective leadership
9.
Substitutes for string leadership
10. Challenges
of leading in teams
a.
Learning to share information
b.
Developing the ability to trust others
c.
Learning to give up authority
d.
Knowing when to leave teams alone and when to
interject.
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