OB Optional Exam 4 SLIDES

1. OB Optional Exam 4 SLIDES

2. TOPIC AFFECTIVE EMPLOYEE COMMITMENT

3. Positive AEC: • I come to work to further my career success. • What does my org have to do to keep me? • Career mobility + internal locus of control

4. Negative AEC: • I come to work because I need the money. • I have to keep this job, because I don’t know where I’ll get another one as good. • External locus of control

5. Your positive or negative bias toward co-workers based on: • How “simpatico” they are with you: similar ambitions & skills • Mutual back-scratching potential (how much you can do for each other)

6. ATTCON professional relationships can stimulate high productivity & success, but sometimes result in: favoritism (“teacher’s pet” syndrome); “Don’t rock the boat”; “Don’t ask or tell”; exploitative relationships.

7. TOPIC ATTRIBUTION THEORY

8. Your perception of what causes people’s behavior and outcomes in life

9. TOPIC AUTHENTIC COMMUNICATION

10. MUDDYINGAUTHENTICITY • Chain of command • Vision statements • Formal meetings • Memos • Org PR & advertising • Org politics

11. ORG SILOS Org separateness & isolation

12. Human behavior is shaped and programmed by its outcomes.

13. Formal reinforcement: job descriptions; annual reviews; formal training • Informal: teamwork; co-worker comments; problem-solving & conflict reduction

14. There is a noticeable GAP between the interests of corporations & their employees. In fact, both are out to USE the other (at least subconsciously). This is the STARTING POINT for understanding the behavior of corps & their employees.

15. Corporations as whole entities (such as Google or Honda) behave according to the largely IMPERSONAL & AMORAL (focus on what is achieved, not how it is achieved) dictates of capitalism(individualized & institutionalized creation of economic wealth).

16. Corps engage in self-benefiting competitive (profit-maximizing, cost-minimizing) behaviors using various amoral forms of power/influence (economic size, unique products/services, technology, politics, etc.) within domestic and international industries and markets. Corps are ECONOMIC entities more than HUMAN ones.

17. The core competitive strategy of all capitalist corporations is to exploit IMPERSONAL/AMORAL economic, social, political, and governmental human impersonal/amoral SYSTEMS: money markets; stock markets; manufacturing; transportation; marketing; supply chains; imaging (advertising & PR); consumerism values; innovative research & development

18. THE CORP-HUMAN GAP Most non-executive employees in corps work in PERSONALIZED, VALUES-BASED environments & focus on their PERSONAL LIVES more than their professional lives. They work in person with co-workers, clients, etc. more than with abstract impersonal systems. They focus on their JOB more than the corp. mission.

19. CHANGE STRATEGIES • Structural change: job descriptions; who’s in charge; org rules, regulations, policies • Employee participation: input to decisions & opportunities to make their own job decisions • Ice cube model: making small experimental changes in one area of the org as a pilot test for more extensive future change

20. Internal change agents: influential people who informally champion change in their areas of the org • Sunset clause: employees agree to try out a change & vote several weeks or months later on whether or not to continue with it • Authentic communication: Building bridges of trust between “Movers” (power players) & “Shakers” (“rock-movers”)

21. TOPIC COGNITIVE COMPLEXITY

22. YOUR CAPACITY TO ACCURATELY READ COMPLEXHUMAN EVENTS: • Human behavior • Organization behavior • Social systems (globalism, cultures, politics, etc.)

23. COOLcon= points of view, thoughts, debate, ideology, policies, the future HOTcon = agendas, personalities, emotions, feuds, grudges, insults, the past

24. SITUATIONAL CONFLICT MANAGEMENT STYLES • Accommodating → • Avoiding → • Collaborating→ • Competing → • Compromising →

25. Use when you can’t win • Use to buy time to fight another day • Use when neither party can win without cooperation • Use when unpopular action (win-lose) is only alternative • Use when each side has equal power

26. TOPIC Counterintuitive INNOVATIVE thinking (CIT)

27. Professional creativity sparked by going against the grain of status quo (conformity) culture

28. Why CIT? • Western culture’s only remaining capitalism competitive edge • Escaping the gravitational pull of the 20th century • Intellectual property is more valuable than material property.

29. DISPLACEMENT Taking out your anger at person A on person B

30. FIXATION It hurts so good

31. IDENTIFICATION Success by proxy

32. TOPIC EMOTIONAL INTELLIGENCE

33. The innate psych capacity to perceive the emotional make-up of others (& self) & sense their behavior, character, or motives

34. A SIXTH SENSE FOR SOMEONE’S: • Maturity: reliability • Self control: stability • Self-centeredness: capacity to serve • Mood: approachability

35. Expectancy motivation = seeking to motivate you by linking your org contributions to rewards and outcomes you want from the org (raises, promotions, job security, power, status)

36. What does your org want you to deliver? • How much do you want the reward/outcome your org offers for delivering what it wants?

37. How confident are you that you can/will deliver what the org rewards? • How confident are you that your org can/will reward you as anticipated if you deliver?

38. The F-F dialectic is a simple strategy for neutralizing (a la the matador’s cape) or resolving interpersonal conflict through facilitating a dialogue that alternates between sharing facts (objective information) and feelings (subjective emotions). factsFEELINGSfactsFEELINGS

39. TAS DIALECTIC

40. Achieving change cooperation by synthesizing the win-lose dichotomy of thesis (one point of view) & antithesis (a second, conflicting, POV) into a win-win synthesis of an innovative third position.

41. Follower typologies (ASP) ALIENATED FOLLOWERS: Employees disconnected from the org who haven’t internalized the org mission (didn't suit up for the game) SHEEP FOLLOWERS: Easily brainwashed by the org but are passive in pursuing it (sat on the bench most of the game) PROFESSIONAL FOLLOWERS: Willing to contribute to the org mission but need guidance (be put in the game)

42. Leadership styles based on follower maturity: • Sell me, gelme(alien) • Tell me, watch me (sheep) • Empower me, not devour me (pro) • Put me in charge so my contributions can be large (F → L)

43. Most employees are largely alienated from the formal (abstract) org & sometimes even view it as the “enemy.” The informal org of pro/personal relationships is employee “turf” that they largely control, thrive in, & come to work for.

44. When the formal org dominates the informal org: • A slow-moving, inflexible bureaucracy blossoms • IVEs override EVEs • Innovation & teamwork wither • Employees major in the minors • Department “silos” form

45. Power = the “official” (org-backed & controlled) right to assume designated org responsibilities & order others to assist you Influence = an informal (not backed by org power) attempt to make people behave in certain ways for professional or personal agendas

46. Power is limited by the org; influence is limited by human dynamics: interdependencies +personalities + agendas. • Power most affects official org activities; influence most affects the informal (human interactions) “real” org.

47. DATING A COMPANY Learning how the system works & becoming part of the system

48. GETTING ENGAGED TO YOUR COMPANY Interdependency withinternal org clients

49. HAVING CHILDREN Leadership/management responsibilities

50. Don’t confuse leading with commanding. Leading uses INFLUENCE (voluntary compliance of followers) to achieve results. Commanding uses POWER (forced compliance backed by the org). • You’re not leading if followers HAVE to do what you say. Leading requires the voluntary buy-in & sacrifice of followers.