Organizational Structure

(report to two bosses, decisional conflict),

limited resources,

task interdependence,

incompatible goals,

personality differences,

communication problems

consideration of broad ideas

surfacing of false assumptions

increased participation and creativity

increased stress / anxiety,

decreased productivity / satisfaction

feelings of defeat, lower moral

higher turnover

climate of mistrust

Change the structure

change the composition of the team

create a common opposing force

consider a mojority rule

problem solve

Conflict Handling Style

Avoiding

Uncooperative and unassertive,

deny conflict exists, pospone decisions

Conflict Handling Style

accomodation

cooperative and unassertive

give in to the other person

1) Investigation

2) Define your BATNA (best alternative to a negotiated agreement)

3) presentation

4) bargaining

5) closure

Negotiation Strategy

Distributive View

Negotiation Strategies

Integrative

discuss our goals and seek an agreement

make concessions, showing forward movement

ask questions, dig deeper

failing to negotiate / giving in

letting your ego get in the way

having unrealistic goals

getting overly emotional

letting past negative outcomes affect the present ones

Need Based Theories

Maslow's Hierarchy

1) physiological

2) safety

3) social

4) esteem

5) self actualization

Need Based Theories

ERG Theory

Existence (physological, safety)

Relationships (social)

Growth (esteem, self actualizations)

- needs can co exist, have no ranking / order

Frustration regression; if unable to satisfy one need, regress to another

Need Based Theories

Two - Factor

Hygiene Factors: policies, supervision, working conditions, salary, safety and security

Motivators: intrinsic facors such as achievment, recognitions, responsibilities, advancements, growth opportunities

Need Based Theories

Aquired Needs Theory

Need for achievment

Affiliation

Power

Process Based Theories

Equity Theory

we are motivated by a sense of fairness

 we compare out input / output ratio to others.

Referent; the person we compare ourselves to

Reactions to Unfairness; 

- equity sensitivity, explains different reactions

- Benevolant give without expecting to receive

- Ditributive Justice degree to which outcomes received are fair

- Procedural Justice degree to which process is fair

Interactional Justice respect, kindness, and dignity

Process Based Theories

Expectancy Theory

Expectancy; I believe my effort will lead to performance

Instrumentality; will my performance lead to outcomes, such as rewards

Valnce; is the outcome desireable

Process Based Theories

Reinforcement Theory

Behavior is a function of learned outcomes

4 interventions to modify behavior

Positive, behavior is met with positive consequences

Negative, removal of unpleasent outcomes

Extinction, removal of rewards

Punishment, presenting negative consequences

Scientific Management

(Taylor)

increasing efficiency through systemizing

identify most efficient method

use time - motion studies

Job Rotation

Enlargment

Enrichment

moving employees from job to job at specified intervals

expanding the tasks to add more variety

job design techniques giving workers more control

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

1) companywide goals deriving from corporate strategy

2) determine team and department level goals

3) collaboratively set individual goals

4) develop an action plan

5) periodically review performance and revise goals

1) adequate notice

2) fair hearing

3) judgment based on evidence

Strategies; set the course of the organizations

Tactical; how things will get done

Operational decisions employees make each day to make the organization function

1) ID the problem

2) establish decision criteria

3) wigh decision criteria

4) generate alternatives

5) evaluate alternatives

6) choose the best alternative

7) implement the decision

8) evaluate the decision

managers limit their options to a manageable set and choose the most acceptable alternative

Satisfycing

Made without concious reasoing

scan the environment for cues to recognize patterns

based on knowledge and experience

Generation of ideas that are original, fluent, and flexible

Immerson, when you think hard about the idea & gather info

Incubation when you walk away from the problem

Illumination the moment of AH-HA!

Overconfidence Bias; overestimate our abilities to predict

Hindsigh Bias looking backwards at obvious mistakes

Anchoring rely too heavily upon a single piece of info

Framing Bias influenced by the way problems are presented

Escalation by Committment

Group Think

The tendency to avoid critical evaluation of ideas the group favors

illusion, collective rationalization, unquestioned belief in the group, direct pressure, self censorship, illusions of uninamity, emergence of self appointed mind guards

Nominal Group Think Techniques; all members participate fully.

Delphi; written responses to questionaires

Majority Rule

Consensus

Premortem; imagine what might go wrong

Support Systems, computerized

Knowledge Management Systems

The process in which we detect and interpret our environment

Not entirely rational because it is a product of conditioning

sometimes we can be flat out wrong.

 Perception

the process in which we detect and interpret our environment

goes beyond physical information available

we can extrapulate and create the whole

we can interpret through comparisons

Self Perception

Self Enhancement Bias

the tendency to overestimate our performance and capabilities and see ourselve in a more positive light than others see us

Self Perception

Self Effacement Bias

Self Perception

False Consensus Error

Attributions

causal explanations we give for an observed behavior

internal, use internal characteristics of the behavior

external,

consensus, the degree to which other people behave in the same way as the actor

distinctiveness, the degree to which the actor behaves the same way across different distuations

consistency, the degree to which the actor behaves the same way on different occasions

self-serving bias, the tendency to attribute our own failures to the situation while attributing our success to internal causes