A team is a group in which members work together intensively and develop team-specific routines to achieve a
common group goal. The number of members in a group, the type and diversity of team members, the tasks they
perform, and the attractiveness of a group to its members all influence not just the behavior of the group as a
whole but also the behaviors of individuals within the group.
Organizational effectiveness is the ability of an organization to achieve its goals
The four principal functions or duties of management are planning, organizing, leading, and controlling an
organization’s human, financial, material, and other resources to increase its effectiveness.
Conceptual skills allow a manager to analyze and diagnose a situation and to distinguish between cause and effect.
Planning and organizing require a high level of conceptual skill, as do the decisional roles previously discussed.
Human skills enable a manager to understand, work with, lead, and control the behaviors of other people and
groups.
Technical skills are the job-specific knowledge and techniques that a manager requires to perform an
organizational role
Organizations that fail to recognize the many changing forces in the environment lose their ability to acquire
resources and sell products, so they often disintegrate and disappear over time.
EXPATRIATE MANAGERS: The people who work for a company overseas and are responsible for developing
relationships with organizations in countries around the globe.
CONTINGENT WORKERS: People employed for temporary periods by an organization and who receive no benefits
such as health insurance or pensions.
Some people seem to be perfectionists; they can be critical, impatient, demanding, and intense. Other kinds of
people are more relaxed and easygoing.
Determinants of Personality: Nature and Nurture
Effective managers recognize that the various situations and personality types interact to determine feelings,
thoughts, attitudes, and behaviors at work. An understanding of employees’ personalities and the situations in
which they perform best enables a manager to help employees perform at high levels and feel good about the
work they are doing. Furthermore, when employees at all levels in an organization understand how personality
and the situation interact, good working relationships and organizational effectiveness are promoted.
jobs that change frequently, require creativity and innovation, or involve considerable risk, individuals who are
open to experience may have an advantage
Two work attitudes: Job satisfaction and Organizational commitment
WORKPLACE INCIVILITY: Rude interpersonal behaviors reflective of a lack of regard and respect for other.
Emotional labor is governed by display rules. There are two types of display rules: feeling rules and expression
rules.
Feeling rules dictate appropriate and inappropriate feelings for a particular setting. For example: one is not
supposed to feel delighted in the presence of grieving families, managers are not supposed to feel angry when
letting subordinates know they have just received promotions and professors are expected to be enthusiastic
when they teach classes and not be bored.
Expression rules dictate what emotions should be expressed and how they should be expressed in a particular
setting
When perceptions are inaccurate, managers and
other members of an organization make faulty decisions that hurt not only the employees involved but also the
organization.
A major responsibility of managers at all levels is to encourage organization members to perform to the best of
their abilities in ways that help the organization achieve its goals.
important for organizations to be able to attract and retain an effective global workforce.
VALENCE: In expectancy theory, the desirability of an outcome to an individual. In organizations, employees are
going to engage in desired behaviors and be motivated to perform them at a high level only if they perceive that
high performance and desired behaviors will lead to positively valent outcomes such as a pay raise, a promotion,
or sometimes even just a pat on the back.
Valence must be high: The employee wants outcomes the organization has to offer.
* Instrumentality must be high: The employee perceives that she or he must perform the desired behaviors at a
high level to obtain these outcomes.
* Expectancy must be high: The employee thinks that trying hard will lead to performance at a high level
EQUITY THEORY A theory about work motivation that focuses on employees’ perceptions of the fairness of their
work outcomes and inputs.
FORMS of ORGANIZATIONAL JUSTICE: DISTRIBUTIVE JUSTICE: The perceived fairness of the distribution of
outcomes in an organization.
PROCEDURAL JUSTICE: The perceived fairness of the procedures used to make decisions about the distribution of
outcomes in an organization
INTERPERSONAL JUSTICE The perceived fairness of the interpersonal treatment employees receive from the
distributors of outcomes or their managers.
INFORMATIONAL JUSTICE: Employee perceptions of the extent to which managers explain their decisions and the
procedures they used to arrive at these decisions.