1. attracts and retains the best human talent
2. improves marketing efforts
3. promotes creativity and innovation
4. results in better problem solving
5. enhanes organizational flexibility

1. Resistance to Change
2. Lack of Cohesiveness
3. Communication problems
4. Interpersonal conflicts
5. slowed decision making

• there are no universal ethical principles and that people should not impose their own ethical standards over others
• "when in rome"
• can lead individuals to deny accountability for their decisions and to avoid difficult ethical problems

1. Extraverted
2. Agreeableness
3. Conscientiousness
4. Openness to Change
5. Emotional Stability

C - Cognition

A - Affect

B - Behavioral Intentions

-measured by attitude scales, verbal statements about beliefs

-" I beleive my boss plays favorites at Work"

-" I believe Japanese Workers are industrious"

• measured by physiological indicators and verbal statements about feelings
• "i don't like my boss"
• emotional component of an attitude

• measured by obseved behavior and verbal statements about intentions
• "I want to transfer to another department"

ambition, honesty, self sufficiency, courage

American most valued = honesty, ambition, responsibility, forgiving nature, open-mindedness, courage

happiness, love, self-respect, freedom

American top rated = world peace, family security, freedom, happiness, self-respect, wisdom

• focuses on personal perceptions of the performance process
• people desire certain outcomes of behavior and performance
• people believe there are relationships between the efforts that they put forth, the performance they acheive, and the outcomes they receive

1. Disbelief in a relationship between effort and performance
2. Disbelief between performance and rewards
3. lack of desire for the rewards offered

• measure of a persons cognitive moral development
• people act and behave based on universal ethical principles

• The process of establishing desired goals that guide and direct behavior
• lab work

1. Specific and Time Bound
2. Measurable quantitative
3. Time-Bound
4. Priority

1. increase work motivatin & task performance
2. reduce role stress that is associated with confusing/conflicting expectations
3. improve accuracy/validity of the performance evaluation

1. employee participation
2. supervisory commitment
3. useful task performance feedback

1. Planning
2. Evaluating

• consists of organizational and individual goal setting
• discretionary control is usually given to individuals and departments to develop operational and tactical plans to support the corporate objectives
• HOW/WHAT to do

consists of interim reviews of goal progress, conducted by managers and employees, and formal performance evaluation

designed to take self-corrected action

need to be : tailored to business, capture what goes on in the business, be easily changed

• stable, predictable industrial Settings
• mechanical by nature

1. Define performance in behavioral terms
2. Performance can be measured and assessed
3. feed back about performance to individual and used as a bassis for setting goals and establishing plans for improving performance

• behavior that is above and beyond the call of duty
• enhanced mostly through employee involvement programs

1. to give employees feedback on performance
2. identify employee's developmental needs
3. make promotions and hiring decisions
4. make demotions and termination decisions
5. develop information about the organization's selection and placement process

1. improve the accuracy of measured performance
2. increase its agreement with actual performance

1. Deficiency
2. Unreliability
3. Invalidity

Resuluts from poor quality performance measures:

• situational factors effecting the evaluator - mood/timing of the evaluation
• Disagreement between evaluators about methods
• Temporary personal factors - fatigue/ill health of the person being evaluated

• stressor directed
• the stage in preventative stress management designed to reduce, modify or eliminate the demand or stressor causing stress
• most organizational prevention programs
• includes : Job-Redesign, Goal Setting, Role Negotiation, and Career Management

• the combination of a high job demands and restricted job ecision lattitude (worker control) leads to a high-strain job
• main concern = enhancing worker control which reduces distress and strain without reducing productivity
• ways to accomplish: increasing decision lattitude and reducing uncertainty and increasing predictability in the workplace

• Response directed
• designed to alter/modify the individual's or the organization's response to a demand or sressor
• includes : team building, social support systems

• task oriented
• team structure under stress may influence  effectiveness

• active aggression
• attacking behavior
• odffensive in nature
• "I am right and you are wrong"
• people who compensate for low self-esteem and people in higher levels

• passive
• submissive
• withdrawing behavior
• "you are right and i am wrong"
• low self-esteem/low levels
• do not adequately assert their thoughts and feelings into the workplace
• appears passive - underlying aggression

• defensive tactic
• underlying dynamic of domination/control used by people to control and manipulate others through the use of : choice definition, either/or conditions or overt aggression

• defensive tactic
• effort by the speaker to gain the upper hand in the relationship
• intentionally ignoring the person
• pointing out their mistakes in a meeting

• defensive tactic
• used to portray another person as abnormal/deficient

• Defensive Tactic
• about a persons abiliities, values, preferential orientations, other aspects of their life creates confusion and uncertainty
• lacks specificity and clarity used in labeling

• defensive tactic
• the selective presentation of information designed to leave a false/inaccurate impression in  the listener's mind

• defensive tactic
• "buck-passing"
• method of shifting responsibility to the wrong person, blaming other people

• defensive tactic
• jokes that are created at the expense of others that are destructive and hostile

• defensive tactic
• through lying/cheating/variety of means

all elements of communication that do not involve words, conveys most of the meaning of a message

1. proexemics
2. kinesics
3. facial and eye behavior
4. paralanguage

study of an individuals perception and use of space, including territorial space - bands of space extending outward from the body, bands constitute comfort zones:

1. intimate space - 1-1.5ft outward
2. personal distance zone - 1.5-4ft outward
3. social distance zone - 4-12ft outward

1. communicate the persons emotional state
2. act as a messenger that reveals the persons behavioral intentions

simple, routine matter for which managers have an established decision rule,

- scheduling lunch hours

a new, complex decision that requires a creative solution

- buying another company

1. recognize problem and need for solution
2. identify objective of decision
3. gather and evaluate data and diagnose situation
4. list and evaluate alternatives
5. select the best course of action
6. implement the decision
7. gather feedback
8. follow up

1. preparation- seeking out new experiences
2. incubation - reflective thought
3. illumination - individual sensing an insight for solving problem
4. verification - determines validity of solution/idea

• focusing on how work is going to be evaluated
• being closely monitored while you work
• competing with people in win-lose situations

• internal political problems
• harsh criticism to new ideas
• destructive internal competition
• avoidance of risk

• high quality, supportive relationships with supervisors
• high-quality social networks that are cohesive
• flexible organizational structures

1. brainstorming
2. nominal group technique
3. delphi
4. devil's advocacy
5. quality circles, quality teams
6. self-managed teams

A structured approach to group decision making that focuses on generating alternatives and choosing one, a good technique to use when group members fear criticism, steps :

1. individuals silently list their ideas
2. ideas are written on a chart one at a time
3. discussion is permitted but only to clarify
4. a written vote is taken

Scale classifies leaders which is a projective technique through which a leader is asked to think about the person with whom he or she can work least well, describes using bipolar adjective sets 

-low measurability reliability

1. Task Structure - 
2. Power Position
3. Leader-Member Relations

1. Directive
2. Supportive
3. Participative
4. Achievement-Oriented

1. decide
2. consult individually
3. consult group
4. faciliate
5. delegate

1. delegating
2. participating
3. Selling
4. Telling

• used when the follower is able and willing 
• low task, low relationship
• follower readiness is high
• low levels of leader involvement needed

• Used when a follower is able to complete a task but may seem unwilling/insecure about doing do
• high relationship, low task 

• Used when a follower is unable but willing and confident to do a task
• high task, high relationship
• opportunities provided for employee

• used when a follower is unable and unwilling to do a certain task
• providing instructions and closely monitoring performance
• considerable task behavior, low relationship

1. Charisma
2. individualized Consideration
3. Inspirational Motivation
4. Intellectual Stimulation

A style of leadership that includes transformational, charismatic or transactional approaches as the situation demands

differs in that authentic leaders have a conscious and well-developed sense of values

• active, responsible, autonomous in their behavior and critical in their thinking without being insubordinate or disrespectful
• self-leaders who don't need supervision, most valuable
• self-managed and self-responsible
• committed
• invest their time in competence
• courageous

• Think independently and critically and are very passive in their behavior
• become psychologically and emotionally distanced from their leaders 
• potentially disruptive, threat to organization

• Followers who also do not think independently/critically
• very active in their behavior
• uncritcally reinforce the ideas of the leaders with enthusiasm 
• most dangerous

1. Activity V Passivity
2. Independent Critical Thinking V Dependent Uncritical Thinking