Core Job Dimensions

Core Job Dimensions

• There are 5 core job dimensions: skill variety, task identity, task significance, autonomy, and feedback

Skill Variety

• Skill variety refers to the degree a job requires different activities and skills
• Jobs using various skills are more engaging, reduce monotony, and increase motivation

Task Identity

• Task identity refers to the degree a job involves completing a whole and identifiable piece of work
• Employees gain ownership and purpose when they see a task through from start to finish

Task Significance

• Task significance refers to the degree a job has a sustainable impact on others, inside or outside the organization
• Employees are more motivated and committed when they believe their work matters

Autonomy

• Autonomy refers to the level of freedom, independence, and discretion employees have in their tasks and scheduling
• Autonomy boosts intrinsic motivation because employees feel trusted

Feedback

• Feedback refers to the degree that carrying out the work provides direct and clear performance information
• Employees adjust and improve with immediate and specific feedback, reinforcing motivation

Job Design

• Job rotation, also known as cross-training, periodically shifts an employee from one task to another
• Job enrichment increases a job's high-level responsibilities, increasing intrinsic motivation
• Relational job design consists of constructing jobs so employers see the positive impact they have on others, like Zappos
• Relational job design coupled with autonomy motivates individuals toward increased job performance and satisfaction
• Job sharing is an arrangement that allows two+ individuals to split a traditional full-time job

Motivation

• Participative management involves joint decision making, and subordinates sharing decision-making power with superiors
• Extrinsic motivation comes from external rewards, not internal satisfaction, like pay raises, bonuses etc
• Intrinsic motivation refers to the internal drive to perform a task because it is interesting, enjoyable, or satisfying
• Examples of intrinsic motivation are enjoyment, purpose, growth, curiosity, passion and fun

Extrinsic Pay Programs

• Extrinsic pay programs are also Variable-pay programs, like piece-rate plans, merit-based pay, bonuses, profit sharing, and employee stock ownership plans
• Variable-pay programs means earnings depend on individual, group, and organizational performance
• Fixed pay is a base salary, not dependent upon performance

Advantages of Pay-For-Performance

• Advantages of pay-for-performance include increased motivation and productivity, alignment of employee goals with organizational goals, and rewards for high performers

Disadvantages of Pay-For-Performance

• Disadvantages of pay-for-performance include reduced intrinsic motivation, short-term thinking, and unhealthy competition

Gersick's Punctuated Equilibrium Model

• Gersick's Punctuated Equilibrium Model is a unique model with sequencing of actions (or inactions) relating to temporary groups with finite deadlines
• Punctuated-Equilibrium Model involves phases where temporary groups go through transitions between inertia and activity

Steps of the Punctuated-Equilibrium Model

• The first step sets the group's direction
• The next phase involves group activity with inertia and slower progress
• Midway there is a transition after the group has used half its allotted time
• The transition initiates major changes
• There is a second phase of inertia
• The final step has markedly accelerated activity

Tuckman's 4 Stage Model of Group Development

• The steps are forming, storming, norming, and performing

Stage 1: Forming

• Forming involves uncertainty about the group's purpose, structure, and leadership

Stage 2: Storming

• Storming includes a clear understanding of the group's leadership
• Storming can include conflict and emotional responses to task demands

Stage 3: Norming

• Norming is the stage where close relationships, group cohesion, and group identity develop
• In Norming, some common expectations, roles, and norms emerge and decisions are made

Stage 4: Performing

• Performing signifies a fully functional group where accomplishing goals is the focus
• Energies have shifted from interpersonal issues to getting the tasks done

Teams

• Problem-solving teams are teams of employees from the same department improving the quality, efficiency, and work environment
• Self-managed work teams implement solutions autonomously and take responsibility for the outcomes
• Cross-functional teams have employees from similar hierarchical level in different work areas coming together
• Virtual teams use technology to tie together physically dispersed members to achieve a common goal

Factors Influencing Team Effectiveness

• Key factors are organizational, contextual, team design, team processes and dynamics
• The "Effects of Group Processes" equation considers potential group effectiveness, process gains, and process losses

Social Loafing

• Social loafing is a tendency to exert less effort when working collectively than when alone
• There are ways to prevent social loafing, like setting group goals, individual accountability, peer evaluations etc.
• Cohesiveness is the degree to which members are attracted to each other and motivated to stay in the group

Leadership

• Trait theories of leadership are the search for personal qualities and characteristics differentiating leaders from non-leaders
• Behavioral approaches attempt to identify behaviors exhibited by good leaders
• Behavioral theories considers task-oriented behaviors, and relationship, people, and supportive behaviors

Task-Oriented Leadership

• Task-oriented behaviors involves the extent to which a leader defines and structures their role and those of their followers to facilitate goal attainment

Relationship-Oriented Leadership

• Relationship/people/supportive behavior involves the extent to which a leader strives to establish relationships with mutual respect, trust, and regard for feelings

Contingency Approach

• The contingency approach depends if there is a single “best” kind of leadership style, structure, or motivational method that fits all organizations
• Situational leadership theory is a contingency theory focusing on the readiness of the followers

Follower Readiness

• Follower readiness and ability involves the level of skills and technical knowledge relative to the task performed
• Follower readiness and willingness involves employee self-confidence

Leadership Examples

• Supportive behavior can involve participating/supporting and selling/coaching
• Directive behavior can involve selling/coaching and telling/directing
• Leader-member exchange theory involves unique relationships between leaders and followers, and the quality influences outcomes
• Servant leadership emphasizes going beyond self-interest and helping employees grow and develop
• Authentic leadership describes leadership that is transparent, morally grounded, and responsive to people's needs

Results of Authentic Leadership

• Results of authentic leadership includes trust and faith in said leader

Key Traits of a Leader

• Charismatic leadership involves inspiring others in extraordinary ways and cultivating special leader-follower relationships
• Visionary leaders connect to big-picture thinking and speak to the hearts and inspire of employees

Dark Side of Charismatic Leadership

• The dark side of charismatic leadership involves leaders not acting in the best interest of their employees
• Narcissistic individuals are higher in some behaviors associated with charismatic leadership
• Their personal goals may override organizational goals

Power

• Power is the capacity of A to influence the behavior of B, so B acts accordingly

Politics

• Politics involves activities outside of one's formal role that influence the distribution of advantages within the organization
• Some examples include: withholding information, whistle-blowing, spreading rumors, and leaking confidential information

Influence

• Influence is the ability to affect the character, development, or behavior of another person, group, or organization by persuasion or leveraging relationships
• Political skill involves influencing others to enhance objectives and leveraging relationships to achieve goals
• Impression management means controlling the impression others form

Power and Dependence

• Power is a function of dependence where one can only have power over you if they control something you desire
• The dependency postulate states possessing something others require and controlling makes them dependent, gaining power

Power Bases

• The 5 main power bases are: legitimate, reward, expert, referent and coercive power

Least Effective Power/Influence Tactics

• Least effective tactics are exchange offers, ingratiation, personal appeal, coercion/pressure, coalition, and power/authority

Most Effective Power/Influence Tactics

• The most effective tactics are persuasion (rational/logical), inspiration, consultation and collaboration

Persuasion Techniques

• There are 6 persuasion techniques/principles: liking, reciprocity, social proof, consistency, authority and scarcity

Principle of Liking

• Liking means people enjoy being around those who are similar to them

Principle of Reciprocity

• Reciprocity means people repay in kind, like with influences/obligations to people

Principle of Social Proof

• Social proof refers to the phenomena of one following the lead of similar others
• An example includes telling someone other peers donated to the cause, asking if they can also donate

Principle of Consistency

• Consistency involves aligning individual commitments to maintain expectations
• An example is asking someone will do it again if they have done it in the past

Principle of Authority

• Authority means people defer to experts, and people defer to those that people believe that individuals have expertise

Principle of Scarcity

• Scarcity signifies people wanting more of what they can't have
• An example is only putting a few sweaters out, making customers believe there’s less inventory

Formal Groups

• Formal groups are structures created by organizations with specific roles/tasks to achieve organizational goals
• Some examples are departments, project teams, or committees

Informal Groups

• Informal groups are groups formed naturally through social interaction based on personal relationships/common interests
• Friends who eat lunch or hobby colleagues are examples

Formal vs Informal Groups

• Formal groups have assigned roles and objectives, while informal groups are self-formed and focus on social needs

Advantages of Individual Decision Making

• Advantages include being faster, clearer accountability, and efficient for routine or time-sensitive tasks

Disadvantages of Individual Decision Making

• Disadvantages include limited perspectives, greater chances of bias, and potentially missing alternative solutions

Advantages of Group Decision Making

• The advantages include diverse ideas, better acceptance, and higher-quality solutions

Disadvantages of Group Decision Making

• The disadvantages include slower process, risk of conflict, and diffusion of responsibilities

Groupthink

• Groupthink is a psychological phenomenon where the desire for harmony or conformity leads to poor decision making

Symptoms of Groupthink

• Symptoms include pressure to conform, suppressing dissenting opinions, and illusion of unanimity and invulnerability

Results of Groupthink

• Results include ignoring warnings or failing to consider alternatives, often making riskier decisions

Abilene Paradox

• The Abilene paradox is a situation where a group collectively makes a decision that none of the individuals support
• It is caused by falsely assuming others are in favor

Causes of Abilene Paradox

• The Abilene Paradox is cause by the fear of speaking up, avoiding conflict, or misreading social cues

Bad Boss

• Examples of bad bosses are Micromanagers, The Bully, and The Ghost (MIA Boss)

Micromanager

• Micromanagers are controlling, constantly checking in, and don't trusting employees to work independently

Handling a Micromanager

• Tips on handling micromanagers are to preempt their concerns, be highly organized, and be transparent with your work

Bully Boss

• Bully bosses are aggressive, condescending, yelling at or belittling of individuals

Handling a Bully Manager

• How to handle Bully managers involve documenting inappropriate behavior, remaining emotionally detached, and involving HR, as needed

The Ghost (MIA) Boss

• The ghost boss is rarely around or available and out of touch or not there to guide you

Handling a Ghost (MIA) Boss

• Handling Ghost bosses involves taking initiative, looping them in on key decisions and scheduling brief check-ins

Mapping the Political Terrain

• Mapping the political terrain involves determining channels of information communication and identifying principal agents of political influence.
• It means you must analyze possibilities and anticipate likely counter-strategies

Survival Guide for Dealing with a Bad Boss

• When dealing with micromanagers, show them you hear them, flood them with information, and providing the need information promptly
• When dealing with a checked-out boss, increase the frequency of appointments, lay out meeting agendas, and remind them of previous deadlines
• When dealing with toxic bosses or individuals, document misbehaviors, and save emails with demeaning insults
• To escape from bad situations, keep a diary, involve colleagues, and open escape hatches to freedom

Rizz

• Rizz fosters connection between employees and others and makes them more comfortable
• Rizz welcomes a sense of humor and kindness
• It is important to communicate and earn trust, because that will help you climb the ladder
• One must prioritize remembering things, stay relatable

Trust

• Trustworthy companies outperform competitors 4x as much, trust leads to employees that are motivated
• Organizational trust is deemed as important, and it is a key, strategic business objective
• Leaders should use KPIs to strategically plan to build trust.

How To Manage Up At The Office

• Manage up by figuring out your manager’s communication style, what motivates them, what's important to them,.
• By being perceptive, the boss will be more receptive to you 1 on 1, and vice versa.
• Make sure to get feedback and not take things personally

How to Gain Power

• You can gain power by networking across multiple departments and building expertise in different areas
• Networking means asking a lot of questions of the people involved and respecting your colleagues

How to Brag

• When bragging, make sure to always acknowledge wins, as well as acknowledge others and acknowledge the help of others.
• Always be authentic and honest