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CHAPTER EMOTIONS AND MOODS, CHAPTER COMMUNICATION, CHAPTER FOUNDATIONS OF…

- - - - Emotions:
        -Caused by specific event
        -very brief in duration(seconds or minutes)
        -Specific and numerous in nature
        -Accompanied by facial expression
        -Action oriented in nature
      - Moods
        -Caused often general and unclear
        -Lost longer than emotion(hours or days)
        -More general(positive and negative)
        -Generally not indicate by distinct expression
        -cognitive in nature
- - - - Surface acting:
        hiding feelings and foregoing
        emotional expressions in response
        to display rules.
      - Deep acting:
        trying to modify true inner feelings
        based on display rules
- - - - acts to manage member behavior
        
        Authority hierarchies and formal guidelines.
        
        Job descriptions and company policies.
        
        Workgroup teasing or harassing.
    - - creates feedback by clarifying to employees what they must do, how well they are doing it, and how they can improve their performance.
    - - provides for the emotional sharing of feelings and fulfillment of social needs.
    - - persuasion can be good or bad depending on
        
        can benefit or harm an organization.
      - if, say,
        
        a leader to persuade a workgroup to believe in the organization’s commitment to corporate social responsibility (CSR)
        .
        
        or to, persuade workgroup break law, to meet organizational goal.
    - - information exchange to facilitate decision making.
        
        provides information, individuals make decisions by transmitting data needed to identify and evaluate choices.
  - - - CHANNEL
        
        Receiver
        
        Message received
        
        Decoding Message
        
        give FEEDBACK to sender
- - - - explain the reasons why a decision was made.
        
        One problem of Downward communication
        = one-way nature
  - - - May be formally sanctioned.
        
        Can create dysfunctional conflicts.
  - - - gives managers a feel for the morale of their organization,
        
        identifies issues employees consider important,
        
        and helps tap into employee anxieties.
- - - - Speeches, formal one-on-one and group discussions, and
        
        informal rumor mills or grapevines are popular forms of oral communication.
- - - - oral communication when you need to gauge the receiver’s receptivity.
        
        Written communication is more reliable for complex and lengthy communications.
- - - - Performing Stage & conforming stage:
        members begin to work collaboratively
        
        PHASE 2
- - - - Ingroup favoritism:
        see members in our group are better than others.
    - - Everyone else but usually an identified group known bt the Ingroup;s member
- - - - individuals emotions influenced the group's emotions and vice versa
    - - The adjustment of one's behavior to align with the norms of the group
    - - Goal of every organization with CSR initiatives is for its values to hold normative sway over employees
        
        Positive norms would become stronger and the probability of positive impact would grow exponentially
    - - Deviant workplace behavior:
        
        Voluntary behavior that violates significant organizational norms and, in si doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility.
    - - Collectivist cultures have different norms than people in individualist cultures.
      - Our orientation ,may be changed, even after years of living in one society
- - - - Derived from one of three sources:
        1) The power a person wields over others.
        2) A person's ability to contribute to a group's goals
        3) An individual's personal characteristics.
      - Status & Norms
        
        high status individuals often have more freedom to deviate from norms.
      - Status & Group Interaction
        
        High status people are often more assertive
      - Status Inequity
        
        Perceived inequity creates disequilibrium and can lead to resentment and corrective behavior
      - Status & Stigmatization
        
        stigma by association
      - Group Status
        
        "us and them" mentality and ensuing polarization
- - - - Least preferred Coworkers (LPC) questionnaire
        
        instrument that purpots to measure whether a person is
        
        task -oriented
        
        or relationship -oriented
- - - - assign task
        
        set KPI
        
        emphasizes deadlines
  - - - (People Oriented)
        
        help employees with personal problems
        
        friendly and approachable
        
        treat equally
        
        express appreciation
- - - - 1) Self-actualization ( growth, self-fulfillment)
        2) Esteem (Self-respect, attention)
        3) Social-belongingness (Acceptance, friendship)
        4) Safety-security (Protection from physical and emotional harm)
        5) Physiological (Hunger, thirst)
  - - - BEST SUPPORT
        
        Less practical effect
        
        Subconscious (rank high but difficult to measure)
        
        Common to manager (Drives to label employees based on observation)
- - - - Individual : Choose job for reasons other than extrinsic rewards
        Organizations : Provide intrinsic as well as extrinsic incentives.
- - - - Power does not require goal compatibility, merely dependence.
        
        Leadership, on the other hand, requires some congruence between the goals of the leader and those being led
    - - Leadership focuses on the downward influence on one’s followers.
- - - - depends on fear of negative results (threat) Example: At the organizational level, A has coercive power over B if A can dismiss, suspend, or demote B, assuming that B values his or her job.
    - - produces positive benefits
    - - represents the power a person receives as a result of his/her position in the formal hierarchy. (yg sah)
  - - - influence wielded as a result of expertise, special skill, or knowledge.
    - - based on identification with a person who has desirable resources or personal traits Example: If I admire and identify with you, you can exercise power over me because I want to please you
- - - - A graphical illustration of the associations among individuals in a social network is called a sociogram
- - - - Employees who are high self-monitors, possess an internal locus of control, and have a high need for power are more likely to engage in political behavior.
    - - The more a person expects increased future benefits from the organization, the more that person has to lose if forced out and the less likely he or she is to use illegitimate means
- - - - Whether the members of the group are interdependent - Soccer (team sport) and swim teams (ind)