OB Optional Exam 4 SLIDES. TOPIC AFFECTIVE EMPLOYEE COMMITMENT. Positive AEC : I come to work to further my career success. What does my org have to do to keep me? C areer mobility + internal locus of control. Negative AEC : I come to work because I need the money.
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OB Optional Exam 4 SLIDES
AFFECTIVE EMPLOYEE COMMITMENT
Your positive or negative bias toward co-workers based on:
ATTCON professional relationships can stimulate high productivity & success, but sometimes result in: favoritism (“teacher’s pet” syndrome); “Don’t rock the boat”; “Don’t ask or tell”; exploitative relationships.
Your perception of what causes people’s behavior and outcomes in life
Org separateness & isolation
Human behavior is shaped and programmed by its outcomes.
There is a noticeable GAP between the interests of corporations & their employees. In fact, both are out to USE the other (at least subconsciously). This is the STARTING POINT for understanding the behavior of corps & their employees.
Corporations as whole entities (such as Google or Honda) behave according to the largely IMPERSONAL & AMORAL (focus on what is achieved, not how it is achieved) dictates of capitalism(individualized & institutionalized creation of economic wealth).
Corps engage in self-benefiting competitive (profit-maximizing, cost-minimizing) behaviors using various amoral forms of power/influence (economic size, unique products/services, technology, politics, etc.) within domestic and international industries and markets. Corps are ECONOMIC entities more than HUMAN ones.
The core competitive strategy of all capitalist corporations is to exploit IMPERSONAL/AMORAL economic, social, political, and governmental human impersonal/amoral SYSTEMS: money markets; stock markets; manufacturing; transportation; marketing; supply chains; imaging (advertising & PR); consumerism values; innovative research & development
THE CORP-HUMAN GAP
Most non-executive employees in corps work in PERSONALIZED, VALUES-BASED environments & focus on their PERSONAL LIVES more than their professional lives. They work in person with co-workers, clients, etc. more than with abstract impersonal systems. They focus on their JOB more than the corp. mission.
YOUR CAPACITY TO ACCURATELY READ COMPLEXHUMAN EVENTS:
COOLcon= points of view, thoughts, debate, ideology, policies, the future
HOTcon = agendas, personalities, emotions, feuds, grudges, insults, the past
SITUATIONAL CONFLICT MANAGEMENT STYLES
Professional creativity sparked by going against the grain of status quo (conformity) culture
Taking out your anger at person A on person B
It hurts so good
Success by proxy
The innate psych capacity to perceive the emotional make-up of others (& self) & sense their behavior, character, or motives
A SIXTH SENSE FOR SOMEONE’S:
Expectancy motivation = seeking to motivate you by linking your org contributions to rewards and outcomes you want from the org (raises, promotions, job security, power, status)
The F-F dialectic is a simple strategy for neutralizing (a la the matador’s cape) or resolving interpersonal conflict through facilitating a dialogue that alternates between sharing facts (objective information) and feelings (subjective emotions).
Achieving change cooperation by synthesizing the win-lose dichotomy of thesis (one point of view) & antithesis (a second, conflicting, POV) into a win-win synthesis of an innovative third position.
Follower typologies (ASP)
ALIENATED FOLLOWERS: Employees disconnected from the org who
haven’t internalized the org mission (didn't suit up for the game)
SHEEP FOLLOWERS: Easily brainwashed by the org but are passive in pursuing it (sat on the bench most of the game)
PROFESSIONAL FOLLOWERS: Willing to contribute to the org mission but need guidance (be put in the game)
Leadership styles based on follower maturity:
(F → L)
Most employees are largely alienated from the formal (abstract) org & sometimes even view it as the “enemy.” The informal org of pro/personal relationships is employee “turf” that they largely control, thrive in, & come to work for.
When the formal org dominates the informal org:
Power = the “official” (org-backed & controlled) right to assume designated org responsibilities & order others to assist you
Influence = an informal (not backed by org power) attempt to make people behave in certain ways for professional or personal agendas
DATING A COMPANY
Learning how the system works & becoming part of the system
GETTING ENGAGED TO YOUR COMPANY
Interdependency withinternal org clients
When you’re leading, you break through barriers:
When leading, you:
When you’re managing, you make things fly:
How employees feel about coming to work, being at work, & working
21st CENTURY MORALE BOOSTERS
How you’re motivated is often based on a chain of linked psychological factors that you may not even be conscious of. There are few direct routes to motivating people. No wonder most orgs rely mainly on money to motivate employees--$$$ seems to be directly & indirectly linked to many human needs.
“I want the meaning
it gives my life.”
(We never stop running for long.)
“My org has mixed feelings about this.”
So what can orgs do to stoke employee motivation given how indirect and complex it is? Simple, maintain a fertile interdependencies culture.
#1 COW = Becoming financially wealthy by helping others (especially investors) become financially wealthy
Wealth = More money than can be spent in the short-run
In most corporations, the COW = the upper echelon executiveshired to maximize profit & shareholder wealth.
#2 COP = Board members, executives, & select operations managers who unilaterally make most of the org’s majordecisions (strategy, policies, & rules). The larger the org, the more isolated & disconnected COPs generally are from org employees & constituents.
#3 COMCS = Mostly non-executive career professionals (with 1 or more college degrees + professional certifications) & key non-professionals in org profit-centers (sales, marketing, innovation). COMCS employees self-focus on “CARS”:
#1 SIZ= Self Isolation Zone =
Org members (execs & some board members) who prosper most from the overall org’s prosperity. The SIZ enables them to “fly” with influential people in external capitalist & social power centers. They are largely isolated from org ops & micro-accountability.
ORG STATUS LEVELS
2. Managing EVEs
3. Deal-making EVEs
4. Data analysis IVEs
5. Data-generation IVEs
6. Skilled physical workers
7. Manual laborers
The Triangle of
4 I AMs
The OHI revolves around self-centered tradeoffs between org & employees.Merging these two opposing factions of self-interest is the OHI responsibility of org influencers.
YOUR PROFESSIONAL CAREER CHALLENGE:
More & more 21st century employees rely on their career & professional fulfillment for self-identity & self-fulfillment in life. Thus, they must find ways to fully integrate/combine their pro & personal lives. The main strategy is virtual living via digital technology.
Is the only purpose of corp. motivation to squeeze more productivity ($$$) out of workers?
Orgs expect you to give higher priority to your professional life than to your personal life. Orgs don’t want/try to motivate you. They expect you to
Workers lack goal-focus & have limited pro skills + impersonal (often male) manager =
Directive leadership style: micro-managing style path to goal
Workers lack goal-focus & have limited pro skills + personalized manager =
Supportive style (training + positive reinforcement) path to goal
Workers are goal-driven, have pro skills, but have dual IVE-EVE roles due to store downsizing = Participative style: involved in decision-making path to goal
Orgs won’t manage your career any more. Yougotta run your own career: create your own opportunities & jobs.
Once you temporarily run out of “vines” (ProDev opportunities) in your job/career, drop down into the (value-creation) “river” & swim where the currents (projects) are strongest. Then go back into the upstream “jungle” to find new vines. But watch out for alligators!
Career planning has to make room for the dual Ss: Spontaneity & Serendipity.
Help IVES to:
Help EVEs to:
Psych listening = listening for what people mean vs. what they actually say.
Listening for people’s agendas, intentions, & influence tactics
Perceiving what really transpired in a group conversation
The more you are professionally & personally misaligned with the expectations of your org, the higher your stress = how much you want or don’t want to do what your org asks of you.
#1 question to diagnose how much your org stresses you:
HOW MUCH DOES YOUR ORG DO TO YOU vs. THRU YOU?
“Delphi process:” Systematically-gathered feedback from a wide-range of essential constituents inside and outside your organization
We can often change our relationship with others by changing the PAC mindset we transact with them in. This often forces them to interact in a different state as well, thus altering the script.
Scripted life is lazy life. How many one-script relationships do you have, & how long do stick to that 1 script? Want more life? Write more scripts.
Unbalanced or dysfunctional work places stressful, counterproductive opposites on employees due to:
1. The West’s most important competitive edge in global business is innovation, which requires a unisex culture of cooperation, 360 feedback, virtual (informal) teams, & flexible operations > rules-driven 8:00-5:00.
VTs enable you fulfill some of your deeper personal needs (social, self-esteem, acceptance) while pursuing your professional responsibilities.