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Management Case Study > E2 - 6. Managing Relationships > Flashcards

E2 - 6. Managing Relationships Flashcards

1
Q

What is a team?

A

A collection of individuals who perceive themselves to be a group

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2
Q

What are 5 important core aspects of a team?

A
  1. Common motives and goals
  2. Loyalty to the group
  3. Accepted roles
  4. Established rank/relationships
  5. Accepted norms and values
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3
Q

What makes a group a team?

A

A common purpose and allocated membership

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4
Q

What are Tuckman’s 4 (5) phases of building a team?

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
    (5. Adjourning)
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5
Q

What happens in the ‘Forming’ stage of team building?

A

The team meets and learns about the opportunity and challenges, agrees goals

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6
Q

What are the 4 key attributes of the ‘Forming’ stage of team building?

A
  1. Members behave independently
  2. Members are motivated but uninformed
  3. Members on their best behaviour
  4. Supervisors are directive
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7
Q

What happens in the ‘Storming’ stage of team building?

A

Different ideas compete for consideration, the team address how they will function and what leadership model they will accept

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8
Q

What are the 4 key attributes of the ‘Storming’ stage of team building?

A
  1. Members confront each other
  2. Members show off knowledge
  3. Tolerance of differences needed
  4. Supervisors are accessible but directive
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9
Q

What happens in the ‘Norming’ stage of team building?

A

Members adjust behaviour and develop teamwork and natural work habits

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10
Q

What are the 4 key attributes of the ‘Norming’ stage of team building?

A
  1. Trust is built
  2. Motivation increases
  3. Members take responsibility in decision making
  4. Supervisors are participative
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11
Q

What happens in the ‘Performing’ stage of team building?

A

High performing teams function as a unit as they find ways to get the job done smoothly and effectively

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12
Q

What are the 5 key attributes of the ‘Performing’ stage of team building?

A
  1. Team members are interdependent
  2. Members are knowledgeable and motivated
  3. Members take responsibility and make decisions
  4. Dissent is allowed and channelled positively
  5. Supervisors are participative
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13
Q

What is the risk of the norming stage?

A

The Abilene paradox - a group of people collectively decide on a course of action that is counter to the preferences of many or all of the individuals in the group

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14
Q

What happens in the ‘Adjourning’ stage of team building?

A

Risk that performing turns into adjourning, group goes onto automatic pilot and risks groupthink

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15
Q

What are Peters and Watermans’ 5 attributes of a successful team?

A
  1. Small size
  2. Focused on single task
  3. Voluntary membership
  4. Informal communication mechanisms
  5. Clear plan to achieve goals
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16
Q

In Belbin’s 9 roles of an effective team, what is the role of the ‘Plant’?

A

A creative, imaginative, unorthodox gteam member who solves difficult problems

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17
Q

In Belbin’s 9 roles of an effective team, what is the role of the ‘Resource Investigated’?

A

Networker for the group

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18
Q

In Belbin’s 9 roles of an effective team, what is the role of the ‘Chairman/Co-Ordinator’?

A

Ensures all members able to contribute to discussion and decisions, focuses on fairness

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19
Q

In Belbin’s 9 roles of an effective team, what is the role of the ‘Shaper’?

A

Dynamic team member that thrives on pressure and drives to overcome obstacles

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20
Q

In Belbin’s 9 roles of an effective team, what is the role of the ‘Monitor-Evaluator’?

A

Sober, strategic member who sees all options

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21
Q

In Belbin’s 9 roles of an effective team, what is the role of the ‘Company Worker’?

A

Practical thinker who creates systems and processes

22
Q

In Belbin’s 9 roles of an effective team, what is the role of the ‘Team Worker’?

A

Ensures interpersonal relationships are maintained

23
Q

In Belbin’s 9 roles of an effective team, what is the role of the ‘Completer Finisher’?

A

Detail person who spots gaps and ensures timeliness

24
Q

In Belbin’s 9 roles of an effective team, what is the role of the ‘Specialist’?

A

Brings specialist knowledge to the team

25
Q

What are the 3 negatives of Belbin’s team model?

A
  1. Sample highly selective
  2. Model developed based on artificial environment
  3. Some teams work with fewer roles
26
Q

What is motivation?

A

The urge to take action to achieve something or to avoid something

27
Q

What are the 4 principles of Taylor’s scientific management theory of motivation?

A
  1. Workers are rational economic beings
  2. Want highest possible remuneration
  3. Scientific training and selection
  4. Co-operation
28
Q

What are the 4 motivation drivers in Schein’s theory of motivation?

A
  1. Rational-economic man
  2. Social man
  3. Self-actualising man
  4. Complex man
29
Q

What are the 2 sides of McGregor’s theory of motivation?

A
  1. Theory X (dislikes work, forced by punishment, demanding, seek to blame)
  2. Theory Y (apply self control, commitment to objectives, trusting, commitment to rewards)
30
Q

What are the 5 levels of Maslow’s Hierarchy of needs?

A
  1. Physiological
  2. Safety
  3. Social
  4. Esteem
  5. Self-actualisation
31
Q

What are the 2 sides of Herzberg’s theory of motivation?

A
  1. Hygiene factors (cause dissatisfaction if lacking)

2. Motivating factors (produce satisfaction)

32
Q

What does Herzberg recommend to increase motivation?

A

Job redesign

33
Q

What are the 3 approaches to job redesign?

A
  1. Job rotation
  2. Job enlargement
  3. Job enrichment
34
Q

What are the 5 elements of Hackman and Oldman’s motivating potential score?

A
  1. Skill variety
  2. Task identity
  3. Task significance
  4. Autonomy
  5. Feedback
35
Q

What are 5 barriers to effective communication?

A
  1. Misreading body language
  2. Choice of language
  3. Assumptions
  4. Distrusted sources
  5. Interpersonal relationships
36
Q

What are 3 benefits of digital communication?

A
  1. Methods are recorded
  2. Can be shared widely
  3. Good communication through lack of formality
37
Q

What are 4 drawbacks of digital communication?

A
  1. Loss of visual cues
  2. Permanent record (if unintended)
  3. Record of comprehensive too excessive
  4. Chance of misunderstanding
38
Q

What is negotiation?

A

The process of communicating with the aim of reaching a mutual agreement

39
Q

What are the 4 phases of negotiation?

A
  1. Preparation
  2. Opening
  3. Bargaining
  4. Closure
40
Q

What are the 3 key elements of the ‘Preparation’ phase of negotiation?

A
  1. Gather information
  2. Built rapport
  3. Establish type of negotiation and plan
41
Q

What are the 2 key elements of the ‘opening’ phase of negotiation?

A
  1. Set out logistics

2. Make opening offers

42
Q

What are the 3 key elements of the ‘Bargaining’ phase of negotiation?

A
  1. Make subsequent offers
  2. Employ tactics
  3. Make concessions and find a resolution
43
Q

What are the 3 key elements of the ‘Closing’ phase of negotiation?

A
  1. Logistics of closing
  2. Final documentation
  3. Emotional closure
44
Q

What are the 5 most important skills of an effective negotiator?

A
  1. Building rapport
  2. Willing to compromise
  3. Avoids confrontation
  4. Flexible
  5. Persuasive
45
Q

What are Cialdini’s six weapons of influence?

A
  1. Reciprocity
  2. Commitment & Consistency
  3. Social Proof
  4. Liking
  5. Authority
  6. Scarcity
46
Q

What are the 2 opposing views of conflict?

A
  1. Constructive (generates ideas, release for emotions)

2. Destructive (clouds judgement, dysfunctional behaviour, diverts energy)

47
Q

What are 3 symptoms of conflict in an organisation?

A
  1. Friction in groups
  2. Withholding information
  3. Excessive use of work arounds
48
Q

What are 4 common causes of conflict?

A
  1. Lack of goal congruence
  2. Inadequate resources
  3. Misunderstandings
  4. Stress
49
Q

What are the 5 methods of handling disputes in the Thomas-Kilman framework?

A
  1. Avoiding (low assertive, low cooperation)
  2. Competing (high assertive, low cooperation)
  3. Accommodating (low assertive, high cooperation)
  4. Collaborative (high assertive, high cooperation)
  5. Compromising (middle ground)
50
Q

What are Mainwaring’s 4 strategies for managing conflict?

A
  1. Stimulation/orchestration
  2. Suppression
  3. Reduction
  4. Resolution
51
Q

What are Handy’s 2 categories of strategies for dealing with conflict?

A
  1. Environmental (objectives, culture, information flow)

2. Regulation (rules, resolution manager, separate protagonists)

52
Q

What are the 4 methods for manager stakeholder conflict?

A
  1. Satisficing
  2. Sequential attention
  3. Side payments
  4. Exercise of power

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