Exam 2 Flashcards
Five Stages of Group Development
Forming Storming Norming Performing Adjourning
Task roles
enable the work group to define, clarify, and pursue a common purpose
Maintenance Role
foster supportive and constructive interpersonal relationships
Norm
an attitude, opinion, feeling, or action - shared by two or more people - that guides their behavior
Three Cs of team players
Committed
Collaborative
Competent
Groupthink
a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members’ strivings for unanimity override their motivation to realistically appraise alternative sources of action
Social Loafing
the tendency for individual effort to decline as group size increases
Symptoms of Groupthink (8)
Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer Pressure Mindguards
Programmed Decision
a simple routine matter which has an established rule
Non-programmed Decision
a new complex decision that requires a creative solution
Preventing Groupthink (5)
Every member a critical evaluator Avoid rubber stamp decision devil's advocate rethink consensus subgroup debates
How Norms are developed (4)
explicit statements by coworkers
critical event in group history
Primacy
carryover from past situations
Task groups that have reached the ‘performing’ stage are:
teams
Rational Model Stages
- Identify the problem
- Generate alternative solutions
- evaluate alternatives and select a solution
- Implement chosen solution
Three benefits of rational model
- enhanced quality of decisions
- makes reasoning transparent and open to scrutiny
- deters acting on personal considerations
Bounded rationality
represents the notion that decision makers are ‘bounded’ or restricted by a variety of constraints when making decisions
Satisficing
consists of choosing a solution that is ‘good enough’
Garbage Can Model
decisions result from complex interactions between 4 streams of events: problems, solutions, participants, and choice opportunities
Decision making heuristics (8)
- Availability
- Representativeness
- Confirmation bias
- Anchoring bias
- Overconfidence bias
- Hindsight bias
- Framing bias
- Escalation of commitment bias
Evidence-based Decision making (EBDM)
represents a process of conscientiously using the best available data and evidence when making managerial decisions
Simon’s Normative Model
- Limited information processing
- Use of judgmental heuristics
- Heuristics are shortcuts in decision making
Creativity
process of using intelligence, imagination, and skill to develop a new or novel product, object, process, or thought
Advantages of group decision making (5)
- greater pool of knowledge
- Different perspectives
- Greater comprehension
- Increased acceptance
- Training ground
Disadvantages of group decision making (5)
- Social pressure
- domination by a few
- logrolling
- goal displacement
- Groupthink
Ratio for high-performing teams of positive comments to negative ones
5.6
Conflict
a process in which one party perceives that its interests are being opposed or negatively affected by another party
Personality conflict
interpersonal opposition based on personal dislike and/or disagreement
Programmed conflict
conflict that raises different opinions regardless of the personal feelings of the managers
Dialectic Method
calls for managers to foster a structured debate of opposing viewpoints prior to making a decision
Five Conflict Handling Styles
Integrating Obliging Avoiding Dominating Compromising
Three desired outcomes from Conflict
Agreement
Stronger Relationships
Learning
Communication
the exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved
Importance of skills ranked by employers (5)
- Communication
- Teamwork
- Leadership
- Technical
- Managerial
Communication Competence
a performance-based index of an individual’s abilities to effectively use communication behaviors in a given context
Five Listening Styles
Appreciative Empathetic Comprehensive Discerning Evaluative
Keys to effective listening (10)
- Capitalize on thought speed
- Listen for ideas
- Find an area of interest
- judge content, not delivery
- hold your fire
- work at listening
- resist distractions
- hear what is said
- challenge yourself
- use handouts, overheads, or other visual aids
Five bases of power
Reward Coercive Legitimate Expert Referent
Power bases with generally positive effects
Expert and Referent
Empowering
recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation
Three outcomes of Influence
Commitment
Compliance
Resistance
Influence Tactics (10)
Soft: rational persuasion inspirational appeals consultation ingratiation personal appeals
Hard: exchange coalition tactics pressure legitimating tactics
Leadership
influencing employees to voluntarily pursue organizational goals
Leadership prototype
a mental representation of the traits and behaviors that people believe are possessed by leaders
Five leader traits
Intelligence Dominance Self-confidence Level of energy and activity task-relevant knowledge
Situational Theories
propose that the effectiveness of a particular style of leader behavior depends on the situation
Two critical dimensions of leader behavior (OH)
Consideration
Initiating structure
Transactional Leadership
focuses on the clarifying employees’ roles and providing rewards contingent on performance
Transformational Leadership
transforms employees to pursue organizational goals over self-interests
Inspirational Motivation
establishing an attractive vision of the future, the use of emotional arguments, set high expectations and exhibition of optimism and enthusiasm
Idealized Influence
sacrificing for the good of the group, being a role model, and displaying high ethical standards
Organizational Culture
the set of shared, taken-for-granted implicit assumptions that a group holds and the determines how it perceives, thinks about, and reacts to its various environments
Espoused Values
represents the explicitly states values and norms that re preferred by an organization
Four forces shaping Org culture
founder’s values
industry and business environment
national culture
senior leaders vision
Enacted Value
represent the values and norms that actually are exhibited or converted into employee behavior
Competing Values Framework (4)
Clan
Adhocracy
Hierarchy
Market
Three layers of Org Culture
Enacted Values/ observable artifacts
Espoused Values
Underlying assumptions
