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ORGB > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

Five Stages of Group Development

A 
Forming
Storming
Norming
Performing
Adjourning
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2
Q

Task roles

A

enable the work group to define, clarify, and pursue a common purpose

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3
Q

Maintenance Role

A

foster supportive and constructive interpersonal relationships

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4
Q

Norm

A

an attitude, opinion, feeling, or action - shared by two or more people - that guides their behavior

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5
Q

Three Cs of team players

A

Committed
Collaborative
Competent

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6
Q

Groupthink

A

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

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7
Q

Social Loafing

A

the tendency for individual effort to decline as group size increases

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8
Q

Symptoms of Groupthink (8)

A 
Invulnerability
Inherent morality
Rationalization 
Stereotyped views of opposition
Self-censorship
Illusion of unanimity 
Peer Pressure
Mindguards
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9
Q

Programmed Decision

A

a simple routine matter which has an established rule

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10
Q

Non-programmed Decision

A

a new complex decision that requires a creative solution

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11
Q

Preventing Groupthink (5)

A 
Every member a critical evaluator 
Avoid rubber stamp decision
devil's advocate 
rethink consensus 
subgroup debates
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12
Q

How Norms are developed (4)

A

explicit statements by coworkers
critical event in group history
Primacy
carryover from past situations

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13
Q

Task groups that have reached the ‘performing’ stage are:

A

teams

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14
Q

Rational Model Stages

A
  1. Identify the problem
  2. Generate alternative solutions
  3. evaluate alternatives and select a solution
  4. Implement chosen solution
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15
Q

Three benefits of rational model

A
  1. enhanced quality of decisions
  2. makes reasoning transparent and open to scrutiny
  3. deters acting on personal considerations
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16
Q

Bounded rationality

A

represents the notion that decision makers are ‘bounded’ or restricted by a variety of constraints when making decisions

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17
Q

Satisficing

A

consists of choosing a solution that is ‘good enough’

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18
Q

Garbage Can Model

A

decisions result from complex interactions between 4 streams of events: problems, solutions, participants, and choice opportunities

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19
Q

Decision making heuristics (8)

A
  1. Availability
  2. Representativeness
  3. Confirmation bias
  4. Anchoring bias
  5. Overconfidence bias
  6. Hindsight bias
  7. Framing bias
  8. Escalation of commitment bias
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20
Q

Evidence-based Decision making (EBDM)

A

represents a process of conscientiously using the best available data and evidence when making managerial decisions

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21
Q

Simon’s Normative Model

A
  1. Limited information processing
  2. Use of judgmental heuristics
  3. Heuristics are shortcuts in decision making
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22
Q

Creativity

A

process of using intelligence, imagination, and skill to develop a new or novel product, object, process, or thought

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23
Q

Advantages of group decision making (5)

A
  1. greater pool of knowledge
  2. Different perspectives
  3. Greater comprehension
  4. Increased acceptance
  5. Training ground
24
Q

Disadvantages of group decision making (5)

A
  1. Social pressure
  2. domination by a few
  3. logrolling
  4. goal displacement
  5. Groupthink
25
Q

Ratio for high-performing teams of positive comments to negative ones

A

5.6

26
Q

Conflict

A

a process in which one party perceives that its interests are being opposed or negatively affected by another party

27
Q

Personality conflict

A

interpersonal opposition based on personal dislike and/or disagreement

28
Q

Programmed conflict

A

conflict that raises different opinions regardless of the personal feelings of the managers

29
Q

Dialectic Method

A

calls for managers to foster a structured debate of opposing viewpoints prior to making a decision

30
Q

Five Conflict Handling Styles

A 
Integrating
Obliging
Avoiding
Dominating
Compromising
31
Q

Three desired outcomes from Conflict

A

Agreement
Stronger Relationships
Learning

32
Q

Communication

A

the exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved

33
Q

Importance of skills ranked by employers (5)

A
  1. Communication
  2. Teamwork
  3. Leadership
  4. Technical
  5. Managerial
34
Q

Communication Competence

A

a performance-based index of an individual’s abilities to effectively use communication behaviors in a given context

35
Q

Five Listening Styles

A 
Appreciative
Empathetic
Comprehensive
Discerning
Evaluative
36
Q

Keys to effective listening (10)

A
  1. Capitalize on thought speed
  2. Listen for ideas
  3. Find an area of interest
  4. judge content, not delivery
  5. hold your fire
  6. work at listening
  7. resist distractions
  8. hear what is said
  9. challenge yourself
  10. use handouts, overheads, or other visual aids
37
Q

Five bases of power

A 
Reward
Coercive 
Legitimate
Expert
Referent
38
Q

Power bases with generally positive effects

A

Expert and Referent

39
Q

Empowering

A

recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation

40
Q

Three outcomes of Influence

A

Commitment
Compliance
Resistance

41
Q

Influence Tactics (10)

A 
Soft:
rational persuasion 
inspirational appeals 
consultation
ingratiation
personal appeals
Hard:
exchange
coalition tactics 
pressure
legitimating tactics
42
Q

Leadership

A

influencing employees to voluntarily pursue organizational goals

43
Q

Leadership prototype

A

a mental representation of the traits and behaviors that people believe are possessed by leaders

44
Q

Five leader traits

A 
Intelligence
Dominance
Self-confidence
Level of energy and activity
task-relevant knowledge
45
Q

Situational Theories

A

propose that the effectiveness of a particular style of leader behavior depends on the situation

46
Q

Two critical dimensions of leader behavior (OH)

A

Consideration

Initiating structure

47
Q

Transactional Leadership

A

focuses on the clarifying employees’ roles and providing rewards contingent on performance

48
Q

Transformational Leadership

A

transforms employees to pursue organizational goals over self-interests

49
Q

Inspirational Motivation

A

establishing an attractive vision of the future, the use of emotional arguments, set high expectations and exhibition of optimism and enthusiasm

50
Q

Idealized Influence

A

sacrificing for the good of the group, being a role model, and displaying high ethical standards

51
Q

Organizational Culture

A

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

52
Q

Espoused Values

A

represents the explicitly states values and norms that re preferred by an organization

53
Q

Four forces shaping Org culture

A

founder’s values
industry and business environment
national culture
senior leaders vision

54
Q

Enacted Value

A

represent the values and norms that actually are exhibited or converted into employee behavior

55
Q

Competing Values Framework (4)

A

Clan
Adhocracy
Hierarchy
Market

56
Q

Three layers of Org Culture

A

Enacted Values/ observable artifacts
Espoused Values
Underlying assumptions

ORGB (2 decks)

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