Exam 3

Question 0

Group

Answer 0

Two or more people with common interest, objectives, and continuing interaction - emphasize individualism leadership,impersonal accountability and excessive work products

Question 1

Cognitive Dissonance

Answer 1

Example a salesperson is required to sell a broken TV with out telling the customer this creates a disturbance between attitude and behavior

Question 2

Work teams

Answer 2

A group of people with complementary skills who are committed to a common mission, performance goal,and approach for which they hold themselves mutually accountable. Task oriented

Question 3

Team work

Answer 3

Joint action by a team of people in which individuals interests are subordinated by team unity. Favor unity. Task accomplishments. Baseball team

Question 4

Group behavior

Answer 4

Norms of behavior
Group cohesion
Social loafing
Loss of individuality

Question 5

Norms of behavior

Answer 5

The standards that a work group uses to evaluate behavior of its members. May be written or unwritten, verbalized or non verbalized, implicit or non implicit, what a Group should do or not do. If it Creates awareness and help regulate emotion the it critical to group effect.

Question 6

Group cohesion

Answer 6

The interpersonal glue that makes the members of a group stick together. It can enhance job satisfaction and improve organization productivity

Question 7

Social loafing

Answer 7

The failure of a group member to contribute personal time, effort, thoughts, and other resolve to the group (free riders)

Question 8

Loss of individuality

Answer 8

A social process In Which individual group members loses self awareness and it’s accompanied seance of accountability, inhibition and responsibility to independent behavior. Engage in moral reprehensible acts and violent behavior that are seen as heroic acts. (Muslims dying for their country)

Question 9

Tukmans 5 stage model of group development

Answer 9

Forming 
Storming
Norming 
Performing 
Adjourning

Question 10

Forming

Answer 10

Little agreement, unclear purpose, guidance and direction

Question 11

Storming

Answer 11

Conflict, increase clarity in purpose, power struggle, coaching

Question 12

Norming

Answer 12

Agreement and consensus, clear roles and responsibility,

Question 13

Performing

Answer 13

Clear vision and purpose, focus on goal achievement, delegation

Question 14

Adjourning

Answer 14

Task completion, good feeling about Achievement, recognition

Question 15

Threats to group cohesion

Answer 15

Goal conflict,
Unpleasant experiences
Domination of subgroup
Groups with low group cohesion have great difficulty exercising control over the their members and enforcing their standards of behavior

Question 16

Self managed teams

Answer 16

Self directed teams, autonomous groups, are teams that make decision that were once reserve for management. Managers have important resolve in providing leadership and influence

Question 17

The decision making process

Answer 17

1 recognize the problem and need for a decision
2 identify the objective of the decision
3. Gather and evaluate data and diagnose the situation
4 list and evaluate alternatives
5 select the best course of action
6 implement the decision
7 gather feedback
8 follow up

Question 18

Bounded rationality

Answer 18

A theory that suggest that there are limits to how rational a decision maker can actually be. Created by Herbert Simon. Assumes that each manager will select the first alternative that is good enough because the cost of optimizing in terms of time and effort are too great

Question 19

Bounded rationality model

Answer 19

4 assumptions :

1. Managers select the 1st alternative satisfying
2. Managers recognize the concept of the world is simple
3. Managers are comfortable making decision with determining all alternatives
4. Managers make decision by rule of thumb or heuristics

Question 20

The z model

Answer 20

Sensing
Intuition
Thinking
Feeling

Question 21

Sensing

Answer 21

Look at all the facts

Examine all the facts and details

Question 22

Intuition

Answer 22

What alternatives do the facts suggest?

Generate alternatives

Question 23

Thinking

Answer 23

Can it be analyzed objectively ?

Analyze the alternatives objectively

Question 24

Feeling

Answer 24

What impact will it have on those involved ?

Weight the Impact

Question 25

Escalation of commitment

Answer 25

The decision maker unwillingness to abandon a bad decision
Continuing to support a failing course if action
Desire to win is the motivation of continuing escalation
Example: airlines compete to lower prices, war continues until one company has substantial loss

Question 26

Left brain

Answer 26

Rationality, verbal

Question 27

Right brain

Answer 27

Intuitive, nonverbal

Question 28

Symptoms of groupthink

Answer 28

Illusion of invulnerable
Illusion of group morale
Illusion of unanimity 
Rationalization 
Stereotyping the enemy 
Self censorship 
Peer pressure 
Mind guards

Question 29

Illusion of invulnerability

Answer 29

Expensive optimism and risk taking

Question 30

Illusion of group morale

Answer 30

Group leads to ignore ethical implications of decision

Question 31

Illusion of unanimity

Answer 31

Silence is sometimes mistaken and taken as a confirmation

Question 32

Rationalization

Answer 32

The group makes their decision look rational and correct and do not consider other alternatives and do not reconsider group assumption

Question 33

Stereotyping the enemy

Answer 33

Competitors are believed to be evil or stupid therefor the group underestimated them

Question 34

Self censorship

Answer 34

Members do not express doubt or concern about action preventing critical analysis of the decision

Question 35

Peer pressure

Answer 35

A member that expresses doubt or concern is pressured by others questioning his or her loyalty

Question 36

Mind guards

Answer 36

Some embers protect the group by not telling them negative feedback so the group does not know if information that might lead them to questioning their actions

Question 37

Guidelines for preventing groupthink

Answer 37

Ask each member to be the critical evaluator
Have the leader not state his possiton on the argument to the group
Create several groups that work on one decision at the same time
Bring outside experts to evaluate the group process
Appoint someone to be the devils advocate
Evaluate each competitor carefully
Once reaching conclusion decision, encourage the group to think again about possible alternatives