Exam 3 Flashcards
Group
Two or more people with common interest, objectives, and continuing interaction - emphasize individualism leadership,impersonal accountability and excessive work products
Cognitive Dissonance
Example a salesperson is required to sell a broken TV with out telling the customer this creates a disturbance between attitude and behavior
Work teams
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
Team work
Joint action by a team of people in which individuals interests are subordinated by team unity. Favor unity. Task accomplishments. Baseball team
Group behavior
Norms of behavior
Group cohesion
Social loafing
Loss of individuality
Norms of behavior
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.
Group cohesion
The interpersonal glue that makes the members of a group stick together. It can enhance job satisfaction and improve organization productivity
Social loafing
The failure of a group member to contribute personal time, effort, thoughts, and other resolve to the group (free riders)
Loss of individuality
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)
Tukmans 5 stage model of group development
Forming Storming Norming Performing Adjourning
Forming
Little agreement, unclear purpose, guidance and direction
Storming
Conflict, increase clarity in purpose, power struggle, coaching
Norming
Agreement and consensus, clear roles and responsibility,
Performing
Clear vision and purpose, focus on goal achievement, delegation
Adjourning
Task completion, good feeling about Achievement, recognition
Threats to group cohesion
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
Self managed teams
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
The decision making process
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
Bounded rationality
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
Bounded rationality model
4 assumptions :
- Managers select the 1st alternative satisfying
- Managers recognize the concept of the world is simple
- Managers are comfortable making decision with determining all alternatives
- Managers make decision by rule of thumb or heuristics
The z model
Sensing
Intuition
Thinking
Feeling
Sensing
Look at all the facts
Examine all the facts and details
Intuition
What alternatives do the facts suggest?
Generate alternatives
Thinking
Can it be analyzed objectively ?
Analyze the alternatives objectively
Feeling
What impact will it have on those involved ?
Weight the Impact
Escalation of commitment
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
Left brain
Rationality, verbal
Right brain
Intuitive, nonverbal
Symptoms of groupthink
Illusion of invulnerable Illusion of group morale Illusion of unanimity Rationalization Stereotyping the enemy Self censorship Peer pressure Mind guards
Illusion of invulnerability
Expensive optimism and risk taking
Illusion of group morale
Group leads to ignore ethical implications of decision
Illusion of unanimity
Silence is sometimes mistaken and taken as a confirmation
Rationalization
The group makes their decision look rational and correct and do not consider other alternatives and do not reconsider group assumption
Stereotyping the enemy
Competitors are believed to be evil or stupid therefor the group underestimated them
Self censorship
Members do not express doubt or concern about action preventing critical analysis of the decision
Peer pressure
A member that expresses doubt or concern is pressured by others questioning his or her loyalty
Mind guards
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
Guidelines for preventing groupthink
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
