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INDUSTRIAL ORGANIZATIONAL PSYCH > Exam 4 > Flashcards

Exam 4 Flashcards

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1
Q

Factors affecting team effectiveness

A

group composition: size, tenure, personality, diversity
group processes: teamwork skills, group norms, roles, conflict

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2
Q

Team decision making common problems

A
  • focused on shared information (in need of new info not shared or old info)
  • use discussion to avoid decision making
  • non-participation interruptions, sidetracked
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3
Q

Differentiate between stress, stressors, and strains

A

stressors: Any disruptive event or force that pushes a psychological or
physical function beyond its range of stability, producing a strain within the individual.
strain: “Undesirable personal outcomes resulting from the combined
stressful experiences of various life domains

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4
Q

Describe the three steps in Selye’s general adaptation syndrome

A

alarm, resistance, exhastion

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5
Q

Describe the conservation of resources model of stress

A

…people strive to retain, protect, and build resources and
that what is threatening to them is the potential or actual
loss of these valued resources
Resources includes objects (e.g., home), conditions (e.g.,
marriage, seniority), personal characteristics (e.g., positive
sense of self), and energies (aid in the acquisition of other
resources

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6
Q

Describe the conservation of resources model of stress

A

…people strive to retain, protect, and build resources and
that what is threatening to them is the potential or actual
loss of these valued resources
Resources includes objects (e.g., home), conditions (e.g.,
marriage, seniority), personal characteristics (e.g., positive
sense of self), and energies (aid in the acquisition of other
resources

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7
Q

Describe the demand-control model of stress.

A

bad combination: high demands with low control
good combination: low demands high control

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8
Q

Describe the job demands-resources (JD-R) model of stress

A

High job demands lead to exhaustion
* Lack of resources prevents one from
meeting job demands and results in
disengagement from work

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9
Q

What are some common sources of stress?

A
  • Intrinsic factors: control, workload, variety, noise, temperature, etc.
  • Role variables: role ambiguity, role conflict
  • Interpersonal relationships: lack of social support
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10
Q

How does role ambiguity differ from role conflict

A

Role ambiguity decreases job performance indirectly and directly. While the direct effect of role conflict increases job performance

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11
Q

What is the difference between work-family conflict and family-work conflict?

A

family to work–> fluctuates job productivity because of family
work to family–> fluctuates family life due to work outcomes (can also affect job outcomes).

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12
Q

Differentiate between challenge stressors and hindrance stressors

A

Challenge:
Job demands that are
developmental and
positively related to
work engagement
Hinderance:
Job demands that are
negatively linked to
work engagement

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13
Q

What are the three categories of strains?

A

Behavioral (job-related): decreased performance, withdrawal from work,
expressions of anger
Psychological (emotion- related): depression, anxiety, rumination,
Burnout
Physiological: increased heart rate, slowed metabolism, physical aches and pains, headaches

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14
Q

What are some individual approaches for coping with stress? What are some organizational approaches for
coping with stress?

A

Individual approaches
* Diet
* Exercise
* Sleep
* Time management
* Social support
Organizational
approaches
* Healthy work environments
* Flexible work arrangements
* Recovery opportunities
* Employee resource programs

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15
Q

What is a team/group?

A

…a collection of individuals who interact with each other such that
one person’s actions have an impact on the others

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16
Q

How does a formal group differ from an informal group?

A

Deliberate/systematic–> natural/spontaneous

17
Q

Distinguish between a role and a norm

A

norm: shared expectations (descriptive and prescriptive
role: set of expected behaviors

18
Q

Compare and contrast descriptive norms and prescriptive norms

A

Prescriptive (or injunctive) norms prescribe how people should behave whereas descriptive norms describe how people actually behave.

19
Q

What are the three types of group conflict?

A

relationship conflict, task conflict, process conflict

20
Q

What is social loafing? How can it be reduced?

A

define: Reduction in individual effort that occurs when people work in groups
Make individual efforts identifiable
* Convince people that their efforts are needed & valuable

21
Q

What is group cohesion? How does group cohesion relate to group performance?

A

“Strength of members’ motivation to maintain membership in a
group as well as the links or bonds that have developed among
members”
group cohesion and performance have a positive correlation.

22
Q

What are the stages of team development according to Tuckman?

A

forming, storming, norming, performing, adjourning

23
Q

How does the punctuated -equilibrium model of group development differ from Tuckman’s model?

A

punctuated model demonstrates that group development can follow a punctuated equilibrium pattern rather than a linear pattern.
punctuated model: periods of stability, periods of rapid change

24
Q

What are the three dimensions of work-team effectiveness?

A

team performance, attitudes of team members, withdrawal behaviors

25
Q

Describe the two main types of team behaviors

A

Taskwork – task-oriented aspects of work
Teamwork – process-oriented aspects of work

26
Q

Describe how group composition and group processes relate to team effectiveness

A

Group composition
* Group size
* Group tenure
* Group personality
* Group diversity
* Group processes
* Teamwork skills (e.g., conflict resolution, collaborative problem-solving)
* Group norms
* Roles
* Conflict

27
Q

What are some common problems associated with team decision-making?

A

Focus on shared
information
Use discussion to
avoid decision
Nonparticipation,
interruptions,
sidetracked
Groupthink

28
Q

What is leadership? How does it differ from management?

A

managers keep the lights on and off and keep things in order and leaders emerge from the group while managers are chosen

29
Q

Distinguish between leader emergence and leader effectiveness

A

emerge: high-potential candidates in organizations as a function of political skill, interpersonal savvy, and effective self-promotion skills,
effective: leaders capable of building high-performing organizations, cultivating talent, and leading a team.

30
Q

Compare and contrast the trait approach to leadership to the behavior approach to leadership

A

trait: Leaders are born, not made”
* Do leaders possess special traits?
* Resurgence of interest in this approach because of
Big Five taxonomy
behavior: more liberal approach to leading. Let the person test themselves out. How do they do on their own?

31
Q

According to the Ohio State leadership studies, what are the two dimensions of leader behavior?

A

initiating structure (task)
consideration (relationship)

32
Q

Describe Fiedler’s contingency theory of leadership

A

determines the least preferred coworker and how they would work in certain settings

33
Q

Describe the path-goal theory of leadership. According to the theory, what are the four leadership styles?

A

Function of leader to motivate followers to invest effort
(Based on expectancy theory)
* Act in ways that increase followers’ effort-performance
expectancy
Directive leadership: clarifying role expectations and coordinating
work (similar to initiating structure) * Supportive leadership: providing a friendly and communicative
atmosphere (similar to consideration) * Participative leadership: consulting with employees and involving
them in decision making
* Achievement-oriented leadership: setting goals for subordinates
and motivating them to meet challenging goals

34
Q

Describe leader-member exchange (LMX) theory

A

the relationship you have with your boss or with your employees depending on the way you are or are being perceived. These relationship outcomes determine job satisfaction.

35
Q

implicit leadership theory

A
  • Leadership effectiveness is more about followers’ perceptions than
    leaders’ actions
36
Q

transformational leadership

A

Motivates subordinates to transcend self-interests and achieve more than they think is possible

37
Q

What are the four dimensions of transformational leadership?

A

idealized influence
inspirational motivation
intellectual stimulation
individualized consideration

INDUSTRIAL ORGANIZATIONAL PSYCH (2 decks)

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