Final Flashcards
To ace the final
Formal Vs. Informal Groups
Formal - Put together by management
Informal - Not put together by management
Stages of Group Development vs. Punctuated Equilibrium Model (Super Important)
Forming, Storming, Norming, Performing, Adjourning suggests a linear model.
Punctuated Equilibrium suggests different periods of rapid change then periods of stability.
Cohesion
“Social Glue”, acting as one unit built on similarity, stability, size, support, and satisfaction.
Social Loafing
Everyone in the group works less hard than they would if they were working alone.
Group vs. Teams
Teams are more focused on the same goal and typically are smaller in size. Working together as a cohesive group to achieve mutual goals.
Type of Task Interdependence (Super Important)
Pooled Interdependence - Divide and conquer
Sequential Interdependence - One person’s output becomes another’s input
Reciprocal Interdependence - Whole team collaborates the whole time
Types of Teams
Task Force - Assembled to address specific problem until resolved
Product Development Team - Temporary or ongoing
Cross-Functional Team - Teams involving different parts of the organization
Virtual Teams - Not in same physical place.
Team Leadership & Autonomy
Traditional manager led - Low autonomy
Self-Managed - Team selects the leader - Autonomy varies
Self-Directed - Makes all decisions as team - High autonomy
Designing Effective Teams
Team composition - Who should be on the team
Team size - Less than 10
Team diversity - Same, or different background
What to do before, during, and after a team meeting
Before - Prepare using agenda and your part
During - Start on time and follow agenda, ensure full participation from all individuals
After - Follow up on actions items discussed
Types of Decisions
Programmed - Automatic mundane decisions
Unprogrammed - Unique, nonroutine and most important
Rational Decision Making Model vs. Bounded Rational Decision Making Model
Rational Decision Making - Follow a series of steps to come up with the maximum outcome
Steps:
Identify a problem, Establish criteria, Weigh decision criteria, generate alternatives, evaluate alternatives, choose best alternative, implement decision, evaluate decision
Bounded Rational Decision Making - Recognizes limitations, forces to Satisfice - to accept first alternative that meets minimum criteria to save time and effort
Intuitive Decision Making Model
Arriving at decisions without conscious reasoning, requires expertise in field
Decision making traps (very important to know all different kinds of traps)
Overconfidence Bias - 86% better looking than peers
Hindsight Bias - Mistakes are obvious once they occurred
Anchoring - Less than 35 million people in Turkey, whats the population of Turkey
Framing - 20% lean vs. 80% fat
Availability Bias - Overestimating available imformation
Escalation of Commitment Bias - Gambling in Vegas, thinking you are bound to win
Fundamental Attribution Error - Blaming someone’s behavior when something bad happened to them
Correlation vs. Causality - Grandma smokes but lives to 100
Sampling Misunderstood Bias - Generalizing small study
Status-Quo-Trap - Not wanting to take new training because it means more responsibility
Groupthink
Tendency to avoid critical evaluations of the idea the group favors
Trait Approaches to Leadership
Intelligence - IQ
Integrity
3 of OCEAN big 5 personality - Extraversion, Conscientiousness, Open to Experience
Self-Esteem
Behavioral Approaches to Leadership
Task-Oriented Leaders - Helping employees fulfill their tasks
People-oriented Leaders - Showing care for employees
Leader Decision Making Style
Autocratic Leaders - Leader makes all decisions
Democratic Leaders - Employees participate in decision making
Laissez-Faire Leaders - Letting employees make all decisions
Contingency Approaches to Leadership
Path-Goal Theory of Leadership - If employees put in high effort it will lead to high performance will lead to high compensation. Lead through either directive, supportive, participative, or achievement-oriented
Situational Leadership - Depending on employee development select from directing behavior
Transformational Leadership
Align employees goals with leader’s goals done through charisma, inspirational motivation, intellectual stimulation, and individual consideration.
Leader-Member Exchange Theory (LMX)
Building relationships between lower level employees to build mutual respect and trust.
Authentic Leadership
Staying true to your own values
Conformity
Milgram study - Pretend shocking people that perform poorly
Asch study - If everyone else says something is right someone will not argue
Zimbardo - Stanford experiment to show how people adopted into roles
Relationship between dependency & power
Directly related, the more dependent someone is of you the more power you have over them
