Final Exam Flashcards
Defined as two or more freely interacting individuals who share NORMS, share GOALS, and have a COMMON IDENTITY
Group
Small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
Team
Group assigned by organizations or its managers to accomplish specific goals
Formal Group
Group formed by people whose overriding purpose is getting together for friendship or a common interest
Informal Group
Have a clear purpose that all members share, usually permanent, and members must give their complete commitment to the team’s purpose in order for the team to succeed
Work Teams
Assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company’s products
Project Teams
Include members from different areas within an organization, such as finance, operations, and sales
Cross-Functional Teams
Groups of workers who are given administrative oversight for their task domains
Self-Managed Teams
Work together over time and distance via electronic media to combine efforts and achieve common goals
Virtual Teams
Virtual Team Benefits:
- Reduced real estate costs
- Ability to leverage diverse knowledge across geography and time
- Reduce commuting and travel expenses
Virtual Teams Potential Challenges:
- Difficult to establish team cohesion
- Inability to observe nonverbal cues
- Not a substitute for face-to-face contact
Process of getting oriented and getting acquainted
- “Why are we here”
- “Where do I fit in here”
- In this stage, leaders focusing on giving people time to become acquaint
Forming
Characterized by the emergence of individual personalities and roles and conflicts within the group
- “What’s my role here”
- “Why are we fighting over who’s in charge and who does what”
- In this stage, leaders should encourage members to suggest ideas, voice disagreements, and work through conflicts
Storming
Conflicts are resolved, close relationships develop, and unity and harmony emerge
- “What do the others expect me to do”
- “Can we agree on goals and work as a team”
- In this stage, leaders should emphasize unity and help identify team goals and values
Norming
Members should concentrate on solving problems and completing the assigned tasks
- “How can I best perform my role”
- “Can we do the job properly”
- In this stage, leaders should allow members the empowerment they need to work on tasks
Performing
Members prepare for disbandment
- “What’s next”
- “Can we help team members transition out”
- Leaders can help ease the transition by rituals celebrating “the end” and “new beginnings”
Adjourning
The act of sharing information and coordinating efforts to achieve a collective outcome
Collaboration
Reciprocal faith in others’ intentions and behaviors
Trust
The team’s purpose is defined in terms of:
Specific, measurable performance goals with continual feedback to tell team members how well they are doing
Extent to which team members rely on common task-related team inputs, and the amount of interpersonal interactions needed to complete the work
Team member interdependence
Reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members
Team compostion
A socially determined expectation of how an individual should behave in a specific position
Roles
Consists of behavior that concentrates on getting the team’s tasks: for example, initiator, information seeker, opinion giver, elaborator, coordinator, evaluator, recorder
Task Roles
Consists of behavior that fosters constructive relationships among team members; for example encourager, harmonizer, compromiser, standard setter, follower
Maintenance Roles
General guidelines or rules of behavior that most group or team members follow
Norms
Why are norms followed?
- To help the group survive
- To clarify role expectations
- To help individuals avoid embarrassing situations
- To emphasize group importance and identity
Are “members” interdependent acts that convert inputs to outcomes through cognitive, verbal, and behavioral activities directed toward organizing task work to achieve collective goals
Team Processes
Process in which one party perceives that its interests are being opposed or negatively affected by another party
Conflict
Benefits the main purposes of the organization and serves its interests (goof)
Functional Conflict
Interpersonal opposition based on personal dislike, disagreement, or differing styles
Personality Conflicts
Hinders the organization’s performance or threatens its interest (bad)
Dysfunctional conflict
Inconsistent goals, ambiguous jurisdictions (when boundaries are unclear), and status differences
Intergroup Conflicts
Frequent Opportunities for clashes between cultures in the global economy
Multicultural Conflicts
How to stimulate constructive conflict:
- Spur competition among employees
- Change the organizations culture and procedures
- Bring in outsiders for new perspectives
- Use programmed conflict
Designed to elicit different opinions without inciting people’s personal feelings
Programmed Conflict
Assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing
Devil’s Advocacy
Two people or groups play opposing roles in a debate in order to better understand a proposal
Dialectic Method
State your views openly and honestly
Openness
Treat others’ status and ideas as equal to yours
Equality
Try to experience the other person’s feelings and point of view
Empathy
Let the other person know you want to find a resolution that will benefit you both
Supportiveness
Be positive about the other person and your relationship
Positiveness
Ignoring or suppressing a conflict “Maybe the problem will go away”
Avoiding
Allows the desires of the other party to prevail “Let’s do it your way”
Obliging
Ordering an outcome, using formal authority and power to resolve a conflict “You have to do it my way”
Dominating
Both parties give up something to gain something “Let’s split the difference”
Compromising
Manager strives to confront the issue and cooperatively identify the problem and seek a solution “Let’s reach a win-win solution that benefits both of us”
Integrating
The ability to influence employees to voluntarily pursue organizational goals
Leadership
Enhancing a person’s abilities & skills to lead
Leadership Coaching
Process of influencing others to understand and agree what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives
Managerial Leadership
Being a leader means:
- Being visionary
- Being inspiring, setting the tone, and articulating the vision
- Managing people
- Being inspirational (charismatic)
Results from the managers’ formal positions within the organization
Legitimate power
Results from managers’ authority to reward their subordinates
Reward power
Results from managers’ authority to punish their subordinates
Coercive power
Results from one’s specialized information or expertise
Expert power
Derived from one’s personal attraction (strong, visionary leadership)
Referent power
- Integration
- Personal Appeals
- Inspirational Appeals
- Consultation
- Rational Persuasion
Soft Tactics
- Exchange Tactics
- Coalition Tactics
- Pressure Tactics
- Legitimating Tactics
Hard Tactics
-Extraversion
-Agreeableness
-Emotional Intelligence
Positive Interpersonal Attributes
-Narcissism
-Machiavellianism
-Psychopathy
Negative Interpersonal Attributes
Having a self-centered perspective, feelings of superiority, and a drive for personal power and glory
Narcissim
Displaying a cynical view of human nature that condones opportunistic and unethical ways of manipulating people, putting results over principals
Machiavellianism
Characterized by lack of concern for others, impulsive behavior, and a lack of remorse when actions harm others
Psychopathy
Four basic skills for leaders:
- Cognitive
- Interpersonal
- Business
- Coneceptual
Your belief in your ability to influence dissimilar others in a global context
Global Mind-Set
Leader behavior that is concerned with group members’ needs and desires and tat is directed at creating mutual respect or trusr
Consideration
Represents the extent to which a leader creates perceptions of psychological empowerment in others
Empowering leadership
Employees’ belief that they have control over their work
Increasing employees’ meaningfulness, self-determination, competence, and progress
Psychological Empowerment
Represents normatively appropriate behavior that focuses on being a moral role model
Includes communicating ethical values to others, rewarding ethical behavior, and treating followers with care and concern
Ethical Leadership
4 Characteristics of Servant Leadership
- Focus on listening
- Ability to empathize with others’ feelings
- Focus on healing suffering
- Self-Awareness of strengths and weaknesses
A form of “leadership” characterized by a general failure to take responsibility for leading
Laissez-Faire Leadership
The belief that effective leadership behavior depends on the situation at hand. also called the contingency approach
Situational approaches to leaderhsip
Two approaches to situational leadership
- Contingency Leadership Style
- Path-Gaol Leadership Style
Relatively stable trait grounded in the belief that “something greater than the self exists”
Leading with Humility
- High Self -Awareness
- Openness to feedback
- Appreciation of others
- Low self-focus
- Appreciation of the greater good
Five key qualities to leading with humility
The work followers do is meaningful and important
Significance
Followers trust and respect others to work in pursuit of organizational goals
Community
People feel energetic and engaged at work
Excitement
The transfer of information and understanding from one person to another
Communication
When you can transmit your message accurately in the LEAST TIME
Efficient Community
When your intended message is accurately understood by the other person
Effective Communtiy
Encodes the message, selects the medium
Sender
Transmitted through a medium
Message
Receiver expresses reaction through a medium
Feedback
Decodes the message, decides if feedback is needed
Receiver
Static, Slurring
Noise
Choose Medium, Language Barriers
Noise disrupts the communication process
Face-to-Face, Video-conferencing
High Media Richness (Nonroutine)
Telephone
Medium Media Richness
Personal written media (email), Impersonal written media (newsletter)
Low Media Richness (Routine)
Follow the chain of command, recognized as official
Formal Communication Channels
Up and down the chain of command
Vertical
From top to bottom
Downward
From bottom to top
Upward
Flows within and between units
Horizontal
Outside the organization
External
Develop outside the formal structure and do not follow the chain of command
Informal Communication Channels
The unofficial communication system of the informal organization
Grapevine
Employees value authentic human time with the boss
Face-to-Face
As the meeting participant, you should:
Prepare, Be on time
Compromises the ideas, values, practices, and material objects that allow a group of people, even and entire society to carry out their collective lives in relative order and harmony
Culture
About 82% of companies today use social media for this
LinkedIn is the top, followed by Facebook and Twitter
Recruiting
Social Media and Employer Opportunity:
-Connected in real time over distance
-Collaborate within an outside organization
-Expand boundaries
Accessing the Internet at work for personal use
Cyberloafing
Microaggressions or acts of unconscious bias include a number of tiny but repeated actions
Phubbing
Fear of Missing Out
FOMO
A system of safeguards should be put in place for protecting information technology against disasters, system failures, and unauthorized access that result in damage or lost
Security Threats
Actively decoding and interpreting messages
-only 20-50% of what we hear
Active Listening
