Final Exam Flashcards
1
Q
Carter Racing
A
Proves the faults of group decision making - there was a sense of comp and time pressure leading to a decision on inconclusive data
2
Q
Groupthink
A
wanting unanimity overrides motivation to realistically appraise alternatives
3
Q
Contributing Factors to Groupthink
A
Structural and procedural flaws (hire from the same place, no contribution processes), cohesiveness (unfamiliar = more reserved, high = open and honest), proactive situational context (high pressure and time)
4
Q
Symptoms of Groupthink
A
- Illusion of invulnerability (overconfident, supporting each other)
- Assumption of morality ( group believes it is VERY right, owe it to others)
- Rationalization (counter arguments get explained away)
- Stereotyping outgroups (not seeking other experts)
- Self-censorship (awkward to disagree so no one speaks up)
- Illusion of unanimity
- MIndguarding - (protecting group from info/people/factors that goes against the decision-limit or filter access to information)
Pressuring dissenter (people who disagree)
5
Q
Symptoms of bad decision making
A
incomplete assessment of alternatives or objectives, rail to examine risks or reexamine alt., poor info search, selective bias in processing info, falure to create a contingency plan
6
Q
How to avoid groupthink
A
Devils advocate, outsiders (unbiased, no stake), avoid being directive (especially leaders), generate comprehensive alternatives, search for info to determine quality of decision, examine pros and cons of alt, examine costs/benefits/risks, monitor results and react if risks happen
7
Q
Why use group decisions
A
- Higher decision quality (more people/knowledge/ideas/evaluation),
- decision acceptance and commitment (they want to be involved if it affects them, will understand/be committed to/support a decision they participated in)
- Diffusion of responsibility (for poor decisions)
8
Q
When is group performance best
A
With varying skills and abilities, division of labour can occur, need lots of memory for facts, judgments acan be combined
9
Q
Disadvantages of group decision making
A
time, cost, conflict, domination, groupthink
10
Q
Risky Shift
A
tendency for groups to make riskier decisions than the individual average risk that was advocated by members
11
Q
Conservative shift
A
tendency for more conservative decisions than on their own
12
Q
How does groups affect individual opinions
A
polarize/exaggerate the initial positioning of members
13
Q
Contempory Approach to Improving Decision Making
A
Evidence based management, crowdsourcing, analytics and big data
14
Q
Evidence based management
A
using peer-reviewed research, experts, professionals
15
Q
Crowdsourcing
A
outsourcing aspects of decision making to large collection of people (may not have all the info/knowledge)
16
Q
Analytics and Big data
A
Analytics (patterns in data) and Big Data (lots of info from variety of sources)
Ex. moneyball, netflix recommendations
17
Q
Negotiation preparation
A
Assessment of self, opponent, and the situation
18
Q
Self assesment for negotiation
A
Target (have SMART goals), know BATNA, multiple offers (social proof phenomennon - must be a reason everyone wants you), reservation point (lowest value you will accept)
19
Q
BATNA
A
Best Alternative To a Negotiated Agreement
20
Q
Reservation point
A
lowest value you will accept before walking away
21
Q
Negotiation Bargaining Zone
A
The opposing reservation points
22
Q
Assessment of opponent for negotiation
A
Know their position (what they say want) and their interests (what they actually want), and their BATNA
23
Q
Assess the situation for negotiation
A
Is it an ongoing relationship, is an agreement required or could you walk away
24
Q
Distributive Negotiation
A
Less overall vallue (fixed pie - win/lose)
25
Distributive Strategies
- Threats (subtle and civilized - better if one has more power and one time thing)
- Promises (you do this, they will give you something later)
- Firmness (stating terms and not budging)
- Concessions (if you do you will get in return)
- Persuasion
26
Distributive Persuasion
- Expert: credible (gets buy in, can respond to objections)
- Likeable: their gaurd down, easy to influence
- Unbiased: history of being forthright/consider all interests
What?
- Technical merit (good track record)
- Appeals to fairness (justify your ask)
27
Integrative Negotiation
more overall value (expand the pie)
28
Integrative Strategies
- Share information (not res. point)
- Ask questions/listen
- Frame differences as opportunities
- Cut the costs (for your suggestions - make a plan for them)
- Increase resources (by workng together)
- Add issues for package deals
- Superordinate goals
29
Superordinate goals
Overarching goals that require cooperation
30
Basking in reflected glory
Feelings about self are influenced by group affiliation - team wins/loses feel like personal wins/losses
31
Ingroup favoritism
tendency to view your own group and its members postively and other groups negatively
32
Out-group homogenity
tendency to perceive members of other groups as very similar to each other
33
Causes of conflict
interdependance (on each other for goals), differences in power/status/culture, ambiguity (of goals/criteria - hard to place blame/rewards), scare resources
34
Types of conflict
relationship (personal), task (nature of work - GOOD) , process (how to do work)
35
Managing Conflict Strategies
Avoiding, Accomodating, Competing, Comprosmise, collaboration
36
Avoiding (conflict)
- low assertiveness of own interests and low cooperation
| - Good for trivial conflict or when opponent is powerful and hostile.
37
Accomomodating (conflict)
- cooperates, does not asserting own interests
| - Seen as week, good when you are wrong or want to build good will
38
Competing (conflict)
maximizes assertiveness and minimises cooperation “win-lose”
| - Best when you do not have to interact again
39
Compromise
intermediate assertiveness and cooperation
| - Not always get best solution, is focused on rules of the agreement
40
Collaboration (conflict
maximizes assertiveness and cooperation
| - Finds an agreement that fully satisfies both parties “win-win”
41
Robbers cave
Similar boys divided into groups, Prejudice → Mild (taunting, bullying) → Escalates (burning flags) → brawl
Successfully introduced superordinate goal (move truck)
- PROVES outgroup homogenity and in-group favortism
42
Conformity - Asch exp.
to explain nazi
- matching lines - high conformity
- did not speak up because of erosion of confidence (in answer) and not wanting to stand out
- Confirmity decreased with an ally
43
Stereotype threat
individuals perform worse on a test when a relevant (negative) stereotype is present -
Reduces one's ability to store information and suppress irrelevant info
- Could make you behave that way (self fulfilling)
44
Stereotype Lift
individuals perform better when a positive stereotype is present
More confident and motivated
45
Stereotype study
Math performance in asian american women - Asian identity highlighted performed best, no stereotype mid and female part highlighted performed the worst -
46
One Bad Apple Study
Ruining it for the rest of us podcast
- Bad behaviours: jerk, slacker, pessimist
- Groups performed 30-40% worse with a bad apple
- Team take on bad apple characteristics
- Best predictor of group performance is what the worst team member is like (not the best or average)
- Listening and understanding each other removed the effects of the bad apple
47
Bad Apple Behaviours
jerk, slacker, pessimist
48
Increases of group cohesiveness
threats/comp. (increase communication), success, member diversity, small group size, tough to join
49
Social loafing
tendency to withhold effort in group tasks - motivation problem
50
Free rider
people lower effort to get a free ride at the expense of the group
51
Sucker effect
people lower effort because of the feeling that others are free riding
52
Solutions for loafing, free riding, sucker
make individual performance visible, make work interesting, increase feelings of indispensability, increase feedback, reward group performance
53
Collective efficacy
shared beliefs that a team can successfully perform a task.
54
Traits needed for Self-managed work teams
- Tasks: complex and challenging (need interdependence)
- Task significance, importance
- Use variety of skills
- high group cohesiveness, stability, small size, expertise,
- similar with diverse perspectives/skills
55
How to support self managed work teams
training (technical, social, language, business), rewards and management encouragement of independence
56
Needs of Cross-functional teams
- Goals of innovation, speed, quality
- Composition (all relevant specialties),
- Superordinate goals
- Close proximity
- Autonomy (from larger org.)
- Set Rules and procedures
- Shared Mental Models: members share identical info about interaction and their task.
57
Shared mental models
members share identical info about interaction and their task.
Increases coordination and team performance
58
Informational Dependence
reliance on others for info about how to feel, think and act
59
Social information processing theory
information from others is used to prevent events and evelop expectations about accessible attitudes and behaviors. Look for cues.
60
Effect dependance
reliance on others due to capacity to provide rewards/punishment
61
Compliance (conformity)
conformity to a norm by desire to get rewards and avoid punishment
Does not believe in the values and attitudes that underlie the norm.
62
Identification (conformity)
conformity due to perception that those who promote the norm are similar to oneself.
Wants to be like boss because they allocate rewards and model their behavior.
63
Internalization (conformity)
conformity prompted by acceptance of the beliefs that underlie a norm
64
Socialization
Real job previews, orientations, mentoring. Allows for communication of culture and values and org. identification
65
Stages of Socialization
- Anticipation (skill aquisition before - ex. uni)
- Encounter (new with expections meets reality - orientation, training)
- Role managment (modifying role to better serve the group
66
Psychological contract
beliefs held by employees about the obligations and promises between them and their employer.
Contract breach: employee perceives employers failed to fulfill the contract (increased dissatisfaction and turnover)
67
Socialization tactics
- Institutionalized (formal, structured program - encourages norms),
- individualized (allows for own approach)
- Proactive: newcomers play active role in their socialization (seek feedback, info, social events)
68
Org. Culture
Shared values, beliefs and assumptions in org.
| Stable over time, impacts performance and satisfaction
69
Attributes of strong culture
- Coordination and communication across departments, conflict resolution, financial success, shared values
- CONS: resistance to change, culture clash if merger or acquisition, pathological negative behavior (sexual assault at RCMP)
70
Contributos to culture
The Founder & top management, symbols, rituals (celebrations), stories
71
Milgram experiments
Nazi explanation
- Researcher as “leader” telling to keep going
- Predictions : only 1-3% keep going (psychos)
- 62.5% went up to max. Volts, 100% up to an intense shock level
72
Halo Effect
if the person has one positive attribute you assume they have more
73
To influence others
- Titles
- Dress the part (lend quarter - police uniform, cross street - suit)
- Drive the part (stopped at green, less honking w luxury car - assume they have done well/leader in field)
74
Additive tasks
performance depends on sum of performance of individual members (increases with size)
75
Disjunctive tasks
group performance depends on performance of the best member (increases with size)
76
Conjunctive tasks
performance is limited to its poorest performer (decreased performance with size)
77
Role Conflict
- Intrasender: 1 sender, incompatible expectations
- Intersender 2+ people with varying expectations
- Interrole: many roles with dif expec.
- Person - role: incompatible skills
78
Punctuated Equilibrium Model
how groups with deadlines are affected by first meetings and transitions
79
Trait theory of leadership
leadership depends on traits
- Extraversion and conscientiousness are the most effective predictors (but not great)
CONS: Incomplete explanation, ignores different styles for situations, creates assumption you can not learn to lead (you can)
80
Managerial Grid
Country club management, impoverished, middle of the road, task and team
81
Country club management
- high people focus, low task focus
- Employee well being is important
- Nothing is actually getting done but high satisfaction
82
Impoverished Management
Low task and people focus
| Disengaged from employees and work, low levels of satisfaction, performance, innovation….
83
Middle of the road management
Mid task and people focus
| Believe that you can’t have super happy employees and high performance
84
Task management
Low people focus, high task
| Use organization rules and punishment to increase productivity
85
Team management
- High people and task focus
- Job performance and satisfaction can be mutually reinforcing
- Treat employees as peers, use group decision making, highest performance, satisfaction and innovation
86
House Path Goal Theory
- Good predictor of job satisfaction and acceptance of leader (not performance)
- Work with employees to ensure they get what they want from their career but also align that with the organization
Directive (initiating structure), Supportive (consideration), Participative
Achievement-Oriented:
87
Directive (house path)
(initiating structure): letting people know what is expected of them
88
Supportive (house path)
(consideration): being friendly, approachable and concerned about employees well-being
89
Participative (house path)
consulting employees about work related matters AND showing willingness to implement the ideas
90
Achievement oriented (house path)
setting challenging goals and expecting employees to perform at their highest levels, and being optimistic they can achieve things
91
Best Combos of House path
- Low skill level: directive or supportive
- High skill: participative or achievement oriented
- Clear/Routine task: Supportive
- Non-routine/ambiguous: directive or participative
92
Transactional leadership
- straightforward exchange relationship with subordinates
- Directing/rewarding - managers set goals, provide direction/support, reward good results
- Managing by exception: (by mistakes), step back when good, off track provide coaching and mentoring
93
Transformational leadership
- provides subordinates with an exciting vision
- Leads to motivation job/leader satisfaction, leader performance/effectiveness, group performance - most consistent indicator of effective leadership
- Intellectual stimulation, individual consideration, inspirational moyivation, charisma
94
Intellectual stimulation (trans leadership)
invites employees to challenge existing practices/norms
| Open invitation for risk-taking - catalyst for creativity & innovation
95
Individual consideration (trans leadership)
- different employees have different ideas
- Mentors and coaches employees 1-1 to give understanding of how they contribute to the vision and the org. While achieving their own goals.
96
Inspirational motivation (trans lead)
delivery of the vision (speech)
| Invoking deeply held values to show the importance of the vision
97
Charisma (trans. lead)
ability to get loyalty and devotion from followers to get strong influence
- Emotional part, also the most important part
- Know the least about this
- "it’s a big ask but we can do this, you can do this"
- Boosts self-esteem
- Shows passion and confidence which gets internalized by staff
- Vision gets internalized by employees
98
Benefit of Transformational leaders
- higher levels of individual and group performance
- organizational citizenship behavior
- satisfying to work for - reduce stress and burnout
- Promoted
- innovative products
99
What is the best leaders
transformational AND transactional
100
Consideration leadership
approachable and shows performal concern and respect for employees
101
Leader reward/punishment behavior
reward or punish based on performance
102
Fiedlers contingency theory
relationship between leadership and group effectiveness depends on how favorable the situation is for exerting influence
103
Participative leadership
involving employees in decisions, increases motivation, acceptance and quality of decisions. CONS: time, energy, loss of power, unreceptive staff
104
Vroom and Jago’s Situational Participation Model
Determines degree of participation based on quality, commitment, information, the problem, goal and subordinate knowledge and conflict
105
Leader-Member Exchange Theory (LMX theory)
Over time and interactions different types of relationships develop between leaders and employees.
Social exchange thoery
106
Social Exchange theory
people who are treated favorably by others feel obliged to reciprocate by responding positively and returning that favour
107
Empowering leadership
implementing conditions that enable power to be shared
Leads to employees finding meaning in their work, belief they could be successful (competence), freedom leads to self-determination and belief they are having an impact
108
Ethical Leadership
leaders model good conduct (fairness, honesty, openness) through personal actions and relationships
109
Authentic Leadership
by being true to oneself (values, beliefs and strengths)
- Self-awareness
- Relational transparency
- Balanced processing (objective analysis of decisions)
- Internalized moral perspective
110
Servant leadership
genuine concern to serve others and motivation to lead
Empower/develop people (intrinsic value), humility (seek contributions), authenticity, accept of others, provide direction, stewardship
111
Role Congruity theory
prejudiced against women leads to perceived characteristics of women not lining up with requirements for leadership roles
- Men - assertion, dedication, intelligent, charismatic = effective leadership
- Women - compassion, caring, honest, sensitive - not associated with leadership
112
Personal power
control over own outcomes
113
Social power
control over other outcomes (easy to influence)
114
How to get power
Activities - extraordinary, visable, relevent
| Cultivate people - superiors, peers, subordinates, outsiders
115
Activities to gain power
- Extraordinary - excel in unusual or non-routine activities (new positions, take risks, difficult circumstances)
- Visible: people must notice your excellent work
- Relevant: to the organization's core values and missions
116
People for power
- Superiors - promote you
- Peers - less resistant to you getting promoted
- Subordinates - evidence of how you are as a leader
- Outsiders - opportunities/jobs, people infer status based on the company you keep
117
Types of power
legitimate, reward, coercive, referent, expert
118
Legitimate power
formal authority that has been granted part of your position (title)
119
Reward power
ability to provide positive outcomes and prevent negatives for employees
120
Coercive power
power through threat and use of punishment (weakest type of power)
121
Referent power
from being well liked by others (STRONG base of power)
More like to identify with and adopt values and receive support
Available to anyone
122
Expert power
have knowledge, skills and abilities that are rare in the organization
At the bottom of the org.
123
Best power for true committment?
referent (no social barriers, lots of support) and expert (makes you hard to replace)
124
Impact of power
Infleunce (over others and to control outcomes)
- Rose colored lenses (Positive emotions, self-confidence, optimistic interpretation of social cues) valuable for performance and persistence
125
Stereotypes
mental representations of broad social categories (Sex, race, age, nationality)
Not inherently bad, allow you to expect things and transition in situations
126
Stereotyping
tendency to generalize about people in a category and ignore variations
127
Power and Stereotypes
Powerful stereotype more
- Perceptions (low = homogeneous, high = unique)
- Motivation: to maintain advantages/disadvantages
- Ability: high power = limited contact with low power
128
Why stereotypes exist
Vicious cycle, fundamental attribution error (overlook situational causes of behavior)
129
Fundamental attribution error
overlook the situational causes of behavior
- Own behavior - good outcome (because of you), bad (situation)
- Other people - good outcome (discredit them), bad outcome (because of them)
130
Steretypes threat/lift can make you
behave in a way consistent to that stereotype
| - self-fulfilly prophecy
131
Traditional View Sexual Harassement
Men vs. Women
Quid pro quo - give me this ill promote you
Sexual attention, jokes, motivated by desire
132
New view - sex based harassment
Enforces traditional roles, Want to keep women and undesirable men out of male dominated jobs
133
Types of new view sex harassment
- “Not Man Enough” - for refusing to sexually exploit women, not brave/tough enough
- Ethnic Harassment - derogatory comments, feel you have to give up your cultural views
134
Berdahl and Moore Study (2006) - Harassment
Masculine women and feminine men are sexual harassed (all types) more than others
Harassment is about enforcing traditional social roles and preserving inequality
135
McClelland Effective Managers
Instituational managers: High need for power, use to achieve goals, participative/coaching leadership style
Are unconcerned with how much others like them - Do not play favorites
136
Social identity theory
perceive yourself based on personal (characteristics, ability) and social (groups, gender, religion, job) identity
137
Primary effect
tendency for a perceiver to rely on early cues or first impressions.
Type of selectivity and has lasting effect (constancy)
138
Recency effect
tendency for a perceiver to rely on recent cues or last impressions
139
Central traits (perception)
characteristics of a target that are of particular interest to a perceiver
Powerful influence on perception towards job outcomes.
Ex. being attractive makes you personable, etc.
140
Implicit Personality Theories
theories people have about which traits go together (ex. Hardworking and honest, formal and insensitive)
141
Dispositional attributions
explanations for behavior based on personality or intellect
| Person is responsible for their behavior
142
Situational attributions
explanations for behavior based on situation/environment
| Person may have had little control over the situation and may not be responsible
143
Cues for dispositional vs situational
consistency (how often), consensus (compared to others), distinctiveness (extend of same behavior in variety of situations
144
Actor-observer effect
actors and observers view the causes of behavior differently
Actor knows the constraints, feelings and intentions to explain their behavior
145
Self-serving bias
taking credit for successful outcomes and denying responsibility for failures
146
Percieved org. support
general belief that org. Values contributions and cares about well-being
147
Organizational support theory:
employees who have strong perceptions of support feel obligated to care about the org. And help it achieve its objectives
Supervisor support, fairness, rewards and job conditions lead to POS
148
Rater errors for appriasals
```
Leniency: rate well
Harshness: rate poor
Central tendency: middle range ratings
Halo effect: rating of an individual on one trait tends to colour ratings on other traits (usually centered around important traits)
Similar-to-me effect: better ratings
```
149
Good methods for appraisals
Quantify performance, anchored rating scale (with specific examples), frame reference training
