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MGMT 363 > Final Exam Pt.1 > Flashcards

Final Exam Pt.1 Flashcards

1
Q

Team vs Group

A

Team: two or more people working interdependently to reach a common goal related to a task-oriented purpose.
Group: Collection of 2 or more people.

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2
Q

Work Team purpose & activities

A

produce goods/services

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3
Q

work team life span

A

long

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4
Q

work team level of member involvement

A

high

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5
Q

management team purpose and activities

A

integrate activities of subunits across business functions

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6
Q

management team life span

A

long

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7
Q

management team level of member involvement

A

moderate

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8
Q

parallel team purpose and activities

A

provide recommendations and resolve issues

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9
Q

parallel team life span

A

varies

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10
Q

parallel team level of member involvement

A

low

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11
Q

project team purpose and activities

A

produce a one time output (design, plan, etc.)

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12
Q

project team life span

A

varies

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13
Q

project team level of member involvement

A

varies

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14
Q

action team purpose and activities

A

perform complex tasks that vary in duration and take place in highly visible or challenging circumstances

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15
Q

Virtual teams definition

A

team where members are geographically dispersed, and interdependent activity occurs through email, web conferencing, instant message

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16
Q

stages of group development

A
  1. Forming and pattern creation (members make assumptions and establish pattern of behavior for first half of project life)
  2. inertia
  3. Punctuated Equilibrium
  4. Process revision
  5. inertia
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17
Q

Punctuated equilibrium

A

not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time

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18
Q

task interdependence

A

The degree to which team members interact with and rely on other members to accomplish work for the team

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19
Q

4 types of task interdependence

A
  1. Pooled interdependence
  2. Comprehensive interdependence
  3. Reciprocal interdependence
  4. Sequential interdependence
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20
Q

Pooled interdependence

A

group members complete their work independently, then their work is all added together.

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21
Q

Sequential interdependence

A

Group members perform different tasks in a prescribed sequence and members depend on only the member who comes before them in the sequence

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22
Q

Reciprocal interdependence

A

group members interact with only a limited subset of other members to complete group work

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23
Q

Comprehensive interdependence

A

Group members have a great deal of discretion in terms of what they do and with whom they interact with in the course of the collaboration.

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24
Q

Goal interdependence

A

The degree to which team members have a shared goal and align their individual goals with that vision

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25
Q

Outcome interdependence

A

The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.

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26
Q

3 ways to distribute outcomes in a group scenario

A
  1. Equal outcomes
  2. Individual performance
  3. Based on % of salary
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27
Q

Team task roles

A
  1. Initiator-contributor
  2. Coordinator
  3. Orienter (directs discussion)
  4. Devil’s advocate
  5. Energizer (motivator)
  6. Procedural-technician (routine tasks)
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28
Q

Team building roles

A
  1. Encourager
  2. Harmonizer (mediator)
  3. Compromiser
  4. Gatekeeper-Expediter (encourages participation)
  5. Standard setter
  6. Follower
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29
Q

Team individualistic roles

A
  1. Aggressor
  2. Blocker
  3. Recognition seeker
  4. Self-confessor
  5. Slacker
  6. Dominator
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30
Q

3 personality traits good in teams

A
  1. Agreeableness
  2. Conscientious
  3. Extraverted
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31
Q

Disjunctive tasks

A

Tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness.

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32
Q

Conjunctive tasks

A

Tasks for which the team’s performance depends on the abilities of the team’s weakest link

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33
Q

Additive tasks

A

Tasks for which the contributions from every member add up to determine team performance.

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34
Q

Two perspectives on diversity in relation to team success

A
  1. Value in diversity (diverse ideas/knowledge=good)
  2. Similarity attraction (diversity could be counterproductive)
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35
Q

Surface level diversity

A

diversity of observable attributes; race, gender, ethnicity, age

36
Q

Deep level diversity

A

diversity of attributes that are difficult to observe initially, but can be inferred through experience of one’s values or personality

37
Q

Team size

A

Ideal is 4 or 5
More members=better for management/project teams

38
Q

5 sources of interpersonal power

A
  1. Legitimate power
  2. reward power
  3. coercive power
  4. expert power
  5. referent power
39
Q

Legitimate power

A

organizational power based on position of authority

40
Q

Reward power

A

organizational power based on the control of resources or benefits

41
Q

Coercive power

A

organizational power based on the ability to hand out punishment

42
Q

Expert power

A

personal power based on expertise

43
Q

Referent power

A

personal power based on attractiveness or charisma of leader

44
Q

4 contingencies impacting a person’s power

A
  1. Sustainability
  2. Discretion
  3. Centrality
  4. Visibility
45
Q

Sustainability

A

Degree to which people have alternatives in accessing the resources a leader controls

46
Q

Discretion

A

Degree to which managers have the right to make decisions on their own

47
Q

Centrality

A

How important a person’s job is and how many people depend on that person to accomplish their tasks

48
Q

Visibility

A

How aware others are of a leader and the resources they can provide

49
Q

Most effective influence tactics

A
  1. Rational persuasion
  2. Consultation
  3. Inspirational appeals
  4. Collaboration
50
Q

Moderately effective influence tactics

A
  1. Ingratiation (flattering)
  2. Personal appeals
  3. apprising (tell/inform)
51
Q

Least effective influence tactics

A
  1. Pressure
  2. Coalitions
  3. Exchange
52
Q

Responses to influence tactics

A
  1. Internalization (acceptance)
  2. Compliance (willing but indifferent)
  3. Resistance
53
Q

Organizational politics

A

individual actions toward the goal of furthering self interests

54
Q

Political skill

A

ability to understand others and use that knowledge to influence them to further personal or org objectives

55
Q

4 political skills

A
  1. Networking ability
  2. Social astuteness (interpret others behavior accurately)
  3. Interpersonal influence (you are adaptable socially)
  4. Apparent sincerity
56
Q

Characteristics that impact organizational politics

A
  1. Need for power (personal)
  2. Machiavellianism (cunning/scheming personal)
  3. Lack of participation in decision making (org)
  4. Limited or changing resources (org)
  5. Ambiguity in roles (org)
  6. High performance pressure (org)
  7. Unclear performance evals (org)
57
Q

Employee reactions to organizational politics

A
  1. Decreased job satisfaction
  2. Decreased org commitment
  3. Decreased task performance
  4. Increased strain
58
Q

5 styles of conflict resolution

A
  1. Competing (my goals over your results)
  2. Collaborating (work together to maximize outcomes)
  3. Avoiding (one party stays neutral or postpone conflict)
  4. Accommodating (I give in to you and let you do whatever you want)
  5. Compromise (give and take)
59
Q

Distributive bargaining

A

A negotiation strategy where one person gains and the other loses

60
Q

Integrative bargaining

A

A negotiation strategy where the outcome is satisfying for both parties

61
Q

Stages of negotiation

A
  1. Preparation
  2. Exchanging information
  3. bargaining
  4. closing and commitment
62
Q

Negotiator biases

A
  1. distributive approach (one party thinks they have more power, demand more concede less)
  2. Integrative approach (equal in power)
  3. positive emotions lead to agreeing to quickly
  4. negative emotions lower judgement accuracy
63
Q

Mediation

A

Third party facilitate dispute resolution process although the third party has no authority to dictate a solution

64
Q

Arbitration

A

Third party determines a binding settlement to a dispute

65
Q

Leader emergence

A

Perception of being a leader

66
Q

LMX: role taking phase

A

leader provides employee with job expectations and employee tries to meet them

66
Q

Leader-member exchange theory (LMX)

A

how leader member relationships develop over time

67
Q

LMX: Role making phase

A

exchange of opportunities and resources based on follower voicing expectations for the relationship

68
Q

Leader decision making styles

A
  1. Delegative style
  2. Facilitative style
  3. Consultative style
  4. Autocratic style
69
Q

Autocratic style

A

Leader makes decisions alone without asking for employee input

70
Q

Consultative style

A

leader presents problem to employees asking for input to solve problem

71
Q

Facilitative style

A

leader presents problem to employees and seeks consensus on a solution

72
Q

Delegative style

A

leader gives an individual employee or a group the responsibility for making the decision with some boundary conditions

73
Q

Initiating structure (Day2Day leadership behaviors) Ohio state study

A

Extent to which the leader defines and structures the roles of employees for goal attainment

74
Q

Consideration (Day2Day leadership behaviors) Ohio state study

A

the extent to which leaders create job relationships characterized by mutual trust, respect and consideration of employees feelings

75
Q

Difference between Ohio state leadership behavior study and Michigan?

A

Michigan said you couldn’t be good at both task oriented behaviors and relations oriented behaviors

76
Q

Life cycle theory of leadership

A

The optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

77
Q

Readiness level correlation to leadership style

A

High: Delegating
Moderate: participating/Selling (leader is there to explain/help)
Low: Telling (leader provides specific instructions)

78
Q

Transformational leadership

A

Leader inspires followers to commit to a shared vision that provides meaning for their work, while also serving as a role model.

79
Q

Laissez-faire leadership

A

hands off, avoids leadership duties

80
Q

Four I’s of transformational leadership

A
  1. Idealized influence: earn the trust/respect of followers who now want to emulate you
  2. Inspirational motivation: Behaviors foster an enthusiasm/commitment to a shared vision
  3. intellectual stimulation: behaviors change followers to be innovative/creative
  4. Individualized consideration: behaviors help followers achieve their potential through mentoring
81
Q

5 leadership styles (from passive to active & ineffective to effective)

A
  1. Laissez-Faire
  2. Transactional: passive management by exception (leader waits for errors to correct)
  3. Transactional: active management by exception (leader arranges to monitor errors and correct them when required)
  4. Transactional: contingent reward (leader attains follower agreement on solutions using rewards in exchange for adequate performance)
  5. Transformational
82
Q

Transformational leadership effect on job performance

A

moderate positive

83
Q

transformational leadership effect on org commitment

A

strong positive

84
Q

Leadership substitutes

A
  1. Task feedback
  2. Group cohesion
  3. Training
  4. Staff support
  5. professionalism
85
Q

Leadership Neutralizers

A
  1. task stability
  2. formalization
  3. inflexibility
  4. spatial distance (separation from leader)
86
Q

Stages of Group Development (Linear progression)

A

1) Forming
2) Storming
3) Norming
4) Performing
5) Adjourning

MGMT 363 (4 decks)

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