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.
2
Q
Work Team purpose & activities
A
produce goods/services
3
Q
work team life span
A
long
4
Q
work team level of member involvement
A
high
5
Q
management team purpose and activities
A
integrate activities of subunits across business functions
6
Q
management team life span
A
long
7
Q
management team level of member involvement
A
moderate
8
Q
parallel team purpose and activities
A
provide recommendations and resolve issues
9
Q
parallel team life span
A
varies
10
Q
parallel team level of member involvement
A
low
11
Q
project team purpose and activities
A
produce a one time output (design, plan, etc.)
12
Q
project team life span
A
varies
13
Q
project team level of member involvement
A
varies
14
Q
action team purpose and activities
A
perform complex tasks that vary in duration and take place in highly visible or challenging circumstances
15
Q
Virtual teams definition
A
team where members are geographically dispersed, and interdependent activity occurs through email, web conferencing, instant message
16
Q
stages of group development
A
- Forming and pattern creation (members make assumptions and establish pattern of behavior for first half of project life)
- inertia
- Punctuated Equilibrium
- Process revision
- inertia
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
18
Q
task interdependence
A
The degree to which team members interact with and rely on other members to accomplish work for the team
19
Q
4 types of task interdependence
A
- Pooled interdependence
- Comprehensive interdependence
- Reciprocal interdependence
- Sequential interdependence
20
Q
Pooled interdependence
A
group members complete their work independently, then their work is all added together.
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
22
Q
Reciprocal interdependence
A
group members interact with only a limited subset of other members to complete group work
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.
24
Q
Goal interdependence
A
The degree to which team members have a shared goal and align their individual goals with that vision
25
Outcome interdependence
The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.
26
3 ways to distribute outcomes in a group scenario
1. Equal outcomes
2. Individual performance
3. Based on % of salary
27
Team task roles
1. Initiator-contributor
2. Coordinator
3. Orienter (directs discussion)
4. Devil's advocate
5. Energizer (motivator)
6. Procedural-technician (routine tasks)
28
Team building roles
1. Encourager
2. Harmonizer (mediator)
3. Compromiser
4. Gatekeeper-Expediter (encourages participation)
5. Standard setter
6. Follower
29
Team individualistic roles
1. Aggressor
2. Blocker
3. Recognition seeker
4. Self-confessor
5. Slacker
6. Dominator
30
3 personality traits good in teams
1. Agreeableness
2. Conscientious
3. Extraverted
31
Disjunctive tasks
Tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness.
32
Conjunctive tasks
Tasks for which the team’s performance depends on the abilities of the team’s weakest link
33
Additive tasks
Tasks for which the contributions from every member add up to determine team performance.
34
Two perspectives on diversity in relation to team success
1. Value in diversity (diverse ideas/knowledge=good)
2. Similarity attraction (diversity could be counterproductive)
35
Surface level diversity
diversity of observable attributes; race, gender, ethnicity, age
36
Deep level diversity
diversity of attributes that are difficult to observe initially, but can be inferred through experience of one's values or personality
37
Team size
Ideal is 4 or 5
More members=better for management/project teams
38
5 sources of interpersonal power
1. Legitimate power
2. reward power
3. coercive power
4. expert power
5. referent power
39
Legitimate power
organizational power based on position of authority
40
Reward power
organizational power based on the control of resources or benefits
41
Coercive power
organizational power based on the ability to hand out punishment
42
Expert power
personal power based on expertise
43
Referent power
personal power based on attractiveness or charisma of leader
44
4 contingencies impacting a person's power
1. Sustainability
2. Discretion
3. Centrality
4. Visibility
45
Sustainability
Degree to which people have alternatives in accessing the resources a leader controls
46
Discretion
Degree to which managers have the right to make decisions on their own
47
Centrality
How important a person's job is and how many people depend on that person to accomplish their tasks
48
Visibility
How aware others are of a leader and the resources they can provide
49
Most effective influence tactics
1. Rational persuasion
2. Consultation
3. Inspirational appeals
4. Collaboration
50
Moderately effective influence tactics
1. Ingratiation (flattering)
2. Personal appeals
3. apprising (tell/inform)
51
Least effective influence tactics
1. Pressure
2. Coalitions
3. Exchange
52
Responses to influence tactics
1. Internalization (acceptance)
2. Compliance (willing but indifferent)
3. Resistance
53
Organizational politics
individual actions toward the goal of furthering self interests
54
Political skill
ability to understand others and use that knowledge to influence them to further personal or org objectives
55
4 political skills
1. Networking ability
2. Social astuteness (interpret others behavior accurately)
3. Interpersonal influence (you are adaptable socially)
4. Apparent sincerity
56
Characteristics that impact organizational politics
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
Employee reactions to organizational politics
1. Decreased job satisfaction
2. Decreased org commitment
3. Decreased task performance
4. Increased strain
58
5 styles of conflict resolution
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
Distributive bargaining
A negotiation strategy where one person gains and the other loses
60
Integrative bargaining
A negotiation strategy where the outcome is satisfying for both parties
61
Stages of negotiation
1. Preparation
2. Exchanging information
3. bargaining
4. closing and commitment
62
Negotiator biases
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
Mediation
Third party facilitate dispute resolution process although the third party has no authority to dictate a solution
64
Arbitration
Third party determines a binding settlement to a dispute
65
Leader emergence
Perception of being a leader
66
LMX: role taking phase
leader provides employee with job expectations and employee tries to meet them
66
Leader-member exchange theory (LMX)
how leader member relationships develop over time
67
LMX: Role making phase
exchange of opportunities and resources based on follower voicing expectations for the relationship
68
Leader decision making styles
1. Delegative style
2. Facilitative style
3. Consultative style
4. Autocratic style
69
Autocratic style
Leader makes decisions alone without asking for employee input
70
Consultative style
leader presents problem to employees asking for input to solve problem
71
Facilitative style
leader presents problem to employees and seeks consensus on a solution
72
Delegative style
leader gives an individual employee or a group the responsibility for making the decision with some boundary conditions
73
Initiating structure (Day2Day leadership behaviors) Ohio state study
Extent to which the leader defines and structures the roles of employees for goal attainment
74
Consideration (Day2Day leadership behaviors) Ohio state study
the extent to which leaders create job relationships characterized by mutual trust, respect and consideration of employees feelings
75
Difference between Ohio state leadership behavior study and Michigan?
Michigan said you couldn't be good at both task oriented behaviors and relations oriented behaviors
76
Life cycle theory of leadership
The optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit
77
Readiness level correlation to leadership style
High: Delegating
Moderate: participating/Selling (leader is there to explain/help)
Low: Telling (leader provides specific instructions)
78
Transformational leadership
Leader inspires followers to commit to a shared vision that provides meaning for their work, while also serving as a role model.
79
Laissez-faire leadership
hands off, avoids leadership duties
80
Four I's of transformational leadership
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
5 leadership styles (from passive to active & ineffective to effective)
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
Transformational leadership effect on job performance
moderate positive
83
transformational leadership effect on org commitment
strong positive
84
Leadership substitutes
1. Task feedback
2. Group cohesion
3. Training
4. Staff support
5. professionalism
85
Leadership Neutralizers
1. task stability
2. formalization
3. inflexibility
4. spatial distance (separation from leader)
86
Stages of Group Development (Linear progression)
1) Forming
2) Storming
3) Norming
4) Performing
5) Adjourning
