Final Exam Pt.1 Flashcards
Team vs Group
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.
Work Team purpose & activities
produce goods/services
work team life span
long
work team level of member involvement
high
management team purpose and activities
integrate activities of subunits across business functions
management team life span
long
management team level of member involvement
moderate
parallel team purpose and activities
provide recommendations and resolve issues
parallel team life span
varies
parallel team level of member involvement
low
project team purpose and activities
produce a one time output (design, plan, etc.)
project team life span
varies
project team level of member involvement
varies
action team purpose and activities
perform complex tasks that vary in duration and take place in highly visible or challenging circumstances
Virtual teams definition
team where members are geographically dispersed, and interdependent activity occurs through email, web conferencing, instant message
stages of group development
- Forming and pattern creation (members make assumptions and establish pattern of behavior for first half of project life)
- inertia
- Punctuated Equilibrium
- Process revision
- inertia
Punctuated equilibrium
not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time
task interdependence
The degree to which team members interact with and rely on other members to accomplish work for the team
4 types of task interdependence
- Pooled interdependence
- Comprehensive interdependence
- Reciprocal interdependence
- Sequential interdependence
Pooled interdependence
group members complete their work independently, then their work is all added together.
Sequential interdependence
Group members perform different tasks in a prescribed sequence and members depend on only the member who comes before them in the sequence
Reciprocal interdependence
group members interact with only a limited subset of other members to complete group work
Comprehensive interdependence
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.
Goal interdependence
The degree to which team members have a shared goal and align their individual goals with that vision
Outcome interdependence
The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.
3 ways to distribute outcomes in a group scenario
- Equal outcomes
- Individual performance
- Based on % of salary
Team task roles
- Initiator-contributor
- Coordinator
- Orienter (directs discussion)
- Devil’s advocate
- Energizer (motivator)
- Procedural-technician (routine tasks)
Team building roles
- Encourager
- Harmonizer (mediator)
- Compromiser
- Gatekeeper-Expediter (encourages participation)
- Standard setter
- Follower
Team individualistic roles
- Aggressor
- Blocker
- Recognition seeker
- Self-confessor
- Slacker
- Dominator
3 personality traits good in teams
- Agreeableness
- Conscientious
- Extraverted
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.
Conjunctive tasks
Tasks for which the team’s performance depends on the abilities of the team’s weakest link
Additive tasks
Tasks for which the contributions from every member add up to determine team performance.
Two perspectives on diversity in relation to team success
- Value in diversity (diverse ideas/knowledge=good)
- Similarity attraction (diversity could be counterproductive)
Surface level diversity
diversity of observable attributes; race, gender, ethnicity, age
Deep level diversity
diversity of attributes that are difficult to observe initially, but can be inferred through experience of one’s values or personality
Team size
Ideal is 4 or 5
More members=better for management/project teams
5 sources of interpersonal power
- Legitimate power
- reward power
- coercive power
- expert power
- referent power
Legitimate power
organizational power based on position of authority
Reward power
organizational power based on the control of resources or benefits
Coercive power
organizational power based on the ability to hand out punishment
Expert power
personal power based on expertise
Referent power
personal power based on attractiveness or charisma of leader
4 contingencies impacting a person’s power
- Sustainability
- Discretion
- Centrality
- Visibility
Sustainability
Degree to which people have alternatives in accessing the resources a leader controls
Discretion
Degree to which managers have the right to make decisions on their own
Centrality
How important a person’s job is and how many people depend on that person to accomplish their tasks
Visibility
How aware others are of a leader and the resources they can provide
Most effective influence tactics
- Rational persuasion
- Consultation
- Inspirational appeals
- Collaboration
Moderately effective influence tactics
- Ingratiation (flattering)
- Personal appeals
- apprising (tell/inform)
Least effective influence tactics
- Pressure
- Coalitions
- Exchange
Responses to influence tactics
- Internalization (acceptance)
- Compliance (willing but indifferent)
- Resistance
Organizational politics
individual actions toward the goal of furthering self interests
Political skill
ability to understand others and use that knowledge to influence them to further personal or org objectives
4 political skills
- Networking ability
- Social astuteness (interpret others behavior accurately)
- Interpersonal influence (you are adaptable socially)
- Apparent sincerity
Characteristics that impact organizational politics
- Need for power (personal)
- Machiavellianism (cunning/scheming personal)
- Lack of participation in decision making (org)
- Limited or changing resources (org)
- Ambiguity in roles (org)
- High performance pressure (org)
- Unclear performance evals (org)
Employee reactions to organizational politics
- Decreased job satisfaction
- Decreased org commitment
- Decreased task performance
- Increased strain
5 styles of conflict resolution
- Competing (my goals over your results)
- Collaborating (work together to maximize outcomes)
- Avoiding (one party stays neutral or postpone conflict)
- Accommodating (I give in to you and let you do whatever you want)
- Compromise (give and take)
Distributive bargaining
A negotiation strategy where one person gains and the other loses
Integrative bargaining
A negotiation strategy where the outcome is satisfying for both parties
Stages of negotiation
- Preparation
- Exchanging information
- bargaining
- closing and commitment
Negotiator biases
- distributive approach (one party thinks they have more power, demand more concede less)
- Integrative approach (equal in power)
- positive emotions lead to agreeing to quickly
- negative emotions lower judgement accuracy
Mediation
Third party facilitate dispute resolution process although the third party has no authority to dictate a solution
Arbitration
Third party determines a binding settlement to a dispute
Leader emergence
Perception of being a leader
LMX: role taking phase
leader provides employee with job expectations and employee tries to meet them
Leader-member exchange theory (LMX)
how leader member relationships develop over time
LMX: Role making phase
exchange of opportunities and resources based on follower voicing expectations for the relationship
Leader decision making styles
- Delegative style
- Facilitative style
- Consultative style
- Autocratic style
Autocratic style
Leader makes decisions alone without asking for employee input
Consultative style
leader presents problem to employees asking for input to solve problem
Facilitative style
leader presents problem to employees and seeks consensus on a solution
Delegative style
leader gives an individual employee or a group the responsibility for making the decision with some boundary conditions
Initiating structure (Day2Day leadership behaviors) Ohio state study
Extent to which the leader defines and structures the roles of employees for goal attainment
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
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
Life cycle theory of leadership
The optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit
Readiness level correlation to leadership style
High: Delegating
Moderate: participating/Selling (leader is there to explain/help)
Low: Telling (leader provides specific instructions)
Transformational leadership
Leader inspires followers to commit to a shared vision that provides meaning for their work, while also serving as a role model.
Laissez-faire leadership
hands off, avoids leadership duties
Four I’s of transformational leadership
- Idealized influence: earn the trust/respect of followers who now want to emulate you
- Inspirational motivation: Behaviors foster an enthusiasm/commitment to a shared vision
- intellectual stimulation: behaviors change followers to be innovative/creative
- Individualized consideration: behaviors help followers achieve their potential through mentoring
5 leadership styles (from passive to active & ineffective to effective)
- Laissez-Faire
- Transactional: passive management by exception (leader waits for errors to correct)
- Transactional: active management by exception (leader arranges to monitor errors and correct them when required)
- Transactional: contingent reward (leader attains follower agreement on solutions using rewards in exchange for adequate performance)
- Transformational
Transformational leadership effect on job performance
moderate positive
transformational leadership effect on org commitment
strong positive
Leadership substitutes
- Task feedback
- Group cohesion
- Training
- Staff support
- professionalism
Leadership Neutralizers
- task stability
- formalization
- inflexibility
- spatial distance (separation from leader)
Stages of Group Development (Linear progression)
1) Forming
2) Storming
3) Norming
4) Performing
5) Adjourning
