Group Development

Question 1

Group

Answer 1

two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

Question 2

Formal

Answer 2

defined by Organizational Structure

Question 3

Informal

Answer 3

alliances that are neither formally structured nor organizationally determined

Question 4

Social Identity theory

Answer 4

proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group

Question 5

Role

Answer 5

A set of expected behavior patterns attributed to someone occupying a given position in a social unit.

Question 6

Norms

Answer 6

Acceptable standards of behavior within a group that are shared by the group’s members

Question 7

Status

Answer 7

A socially defined position or rank given to groups or group members by others.

Question 8

social loafing

Answer 8

The tendency for individuals to expend less effort when working collectively than when working individually.

Question 9

Cohesiveness

Answer 9

The degree to which group members are attracted to each other and are motivated to stay in the group.

Question 10

Groupthink

Answer 10

a phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action

Question 11

Groupshift

Answer 11

a change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk

Question 12

5 stage model of Group Development

Tuckman’s Stages of Group Development

Answer 12

1. Forming
2. Storming – tends to have the confliction
3. Norming – figure things out and appreciate others
4. Performing - working
5. Adjourning - all done; wrap up

Question 13

Role Perception

Answer 13

An individual’s view of how he or she is supposed to act in a given situation.

Question 14

Role Expectations

Answer 14

How others believe a person should act in a given situation.

Question 15

Role Conflict

Answer 15

A situation in which an individual is confronted by divergent role expectations.

Question 16

Conflict

Answer 16

A process that begins when one party perceives that another party has negatively affected or is about to negatively affect something that the first party cares about.

Theories of Conflict
1. Traditional- black and white; no conflict is good
2. Interactionist- opposite of Traditional; sometimes initiate conflict; keep people on the razor edge and tension
3. Resolution Focused- Goldilocks managed view conflict. Set a process to have conflict but have a resolution

Functional - good type of conflict

Dysfunctional - bad type of conflict

Question 17

Conflict Process

Answer 17

1. Potential opposition or incompatibility – condition occurred that activated conflict
2. Cognition and personalization – perceived or felt conflict
3. Intentions- Business class principles went over this (competing, collaborating,
   compromising, avoiding, accommodating)
4. Behavior- conflict action resolution – party behavior and others reaction
5. Outcomes – increased or decreased group performance

Question 18

Three types of Conflict

Answer 18

Task conflict : Conflict over content and goals of the work.

Relationship conflict: Conflict based on interpersonal relationships.

Process conflict: Conflict over how work gets done.

Question 19

Problem solving

Answer 19

Meeting face to face for the purpose of identifying the problem and resolving it through open discussion.

Question 20

Superordinate goals

Answer 20

Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties

Question 21

Expansion of resources

Answer 21

Expanding the supply of a scarce resource (for example, money, promotion, opportunities, office space).

Question 22

Avoidance

Answer 22

Withdrawing from or suppressing the conflict.

Question 23

Smoothing

Answer 23

Playing down differences while emphasizing common interests between the conflicting parties.

Question 24

Compromise

Answer 24

Having each party to the conflict give up something of value.

Question 25

Authoritative command

Answer 25

Letting management uses its its formal authority to resolve the conflict and then communicating. its desires to the parties involved

Question 26

Altering the human variable

Answer 26

Using behavioral change techniques such as human relations training to alter attitudes and behaviors that cause conflict

Question 27

Altering the structural variables

Answer 27

Changing the format organization structure and the interaction patterns of conflicting parties through job redesgn, transfers, creation of coordinating positions, and the like

Question 28

Bringing in outsiders

Answer 28

Adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members

Question 29

Appointing a devil’s advocate

Answer 29

Designating a critic to purposely argue against the majority positions held by the group.

Question 30

Restructuring the organization

Answer 30

Adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members.