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Organizational Behaviour 1BA3 > Group Dynamics, Teamwork & Decision-Making - 7 > Flashcards

Group Dynamics, Teamwork & Decision-Making - 7 Flashcards

1
Q

What is a

Group

A

2 or more ppl interacting interdependently to achieve a common goal

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2
Q

2 types of Groups

A

Sequential
Reciprocal

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3
Q

Formal groups

A

Established organizations to facilitate the specific achievement of organizational goals

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4
Q

Informal Groups

A

They emerge natually in response to common interests of the organizational members

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5
Q

Why form groups?

A

Means, Ends, Personal characteristics

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6
Q

What is meant by “Means”

Why form groups?

A

Groups can be an important means to accomplishing a desired outcome

Ex: Why join a union? - Bc it’s a strong voice then 1.
A MEANS to get a stronger voice

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7
Q

What is meant by “Ends”?

A

Groups can be a desirable outcome in itself

Ex: Why join a carpool? - MEANS to saving gas but ENDS in itself b/c carpool itself provides companionship, etc

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8
Q

What is meant by “Personal Characteristics”?

A

We are bringing together different ppl/perspectives that have complementary skills

Potential performance of the group increases as group size increases

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9
Q

General:

Typical Stages of Group Development

A

Groups develop through a series of stages over time
Each stage presents the members w challenges they must master in order to achieve the next stage
Groups can vary in terms of how quickly they walk through these stages

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10
Q

5 Stage Model of Group Development

A

Forming
Storming
Norming
Performing
Adjourning

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11
Q

Punctuated Equilibrium Model

A

A model of group development that describes how groups with deadlines are affected by their first meetings and crucial midpoint transitions

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12
Q

Stages of Punctuated Equilibrium Model

A

Phase 1
Midpoint Transition
Phase 2

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13
Q

What are the most important components leading to effective group structuring?

A

Size
Diversity
Norms/Rules
Roles

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14
Q

Additive Task

Size

A

Group performance is dependent on the sum of the performance of individual group members

Potential performance of group increases as group size increases

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15
Q

Disjunctive Task

Size

A

Group performance is dependent on the performance of the best group member

Potential performance of the group increases as group size increases

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16
Q

Conjunctive Task

A

Group performance is limited by the performance of the poorest member

As group size decreases, potential group performance increases

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17
Q

Equation of Actual Performance

A

Actual Performance = Potential Performance - Process Losses

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18
Q

Potential performance

A

Very best performance

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19
Q

Process Losses

A

Performance difficulties that result from the problems of motivating and coordinating larger groups

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20
Q

Motivating/Coordinating Problems

A
  1. Communication problems
  2. Conflict resolution problems
  3. Stress management problems
  4. Diversity management problems
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21
Q

What’s meant by Diversity of Group Membership

Group Structure

A
  • Diverse groups might take longer to do their forming, storming and norming
  • They sometimes perform better when the task requires cognitive, creativity-demanding tasks and problem solving rather than routine work
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22
Q

Norms & Rules

A

Norms are collective expectations that members of social units have regarding the behaviour of each other
Rules are formal usually stated & defines boundaries of what’s acceptable & expected

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23
Q

What are the norms we find in organizations?

A
  1. Dress Norms (Appearance)
  2. Reward Allocation Norms (Equity, Equality)
  3. Performance Norms (Can be diff between groups)
  4. Social Interaction (Acceptable behaviour)
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24
Q

Roles

A

Positions in a group that have a set of expected behaviours attached to them

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25
Q

Key Issues of Roles

A

Role Ambiguity
Role Conflict
Status Effect

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26
Q

Role Ambiguity

Key Issues of Roles

A

When there is a lack of clarity on the job’s goals or methods

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27
Q

Role Conflict

Key Issues of Roles

A

When group mates are facing incompatible role expectations
You are experiencing dissonance

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28
Q

Status Effects

Key Issues of Roles

A

Status barriers that inhibit the flow of communication

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29
Q

Consequences when we see Role issues

A

Job Disatisfaction, lower organizational commitment, increased stress reactions, increased turnover

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30
Q

Group Cohesiveness

A

The degree to which a group is especially attractive to its members

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31
Q

Factors that increase cohesiveness

A
  1. Threats and Competition
  2. Success
  3. Member Diversity
  4. Size
  5. Toughness of Initiation
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32
Q

What is meant by Threat and Competition

Factors that increase cohesiveness

A

There are winners/losers forcing groups to be more cohesive to win

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33
Q

What is meant by success

Factors that increase cohesiveness

A

Groups become more cohesive when they successfully accomplish an important goal

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34
Q

What is meant by Member Diversity

Factors that increase cohesiveness

A

In less diverse groups cohesiveness can come more quickly
More diverse is difficult but difficult binds you together

35
Q

What is meant by Size

Factors that increase cohesiveness

A

Larger groups; more difficult to be cohesive

36
Q

What is meant by Toughness of Initiation

Factors that increase cohesiveness

A

Groups that are tough to get into tend to be more attractive then ones easy to join
The more difficult it is to get in the group; the more you want to stay in that group

37
Q

Consequences of Cohesiveness

A
  • More participation in group activities
  • More conformity
  • More success
38
Q

Social Loafing

A

The tendency to withhold physical or intellectual effor when performing a group task
Members exert less effort when working in teams than working alone

Social Loafing is an example of a process loss

39
Q

Forms of Social Loafing

A

Free rider effect
Sucker effect

40
Q

Free rider effect

A

When they lower their effort to get a free ride at the expense of others

41
Q

Sucker effect

A

They lower their effort b/c of a feeling of others free riding; therefore they think this will restore equity in the group

42
Q

How to counteract social loafing

A

Make individual performance more visible
Make sure the work is interesting
Increase feelings of indispensability (give them coaching and make them feel need)
Increase performance feedback
Reward group performance

43
Q

Team

A

Teams were originally groups but not all groups become teams
Team is more than a group

44
Q

A group becomes a team when there is:

A
  • Strong sense of shared commitment
  • When there is synergy that develops such that the group’s efforts are greater than the sum of its parts
45
Q

Collective efficacy

A

You see it in a team when ppl believe in each other

46
Q

Team reflexivity

A

Belief in adaptability / circular relationships

47
Q

Types of Teams

A

Process-improvement teams
Self-managed teams
Cross-functional
Virtual Teams

48
Q

Process-improvement teams

A

They are put together to figure out ways of improving product

E.g. Teams to improve efficiency of producing a product/service

49
Q

Self-managed teams

A

Same as autonomy

E.g. Teams w full, reduced or no supervision

50
Q

Cross functional teams

A

Team w people from functional areas of expertise

E.g. Team w ppl from HR, marketing, accounting, etc

51
Q

Virtual Teams

A

Team that spans the globe

52
Q

Factors critical to success of self-managed work teams

A

Task
Group Composition
Support

53
Q

Tasks

Factors critical to success of self-managed work teams

A

Challenge
Complexity
Interdependence (Sequential & Reciprocal)

54
Q

Group Composition

Factors critical to success of self-managed work teams

A

Stability (Trust & understanding)
Size (Keep coordination & loafing to a minimum)
Expertise
Diversity (members need to be similar enough to work together; diverse enough to bring multiple perspectives & skills to group)

55
Q

Support

Factors critical to success of self-managed work teams

A

Training
Reswards (Make sure rewards r tied to team’s accomplishments)
Management (Have to be seen as non-threatening but rather supportive/helpful)

56
Q

Factors critical to success of Cross Functional Teams

A

Composition
Superordinate goals
Physical proximity
Autonomy
Rules and procedures
Leadership

57
Q

Composition

Factors critical to success of Cross Functional Teams

A

Making sure when you form ur team you get the right ppl

58
Q

Superordinate goals

Factors critical to success of Cross Functional Teams

A

Outcomes that can only be achieved through collaboration

59
Q

Physical proximity

Factors critical to success of Cross Functional Teams

A

Notion of closeness

60
Q

Autonomy

Factors critical to success of Cross Functional Teams

A

How much decision making power r we giving functional areas of expertise

61
Q

Rules and procedures

Factors critical to success of Cross Functional Teams

A

Having basic decisions and framework to decrease conflict due to differences

62
Q

Leadership

Factors critical to success of Cross Functional Teams

A

Do we have good team leaders in place that have both ppl & tasks skills

63
Q

Advantages of Virtual Teams

A

Around the clock (team never stops)
Reduced travel cost/time (No need to get to office)
Larger talent pool (No need for relocation)

64
Q

Challenges of Virtual Teams

A

Trust (harder to build)
Miscommunication
Isolation
Management issues

65
Q

Lessons of Virtual Teams

A

Recruitment
Training
Personalization
Leadership

66
Q

Why use groups in decision making?

A
  1. Decision quality
  2. Decision acceptance and commitment
  3. Diffusion of responsibility
67
Q

Decision quality

Why use groups in decision making?

A

Groups or teams can make higher quality decisions then individuals
They generage more ideas & evaluate better

68
Q

Diffusion of responsibility

Why use groups in decision making?

A

Ability of members to share the burden of the negative consequences of a poor decision
(can be good or bad)

69
Q

Disadvantages of Group Decision Making

A
  1. Time
  2. Conflict
  3. Domination
  4. Groupthink
70
Q

Time

Disadvantages of Group Decision Making

A
  • Not quick or efficient as individuals
  • Process losses can arise bc of the time its taking/debating/arguing/co-ordination issue
  • Group size increase; time becomes more of a problem bc more has to be looked at
71
Q

Conflict

Disadvantages of Group Decision Making

A

Political wrangling : when you have multiple group members; increase conflict; conflict over difference of opinion; conflict bc u cant find zone of agreement

72
Q

Domination

Disadvantages of Group Decision Making

A
  • When meetings are dominated by individual or small coalition
  • If there is a dominant voice / decision maker, you might have a problem
73
Q

Group think

Disadvantages of Group Decision Making

A

When group becomes too cohesive, then it’s passed the pt of productivity; squashes creativity

74
Q

Why does Groupthink develop?

A
  • Cohesivenes
  • Concern for approval (want other members to like them)
  • Isolation of the group (get person isolated, then brainwash; cult like behaviour)
75
Q

Symptoms of groupthink

A
  • Unfavourable stereotypes of outsiders (members criticise other ppl on the outside)
  • Pressure for conformity
  • Self-censorship (You avoid voicing opinions to the group)
76
Q

Approaches to Improving Decision-Making

A
  1. Devil’s advocate
  2. Whistle blowing
  3. Encouraging outliers/earning idiosyncratic credits
  4. Disruptors
77
Q

How to improve decision making

A

Stimulate and manage controversy

78
Q

How do groups handle risk?

A

Risky Shift
Conservative Shift

79
Q

Risky Shift

How do groups handle risk?

A

The tendency for groups to make riskier decisions than the average risk initially advocated by their individual members

Diffusion of responsibility for a bad decision encourages the group to take greater chances/risk

80
Q

Conservative Shift

How do groups handle risk?

A

The tendency for groups to make less risky decisions than the average risk initially advocated by their individual members

Why does it happen?: We become (in a group) more cautious when members are doing checks on each other

81
Q

Contemporary Approaches to Improving Decision Making

A
  1. Evidence-Based Management
  2. Crowdsourcing
  3. Analytics and Big Data
82
Q

Evidence Based Management

Contemporary Approaches to Improving Decision Making

A

Making decisions through explicit use of evidence from multiple sources

83
Q

Crowdsourcing

Contemporary Approaches to Improving Decision Making

A

Outsourcing aspects of a decision process to a large collection of ppl

84
Q

Analytics & Big Data

Contemporary Approaches to Improving Decision Making

A

Finding meaningful patterns in large data sets
DESIGN THINKING - methodology: How do we take data sets and make intelligent decisions

Organizational Behaviour 1BA3 (7 decks)

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