Human Behavior 2102 MODULE 7

Question 1

is defined as two or more individuals, interacting and interdependent, who have come together to achieve
particular objectives (Robbins and Judge). Groups can be either formal or informal.

Answer 1

A group

Question 2

those defined by the organization’s structure, with designated work assignments.

Answer 2

Formal groups

Question 3

– a relatively permanent, formal group composed of individuals who report directly to a manager

Answer 3

Command group

Question 4

collections of employees from the same level in the organization who meet regularly to share
information, discuss opportunities, and solve problems.

Answer 4

Affinity groups

Question 5

people working together to complete a job task

Answer 5

Task Group/Force

Question 6

–a group that is established by its members (Griffin, et al). It is neither formally structure nor
organizationally determined. These are natural formations in the workplace in response to the need for social contacts.

Answer 6

Informal group

Question 7

– people working together to attain a specific objective with which each is concerned. Workers seek
to achieve a common goal based on their membership in the organization. Employees band together to improve
working conditions, to support a peer—formation of a united body to further their common interests.

Answer 7

Interest Group

Question 8

people brought together because they share one or more common characteristics; made up of employees who enjoy each other’s company.

Answer 8

Friendship Group

Question 9

is a perspective that considers when and why individuals consider themselves members of groups.

Answer 9

Social identity theory

Question 10

occurs when we see members of our group as better than other people and people not in our group as all the same.

Answer 10

Ingroup favoritism

Question 11

which can mean everyone outside the group but usually an identified other group. There is often animosity between them

Answer 11

outgroup

Question 12

which is similar to stereotype threat.

Answer 12

social identity threat

Question 13

members get to know one another by sharing information about themselves

Answer 13

Forming stage

Question 14

– members accept one another; discuss their feelings and opinions, which can cause conflict. The members begin to see themselves as part of a team and develop norms of behavior during this stage.

Answer 14

Storming stage

Question 15

Close relationships develop and the group demonstrates cohesiveness. Members perform their assigned tasks, cooperate and help one another to accomplish goals. There is strong sense of identity and camaraderie.

Answer 15

Norming stage

Question 16

– the group is fully functional. The group works effectively toward accomplishing its goals. For permanent work groups, this is the last stage in group development.

Answer 16

Performing stage

Question 17

a set of expected behavior patterns attributed to someone occupying a given position in a social unit. We are required to play diverse roles, on and off our jobs.

Answer 17

Role

Question 18

certain attitudes and behaviors consistent with a role.

Answer 18

Role identity

Question 19

our view of how we are supposed to act in a given situation. This is based on an interpretation of how we believe we are supposed to behave, we engage in certain types of behavior.

Answer 19

Role perception

Question 20

– the way others believe you should act in a given situation. How you behave is determined to
a large extent by the role defined in the context in which you are acting.

Answer 20

Role expectations

Question 21

a situation in which an individual is confronted by divergent role expectations. It exists when an individual finds that compliance with one role requirement may make it difficult to comply with another

Answer 21

Role conflict

Question 22

when the expectations of different, separate groups are in opposition.

Answer 22

interrole conflict

Question 23

are standards of behavior against which the appropriateness of a behavior is judged

Answer 23

Norms

Question 24

is the adjustment of one’s behavior to align with the norms of the group. As a member of a group,
you desire acceptance by the group. This will make you susceptible to conforming to group norms

Answer 24

Conformity

Question 25

in which a person would like to be a member, and group members are significant to him

Answer 25

reference group

Question 26

refers to voluntary behavior that violates significant organizational norms and harmful to the firm and/or its members, exist in organizations. Someone who ordinarily wouldn’t engage in deviant behavior might be more likely to do so when working in a group.

Answer 26

Deviant workplace behavior

Question 27

– is a socially defined position or rank given to groups or group members by others.

Answer 27

Status

Question 28

differences in status characteristics create status hierarchy within
groups

Answer 28

Status characteristics theory

Question 29

—a dozen or more members—are good for gaining diverse input.

Answer 29

Large groups

Question 30

—seven members—are better at doing something productive. Individuals perform better in
smaller groups than in larger ones.

Answer 30

Small groups

Question 31

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

Answer 31

Social loafing

Question 32

– the degree to which group members are attracted to each other and are motivated to
stay in the group. Cohesiveness is important because it has been found to be related to group’s productivity.

Answer 32

cohesiveness

Question 33

the extent to which members of a group are similar to, or different from, one another.

Answer 33

Diversity

Question 34

perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race,
age, work experience and education

Answer 34

faultlines

Question 35

is related to norms. It describes situations in which groups group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. Groupthink is a disease that attacks many groups and can dramatically hinder their performance.

Answer 35

Group think

Question 36

a change between a group’s decision and an individual decision that a member within the group
would make; the shift can be toward either conservatism or greater risk. More often, groups tend toward a more extreme version or greater risky shift than the group’s original position.

Answer 36

Groupshift

Question 37

– typical groups in which members interact with each face-to-ace.

Answer 37

Interacting groups

Question 38

– an idea generation process that specifically encourages any and all alternative while withholding any criticism of those alternatives. In brainstorming session, the leader states the problem while members suggest as many alternatives as they can. No criticism is allowed. One idea stimulates others, and group members are
encouraged to “think the unusual.”

Answer 38

Brainstorming

Question 39

– a group decision-making method in which individual members meet face-to-face
to pool their judgments in a systematic but independent fashion. This technique restricts discussion or
interpersonal communication during the decision making process

Answer 39

nominal group technique

Question 40

is defined as an interdependent collection of at least two individuals who share a common goal and share
accountability for the team’s as well as their own outcomes

Answer 40

A team

Question 41

is a group that interacts primarily to share information and to make decisions to help group
member perform within his or her area of responsibility.

Answer 41

work group

Question 42

is a group whose individual efforts result in performance that is greater than the sum of the individual
inputs.

Answer 42

work team

Question 43

members come from the same department or functional areas.

Answer 43

Functional teams

Question 44

– members come from different departments or functional areas.

Answer 44

Cross-functional teams

Question 45

created to solve problems and make improvements

Answer 45

Problem-solving teams

Question 46

help develop firm’s direction, important to have diversity in it to avoid group think

Answer 46

Top Management teams

Question 47

members are empowered to complete some given work

Answer 47

Self-managed Teams

Question 48

members are from different of cultures

Answer 48

Cross-cultural Teams

Question 49

teams of physically dispersed members who communicate using telecommunications and
information technologies in order to achieve a common goal

Answer 49

Virtual teams

Question 50

teams who create new products

Answer 50

Research & Development Teams

Question 51

– the support the group receives from the organization.

Answer 51

Adequate resources

Question 52

they should agree on who is to do what and ensure that all members contribute
equally in sharing the work load.

Answer 52

Leadership and structure

Question 53

members of effective teams trust each, and also exhibit trust in their leaders.

Answer 53

Climate of trust

Question 54

management should consider group-based appraisals, profitsharing, gainsharing, small-group incentives, and others that reinforce team effort and commitment.

Answer 54

Performance evaluation and reward systems

Question 55

a team must have (1) technical expertise, (2) problem-solving and decision-making skills,
and (3) interpersonal skills

Answer 55

Abilities of members

Question 56

Recent studies suggested that openness, agreeableness, and conscientiousness, the three of the Big Five traits are important for team effectiveness.

Answer 56

Personality of members

Question 57

– teams have different needs, and people should be selected for a team to ensure that all the various roles are filled.

Answer 57

Allocation of roles

Question 58

There are nine potential team roles:
1. coordinates and integrates
2. initiates creative ideas
3. champions ideas after they’re initiated
4. offers insightful analysis of options
5. provides structure
6. provides direction and follow-through
7. examines details and enforces rules
8. – fights external battles
9. – encourages the search for more information

Answer 58

1. linker
2. creator
3. promoter
4. assessor
5. organizer
6. producer
7. controller
8. maintainer
9. adviser

Question 59

Meta-analytic reviews of research literature shows that demographic diversity is not related to team’s overall performance. Diversity in function and expertise are positively related to group performance, but these effects are quite small and depend on the situation.

Answer 59

Diversity of members

Question 60

Research indicate that diversity created by national differences interfere with team
processes, at least in the short term. Cultural diversity in teams is advantageous for tasks that call for a variety of
viewpoints, but will cause more difficulty in learning to work with each other and solving problems.

Answer 60

Cultural differences

Question 61

Most experts agree that keeping teams small is a key to improving group effectiveness.

Answer 61

Size of teams

Question 62

individual preferences, abilities, personalities, and skills should be considered.

Answer 62

Member preferences

Question 63

effective teams have a common plan and purpose that provides direction, momentum, and commitment for members. This purpose is a vision, or master plan.

Answer 63

Common plan and purpose

Question 64

common purpose are translated into specific, measurable, and realistic performance goals

Answer 64

Specific goals

Question 65

– effective teams have confidence in themselves

Answer 65

Team efficacy

Question 66

when people connect emotionally with the groups they’re in, they are more likely to invest in their relationship with those groups. It’s the same with teams.

Answer 66

Team identity

Question 67

– members are emotionally attached to one another and motivated toward the team.

Answer 67

Team cohesion

Question 68

effective team have accurate and common mental models—knowledge and beliefs (a
“psychological map”) about how the work gets done.

Answer 68

Mental models

Question 69

conflict on a team isn’t bad. Conflict can improve team effectiveness except relationship conflicts

Answer 69

Conflict levels

Question 70

the fact individuals can hide inside a group, they can engage in social loading and coast on the
group’s effort because their individual contributions can’t be identified.

Answer 70

Social loafing

Question 71

• When hiring team members, ensure that candidates can fulfill their team roles as well as
  technical requirements.

Answer 71

Hire team players

Question 72

People can be trained to become team players. Training specialists conduct exercises that allow employees to experience the satisfaction that teamwork can provide.

Answer 72

Train to create team players

Question 73

Reward systems should be designed to encourage cooperative efforts rather than
competitive ones. Promotions, pay raises, and other forms of recognition should be given to individuals who work effectively as collaborative team members.

Answer 73

Reward good team players.