MGMT 310 EXAM 4 Flashcards
When someone works less hard because they are in a team setting is called ___ ___
social loafing
team cohesiveness always leads to high performance TF
F
___ ___ ___ have social and political awareness of the team and build trust and take care of them
superior team leaders
a subordinate goal is a high level goal that takes priority over specific individual or group goals TF
T
shared beliefs about how people should think and behave in a group or team is called ___
norms
___ - A small number of people with complementary skills who are committed to a common purpose, a set of performance goals, and an approach for which they hold themselves mutually accountable
team
___ - A collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements
group
___ ___ - Teams that are physically dispersed and communicate electronically more than face-to-face
virtual teams
___ ___ - Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform. Has the highest level of autonomy
Self-designing teams
Stages of Team Development
forming, storming, norming, and performing
___ - group members lay the ground rules for what types of behavior are acceptable
forming
___ - group members agree on their shared goals, and norms and closer relationships develop
norming
___ - the group channels its energies into performing its tasks
performing
___ - hostility and conflict arise and people jockey for positions of power and status
storming
what type of leaderships is it?
-direct people
-explain decisions
-train individuals
-manage one-on-one
-contain conflict
-react to change
supervisory leadership
what type of leaderships it?
-build trust and inspire teamwork
-facilitate and support team decisions
-expand team capabilities
-create a team identity
-leverage team differences
-anticipate and influence change
team leadership
Team effectiveness is defined by three criteria
-Productive output of the team meets or exceeds standards of quantity and quality.
-Team members realize satisfaction of their personal needs.
-Team members remain committed to working together again
___ ___ - Working less hard and being less productive when in a group
Social loafing
___ ___ ___ - Working harder when in a group than when working alone
Teamwork is motivated by tying rewards to team performance
-Only effective when people are truly interdependent
-If team member rewards are different, then team members should decide them
Social facilitation effect
___ - Shared beliefs about how people should think and behave
Norms
___ refers to how attractive the team is to its members, how motivated members are to remain in the team, and the degree to which team members influence one another
Cohesiveness
Cohesiveness is important because 2 things
-It contributes to member satisfaction
-It has a major impact on performance
_-type conflict – problems and issues related to differences of opinion. Usually good.
C-type conflict (c for cognitive)
_-type conflict – disagreements due to individual or personal issues. Usually bad.
A-type conflict (a for affective)
___ ___ - Higher-level goals taking priority over specific individual or group goals
Superordinate goals
___-___ ___ is a process in which information flows in only one direction—from the sender to the receiver, with no feedback loop
One-way communication
___-___ ___ is a process in which information flows in two directions: receiver provides feedback, and sender is receptive to the feedback
Two-way communication
___: The communication process begins when the source or sender selects words, symbols, pictures and the like, to represent the message that will be delivered to the receiver(s).
Encoding
___: translating the message from its sign format into meaning. It means converting a message into thoughts by translating the received stimuli into an interpreted meaning in order to understand the message communicated.
Decoding
___: interference in the system that blocks perfect understanding. It could be anything that interferes with accurate communication: ringing telephones, thoughts about other things, or simple fatigue or stress
Noise
___ is the process of receiving and interpreting information
Perception
___ is the process of withholding, ignoring, or distorting information
Filtering
___ ___ ___ – some types of media work better for certain tasks than others
Media richness theory
___ is special words or expressions that are used by a particular profession or group and are difficult for others to understand
jargon
___: Movements of the body and face
Kinesics
___: Pitch, rate, tone, volume, and speaking pattern of one’s voice
Paralanguage
Use ___ to improve ___
reflection, listening,
___ is a process by which a person states what he or she believes the other person is saying
Reflection
___ ___: Information that flows from higher to lower levels in the organization’s hierarchy
Downward communication
___ ___: Information that flows from lower to higher levels in the organization’s hierarchy
Upward communication
___ ___: Information shared among people on the same hierarchical level
Horizontal communication
what is management by walking around? ___ ___
Upward Communication
what is the grapevine? ___ ___
-The social network of informal communications
-Provides people with information
-Helps them solve problems
-Teaches them how to do their work successfully
informal communication
An organization in which there are no barriers to information flow is called ___ ___
Boundaryless Organization
___ ___ : The use of rules, regulations, and authority to guide performance
-Great with remote work
Bureaucratic control
___ ___ : Control based on the use of pricing mechanisms and economic information to regulate activities within organizations
-Looking outside an seeing what’s going on
Market control
___ ___ : Control based on the norms, values, shared goals, and trust among group members
-Doesn’t assume interest of org and individuals will divulge
Clan control
The Control Process Four Major Steps:
- Set performance standards
- Measure performance
- Compare & determine
- Take action
___ ___ a standard is the level of expected performance for a goal
Performance Standard
___ ___ ___: A managerial principle stating that control is enhanced by concentrating on the exceptions to or significant deviations from the expected result or standard
Principle of exception
___ ___ is a mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur
feedforward control
a process that managers can use to evaluate how effectively their teams meet the stated goals at the end of a production process is called ___ ___
feedback control
The process of monitoring and adjusting ongoing activities and processes is called ___ ___
concurrent control
___ ___ : An evaluation of the effectiveness and efficiency of various systems within an organization
Management Audits
___ audit
1. Investigates other organizations for possible merger or acquisition.
2. Determines the soundness of a company that will be used as a major supplier.
3. Discovers the strengths and weaknesses of a competitor to maintain or better exploit competitive advantage
External
___ audit
1. Assesses what the company has done for itself
2. What it has done for its customers or other recipients of its goods or services
Internal
___ ___ : The process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences
Budgetary Control
Rigid bureaucratic behavior and tactical behavior are considered to be ___ ___ ___ ___
downsides to bureaucratic control
- Increases accuracy of performance data and makes employees more accountable (uncovers mistakes and threatens people’s job security)
- Control systems can change expertise and power structures
- Control systems can change an organization’s social structure
- Control systems may be seen as an invasion of privacy, lead to lawsuits, and cause low morale
reasons that people have resistance to control
___ ___ - Control system combining four sets of performance measures:
1. Financial
2. Customer
3. Business process
4. Learning and growth
Balanced Scorecard
Market controls involve the use of economic forces—and the pricing mechanisms that accompany them—to regulate performance TF
T
market control can be enacted through prices TF
T
Bureaucratic control and market mechanisms don’t always work because: 3
- Employee’s jobs have changed
- The nature of management has changed
- The employment relationship has changed
___ the methods, processes, systems, and skills used to transform resources into products
OR
The commercialization of science: the systematic application of scientific knowledge to a new product, process, or service
technology
___ is a change in method or technology– a positive, useful departure from previous ways of doing things
innovation
___ ___ is implementing a new or improved production or delivery method
process innovation
___ ___ refers to the creation and introduction of a good or service that is new to the market or an improved version of a previous product
product/service innovation
___ ___ converge together to create new technologies
critical forces
how is benchmarking and environmental scanning ___ methods of deciding to ___ ___ ___
external, adopt new technology
how is ___ and ___ ___ external methods of deciding to adopt new technology
benchmarking, environmental scanning
A process by which a product, service, or business model takes root initially in simple applications at the bottom of a market and then moves “up market,” eventually displacing established competitors is called ___ ___
disruptive innovation
what’s the difference between prospectors, defenders, and analyzers
The analyzer is in between the defender and prospector. They take less risk and make less mistakes than a prospector, but are less committed to stability than defenders. Most firms are analyzers. They are seldom a first mover in an industry, but are often second or third place entrants
The question an organization asks itself about whether to acquire new technology from an outside source or develop it itself is called ___ ___ ___ ___
make-or-buy decision with technology
A person who promotes the idea throughout the organization, searching for support and acceptance is called ___ ___
product champions
An executive who has the status, authority, and financial resources to support the project and protect the product champion is called ___ ___
executive champions
bureaucracy can squelch innovation TF
T
how does job design and HR make innovation possible? 4 things
-Challenging work (it creates flow)
-Supervisory and work group encouragement
-Freedom
-Lack of organizational impediments
individual creativity is a natural gift TF
F
Individual creativity can be developed and improved, but it’s not something you’re born with TF
T
___ ___is a systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organization effectiveness
organizational development
what reasons do people resist change for timing and surprise
timing- the employee might have something else going on at the moment and it’s too much or overwhelming.
surprise- fear of the unknown is common
three stage model of change
unfreezing, moving, refreezing
breaking away from the old way of doing things is called ___
unfreezing
instituting the change is called ___
moving
reinforcing and supporting the new ways
refreezing
what does it mean when you use covert tactics to overcome resistance to change?
deliberate resistance to change, but done in a manner that allows the perpetrators to appear as if they are not resisting
2 concepts for managers to lead change
-creating a guiding coalition
-generating short-term wins
___ ___is change initiated in an organization because it is made necessary by outside forces
reactive change
___ ___ is change that is initiated by an organization because it is desirable to do so.
proactive change
Business as usual concentrates only on serving ___ ___.
articulated needs
Leaders who recreate the game are constantly trying to create new opportunities to satisfy ___ ___.
unarticulated needs
