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BU288- Organizational Behaviour > Midterm 2 > Flashcards

Midterm 2 Flashcards

1
Q

What is a group

A

2 or more people interacting interdependently to achieve a common goal
“teams”
Group members rely on each other to accomplish goals

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2
Q

What is the group development stage model

A

forming, storming, norming, performing, adjourning
FSNPA
“For Sure Not Performing Acrobatics”

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3
Q

What does forming mean in the group development stage model

A

testing the waters, peoples personalities, purpose

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4
Q

What does storming mean in the group development stage model

A

sorting roles/ responsibilities

conflict is most likely to emerge here

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5
Q

What does norming mean in the group development stage model

A

norms are agreed to, group becomes cohesive, conflicts resolved

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6
Q

What does performing mean in the group development stage model

A

achievement, creativity

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7
Q

What does adjourning mean in the group development stage model

A

group disbands, evaluation of success

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8
Q

what are additive tasks and what type of group is best for it

A

where sum total matters, performance is dependent from contributions from each member, therefore bigger groups better

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9
Q

what are disjunctive tasks and what type of group is best for it

A

best contributor matters

ex. trivia- someone w right answer is all that matters, therefore bigger group is best

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10
Q

what are conjunctive tasks and what type of group is best for it

A

worst contributor matters, performance is based on weakest member, therefore small group is best

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11
Q

What is process loss

A

where an individual has outperformed the group, failure to recognize true expertise or conflict avoidance

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12
Q

What happens to performance when group size gets bigger

A

actual performance increases with size up to a point and then falls off
motivation and coordination becomes more difficult
less participation

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13
Q

What are the differences between surface (homogenous) group diversity and deep (heterogeneous) group diversity

A

Homogenous: less conflict, faster team development, performs better on cooperative tasks, better coordination
Heterogeneous: more conflict, longer team development, performs better on complex problems, more creative

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14
Q

What are factors influencing group cohesiveness

A 
threat/ competition
success
group size
member diversity
toughness of initiation
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15
Q

what are the consequences of cohesiveness and what even is cohesiveness

A

consequences: participation in group activities, conformity, success
cohesiveness: the degree to which a group is attractive to its members

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16
Q

What is social loafing

A

the tendency for people to exert less effort when performing a group task than working alone

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17
Q

what is the free rider effect in social loafing

A

people lower their effort to get a free ride at the expense of their group members

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18
Q

what is the sucker effect in social loafing

A

people lower their effort because of the feeling that others are free riding (trying to restore equity in the group)

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19
Q

how to get rid of social loafing

A

make individuals accountable
make work interesting/ meaningful
increase performance feedback

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20
Q

What is self regulation

A

adapting ones behaviours, emotions, and cognitions to meet a goal
self control, emotion regulation, grit, impulse control

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21
Q

what is grit

A

passion and sustained persistence applied toward long-term goals

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22
Q

what is motivation

A

the extent to which persistent effort is directed toward a goal

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23
Q

what are the 2 motivation theories

A

content theories- focus on the NEEDS that must be met in order to motivate individuals
Process theories- focus on the underlying processes involved in motivating employees

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24
Q

what are the 4 theories in content theories

A

maslows theory
alderfers ERG theory
McClellands theory
self determination theory

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25
Q

what are the 3 process theories

A

expectancy theory
equity theory
goal setting theory

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26
Q

content theory: What is Maslow’s hierarchy of needs

A

bottom to top: physiological, safety, love, esteem, self actualization (a persons motivation to reach their full potential

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27
Q

content theory: what is McClellands Motivational Needs

A

the need for power
the need for affiliation
the need for achievement

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28
Q

content theory: what is self- determination theory

A

2 types of motivation: intrinsic and extrinsic

3 basic psychological needs: competence, relatedness, autonomy

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29
Q

what is intrinsic motivation

A

internal drives that motivate us to behave in certain ways, including our core values, interest and personal sense of morality

30
Q

what is extrinsic motivation

A

a drive to behave in certain ways that comes from external sources and results in external rewards

31
Q

what are the 3 basic psychological needs in self determination theory

A

competence; need to be effective in dealing with environment
autonomy; need to control the course of their lives
relatedness;need to have a close, affectionate relationship with others
-if all achieved; become self- determined and intrinsically motivated

32
Q

process theories; what is goal setting theory

A

goals are motivational when they are specific, challenging, accepting, and feedback is provided

33
Q

what are 2 principles of goal setting

A

higher goals are good; lead to greater effort

specific goals are good; specific and difficult goals are better than vague

34
Q

process theory: what is equity theory

A

motivation stems from a comparison between the inputs one invests in a job and the outcomes one receives in comparison with the inputs and outcomes of another person

35
Q

process theory: what is expectancy theory

A

motivation is determined by the outcomes people expect to occur as the result of their actions on the job
expectancy on effort put in, instrumentality on how you perform (1st level outcome) and valence (will the outcome be satisfying)

36
Q

what is the rational decision making process

A 
identify problem
search for relevant information
develop alternative solutions to the problem
evaluate alternative solutions
choose best solution
implement chosen solution
monitor and evaluate chosen solution
37
Q

what is perfect rationality in the rational decision making process

A

completely informed
completely logical
based on economic gain

38
Q

what is bounded rationality

A

relies on limited information
reflects time constraints
political considerations

39
Q

what is confirmation bias

A

seek out information that conforms to ones definition of, or solution to, the problem

40
Q

what is escalation of commitment

A

continuing to pursue a failing course of action because of sunk costs

41
Q

decision making bias: what is framing

A

framing refers to the manner in which objectively equivalent alternatives are presented

42
Q

in a loss frame we are risk

A

seeking

43
Q

in a gain frame we are risk

A

averse

44
Q

decision making bias: what is overconfidence

A

don’t accurately perceive risk, willing to take risk

45
Q

what is anchoring

A

the inadequate judgement of subsequent estimates from an initial estimate that serves as an anchor
people do not adjust their estimates properly bc they are overly influenced by the anchor

46
Q

where is the anchoring effect in the rational decision making process

A

in the develop alternative solutions to the problem step

47
Q

what are sunk costs

A

permanent losses of resources incurred as the result of a decision
tendency to invest additional resources in an apparently failing course of action

48
Q

how to avoid escalation of commitment

A

actively seek disconfirming information about a chosen alternative, reframe losses as gains to prevent risk- seeking, dont consider expended resources when making decisions

49
Q

why do people conform

A

to be right and to be liked

50
Q

what is group polarization

A

group discussion polarizes or exaggerates the initial position of the group
if people already favour, they will favour more, if people are against, they will be against even more

51
Q

if your group was on the risky side to begin with, what does group polarization do

A

make riskier decisions as a group

52
Q

what is groupthink

A

the capacity for group pressure to damage the mental efficiency, reality testing and moral judgement of decision making groups

53
Q

what are the causes of groupthink

A

group cohesiveness
concern for approval
isolation of the group
promotion of decision by leader

54
Q

some symptoms of group think

A

illusion of unanimity; must be me that thinks this way
mindguards; protect the group from anything that can change their decision
stereotyping; groups think they are superior to other groups, ignore information coming from other groups

55
Q

ways to avoid groupthink

A

devils advocate
objective leaders (dont state preference first)
norms that encourage dissent and communication

56
Q

What is negotiation

A

a decision making process among interdependent parties who do not share identical preferences

57
Q

3 characteristics of negotiation

A

parties engage in communication to divide and exchange resources
parties make offers and counteroffers until an agreement is reached
parties have incomplete knowledge about each other’s interests

58
Q

How do you negotiate

A

-assess personal goals, consider other’s goals, develop strategy
-identify target and resistance points
Target: what one would like to achieve
resistance: lowest outcome acceptable
-Identify BATNA

59
Q

What is the settlement range in negotiation

A

where both parties get an acceptable outcome

-in between partys resistance point to others resistance point

60
Q

What is BATNA

A

best alternative to a negotiated agreement

  • the better the BATNA, the more power you have
  • lets you know whether or not you should accept an offer
  • try to figure out the other party’s BATNA
61
Q

what is considered a successful negotiation

A

one where both parties walk away with a good deal (the deal falls within the settlement range, which is determine by each party’s target and resistance points)

62
Q

Why is planning for negotiation important

A

it will tell you when to walk away from the table and when an agreement is acceptable

63
Q

What is distributive negotiation

A

Win-lose negotiation
“your (my) gain is my (your) loss”
fixed amount of resources (fixed pie) to be divided

64
Q

What is integrative negotiation

A

win-win
each party has different priorities so they can both get what they want
-problem solving can create mutually beneficial outcomes (expand the pie)

65
Q

what is distributive, integrative and compatible negotiation issues

A

distributive- win/ lose
integrative- win/ win
compatible- both parties want the same thing

66
Q

what are distributive negotiation tactics

A

tactics that help you claim value for yourself

-threats/ promises, firmness, persuasion

67
Q

what are integrative negotiation tactics

A

tactics that help you create value

  • exchange info.
  • frame differences as opportunities
  • cut costs
  • expand the pie (bring more offers to the table)
  • find superordinate goals (ideals that both sides want that can only be achieved through collab.)
68
Q

What is the first common mistake in negotiation

A

irrational escalation of commitment

-continuing a previously chosen course of action beyond what a rational analysis would recommend

69
Q

what is the second common mistake in negotiation

A

belief in the mythical fixed pie

-negotiators assume that the party’s interests are directly opposed to each other

70
Q

what is the third common mistake in negotiation

A

an anchor is a standard against which future adjustments are measured, but often the choice of an anchor is based on faulty or incomplete information

71
Q

What is job scope breadth and depth

A

breadth: number of different activities performed
depth: degree of discretion or control over how tasks are performed

BU288- Organizational Behaviour (2 decks)

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