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Organizational Behavior > Test 3 > Flashcards

Test 3 Flashcards

1
Q

What is team composition?

A

the mix of people who make up the team

  • what makes up the team determines how successful it is
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2
Q

What are the 5 aspects of team composition?

A
  • member roles
  • member ability
  • member personality
  • team diversity
  • team size
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3
Q

What is member ability?
(one of the 5 aspects of team compensation)

A

how smart and able all the team members are in a group
- concerns disjunctive, conjunctive, and additive tasks

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4
Q

What are disjunctive tasks?
(part of member ability)

A

tasks that depend on the member with the highest ability

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5
Q

What are conjunctive tasks?
(part of member ability)

A

tasks that depend on the member with the lowest ability
- ex) tug of war

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6
Q

What are additive tasks?
(part of member ability)

A

tasks that depend on the effort of all members

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7
Q

What is member personality?
(one of the 5 aspects of team compensation)

A

there are three traits especially critical in teams
- agreeableness
- conscientiousness
- extraversion

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8
Q

What are team member task roles?
(one of the 5 aspects of team compensation)

A

characteristic that determines team effectiveness
- positive for the team

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9
Q

examples of task roles…

A
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10
Q

initiator-contributor
(task role)

A

proposes new ideas

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11
Q

coordinator
(task role)

A

tries to coordinate new ideas

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12
Q

orienter
(task role)

A

determines the direction of the teams discussion

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13
Q

devils advocate
(task role)

A

offers challenges to the teams status quo

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14
Q

energizer
(task role)

A

motivates the team to strive to do better

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15
Q

procedural technician
(task role)

A

performs routine tasks needed to keep progress moving

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16
Q

What are team building roles?

A

characteristic that determines team effectiveness
- positive for the team

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17
Q

examples of team building roles…

A
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18
Q

encourager
(team building role)

A

praises the contributions of other team members

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19
Q

harmonizer
(team building role)

A

mediates differences between group members

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20
Q

compromiser
(team building role)

A

attempts to find the halfway point to end conflict

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21
Q

gatekeeper-expeditor
(team building role)

A

encourages participation from teammates

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22
Q

standard setter
(team building role)

A

expresses goals for the team to achieve

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23
Q

follower
(team building role)

A

accepts the ideas of teammates

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24
Q

What are individualistic roles?

A

detrimental to the team
- negative for the team

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25
Q

examples of individualistic roles…

A
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26
Q

agressor
(individualistic role)

A

deflates teammates, expresses disapproval with hostility

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27
Q

blocker
(individualistic role)

A

acts stubbornly resistant and disagrees beyond reason

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28
Q

recognition seeker
(individualistic role)

A

brags and callas attention to him/herself

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29
Q

self confessor
(individualistic role)

A

discloses personal opinions inappropriately

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30
Q

slacker
(individualistic role)

A

acts cynically, or nonchalantly, or goofs off

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31
Q

What is team size?
(one of the 5 aspects of team compensation)

A

team members tend to be the most satisfied when the number of members is 4 or 5
- larger teams are more productive for management tasks
- smaller teams are more productive for production tasks

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32
Q

What are the effects of task interdependence on performance and commitment?

A
  • task interdependence has a moderate positive effect on team performance
  • task interdependence has a weak positive relationship with team commitment
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33
Q

Team compensation

A

hybrid outcome interdependence - team member receive rewards based on both their individual performance and that of the team to which they belong
- it can help motivate all members of the team, especially those who are contributing most
- helps to ensure the we are aligning our goals with the way we are compensating our employees

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34
Q

What is team effectiveness?

A

process gains - process losses
- explains why some teams are more effective than others

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35
Q

What are process gains?
(part of team effectiveness)

A

getting more from the team than you would expect according to the capabilities of its individual members
- when you have an underdog team, and they win

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36
Q

What is process loss?
(part of team effectiveness)

A

getting less from the team than you would expect according to the capabilities of its individual members
- when you have the best team but you can’t win one game

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37
Q

What are the 4 team processes?

A

lead us to be an effective/ineffective team, or have profits or losses
- taskwork processes
- teamwork processes
- communication
- team states

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38
Q

What are task work processes?
(part of the 4 team processes)

A

made up of creative behavior, decision making, and boundary spanning
- occur simultaneously with teamwork processes

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39
Q

What is creative behavior?
(part of task work processes)

A

finding unique solutions to problems

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40
Q

What is decision making?
(part of task work processes)

A

not just the types of decisions (whether or not they are effective), but the styles we use to make these decisions

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41
Q

What is boundary spanning?
(part of task work processes)

A

are we able to go outside of our group or team and gather information and bring it back?

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42
Q

What is teamwork processes?

A

made up of action processes, transition processes, and interpersonal processes
- occur simultaneously with task work processes

43
Q

What are transition processes?
(part of teamwork processes)

A

the things that we do to plan for the task
- gathering information, making a plan, making a strategy

44
Q

What are action processes?
(part of teamwork processes)

A

while we are doing the task, we are monitoring the progress
- we are figuring out if we are meeting the goals we are supposed to be meeting

45
Q

What are interpersonal processes?
(part of teamwork processes)

A

Managing conflict and making sure everyone in the group is getting along

46
Q

What is the process of communication?
(part of the 4 team processes)

A

sender
encoding
message
decoding
receiver

47
Q

What is noise?

A

can disrupt the encoding and decoding processes

48
Q

Communication is more effective when…

A

when communication is decentralized, especially true for complex tasks

49
Q

Communication is less effective when…

A

when communication has noise

and when communicators are not competent or intelligent

50
Q

What is centralized communication?

A

When the communications are revolved around one person

51
Q

what is decentralized communication?

A

when everyone is heavily involved with communicating

52
Q

What is team states?
(part of the 4 team processes)

A

consists of cohesion, potency, mental models, and transitive memory

53
Q

What is cohesion?
(part of team states)

A

is my team getting along?
is everyone working together well?

54
Q

What is potency?
(part of team states)

A

do we believe we can accomplish tasks and a number of different contexts.
- if we are a highly potent team, we believe we can accomplish the tasks, visa vera

55
Q

What are mental models?
(part of team states)

A

shared memories and beliefs about how we do things in our team

56
Q

What is transitive memory?
(part of team states)

A

the actual knowledge and skills and abilities on how to complete tasks

57
Q

What are the effects of teamwork processes on team performance and commitment?

A
  • teamwork processes have a moderate positive effect on team performance
  • teamwork process have a strong positive effect on team commitment
58
Q

What is power?

A

The ability to influence the behavior of others and resist unwanted influence in return
- made up of organizational and personal power

59
Q

What is organizational power?
(type of power)

A

derives from a persons position within an organization
- made up of legitimate, reward, and coercive power

60
Q

What is legitimate power?
(type of organizational power)

A

you ave a title or authority in the organization

61
Q

what is reward power?
(type of organizational power)

A

you control valuable resources

62
Q

what is coercive power?
(type of organizational power)

A

you control people with the power of punishment

63
Q

What is personal power?
(type of power)

A

comes from the individual
- made up of expert and referent power

64
Q

what is expert power?
(type of personal power)

A

I have expertise or knowledge that others do not

65
Q

what is referent power?
(type of personal power)

A

people want to be around you because you have power and you have power because people want to be around you and associated with you

66
Q

What is influence?

A

the way that you act to cause a behavioral or attitudinal change in others

67
Q

what are the most effective influence tactics?

A

rational persuasion
consultation
inspirational ideas
collaboration

68
Q

What do the most effective influence tactics lead to?

A

Internalization - target agrees and becomes committed to the request (behavioral and attitude change)

69
Q

what are the least effective influence tactics?

A

pressure
coalitions
exchange

70
Q

what do the least effective influence tactics lead to?

A

resistance - target is opposed to request and attempts to avoid doing it (no change in behavior or attitude)

71
Q

what are the moderately effective influence tactics?

A

ingratiation
personal appeals
appraising

72
Q

what do the moderately effective influence tactics lead to?

A

compliance - target is willing to perform request, but does so with indifference (behavioral chance only)

73
Q

what is effective influence?

A

influence that changes the behaviors and the attitudes of followers who you are trying to influence
- changes the response of others

74
Q

what are organizational politics?

A

what many people at work have competing goals, and will use their knowledge or power to push their own goals at the expense of others
- the extent to which you can use your political skill at work

75
Q

what is political skill?

A

understanding others at work and using that knowledge to influence others in ways that enhance personal and/or organizational objectives
- can you use your knowledge of other people and your influence and power to enhance the objectives that you want to enhance?

done through networking ability, social astuteness, interpersonal influence, and apparent sincerity

76
Q

what are the effects of power and influence on job performance organizational commitment?

A

power and influence have a moderate positive effect on both job performance and organizational commitment

77
Q

what are the two types negotiation strategies?

A
  • disruptive - win lose style with fixed pie, zero sum conditions
    – we are going to cut the oranges in half, both get half, and both get to do a little but
  • integrative - win win style utilizing mutual respect and problem solving
    – often creative, we split our oranges and use what we both need as a group
78
Q

what are negotiation biases?

A
  • influence how successful we are in negotiations
  • the extent to which we have power or our we perceive that we have power influences our negotiation strategies
    – if I have more power than my partner, I’m more likely to concede less and demand more, visa versa
79
Q

what are the 4 stages of negotiation?

A

preparation - almost always the most important
exchanging information
bargaining
closing and commitment

80
Q

what are the 5 conflict resolution styles?

A

competing (high assertiveness, low cooperation)
avoiding (low assertiveness, low cooperation)
accommodating (low assertiveness, high cooperation)
collaborating (high assertiveness, high cooperation)
compromising (moderate assertiveness, moderate cooperation)

  • differs on two dimensions: assertiveness and cooperativeness
81
Q

what is the leader-member exchange theory?

A

explains how leader membership relationships develop over time on a dyadic basis (I, as a leader, might have a different relationship with each of my followers employees)

  • acknowledges that there are often in groups (better trust, respect, higher obligation) and out groups in teams (opposite)
82
Q

what is leader effectiveness?

A

the degree to which the leaders actions result in
- achievement of team goals
- team member commitment
- team member trust, respect, and obligation

83
Q

traits and characteristics that are associated with leader emergence and effectiveness

A

individual traits such as conscientiousness, openness to experience, and cognitive ability are more strongly correlated with leader emergence rather than leader effectiveness

84
Q

what are the 4 leader decision making styles and what do they do?

A

when they are managing a team, this is the way that leaders actually make a decision and the extent to which they relinquish control to their followers
- autocratic
- consultative
- faciliative
- delegative

85
Q

what is the autocratic leader decision making style?

A

leader makes the decision alone without making asking for the opinions or suggestions of employees in the work unit
** the most leader controlled

86
Q

what is the consultative leader decision making style?

A

leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him/herself

87
Q

what is the faciliative leader decision making style?

A

leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives more weight than anyone else’s

88
Q

what is the delegative leader decision making style?

A

leader gives an individual employee or a group of employees the responsibility for making the decision
** the most follower controlled

89
Q

what is the time driven model of leadership?

A

tells us which of the 4 decision making styles to use and which factors combine to make some decision making styles more effective than others

90
Q

time driven model of leadership questions (7)

A
  • decision significance
  • importance of commitment
  • leaders level of expertise
  • likelihood of commitment
  • shared objectives
  • employee expertise
  • teamwork skills
91
Q

scientific support concerning the time driven model of leadership

A

these 7 questions lead to an effective decision 68% of the time, whereas not following the model only results in an effective decision 22% of the time

92
Q

time driven model compared to leaders instinct

A

leaders instincts are usually wrong
- they overuse consultative styles and underutilize autocratic and faciliative

93
Q

leadership behaviors

A

initiating structure - the extent to which the leader structures and defines the roles of employees for goal attainment
- telling your followers what to do

consideration - the extent to which the leaders creating job relationships characterized by mutual trust, respect, and consideration of employees feelings
- being nice to your followers

94
Q

what are the 3 leadership styles?

A

transformational, laissez-faire, and transactional

95
Q

what is transformational leadership?

A
  • inspires followers to. commit to a shared vision that promotes meaning to their work
  • establishes leaders as a role model who helps followers reach their potential

** most effective and active type of leadership

96
Q

what is laissez-faire leadership

A
  • hands free/hands off
  • absence of action

** most passive and ineffective type of leadership

97
Q

what is transactional leadership?

A

relies on rewards and punishments
- passive - when we let something get so out of hand that it rises to the surface and you have to correct it at that point
- active - monitoring employees for errors or misdeeds and punishing as you go
- contingent - you are rewarded for good deed

98
Q

what are the 4 dimensions of transformational leadership?
(“the four i’s”

A

idealized influence
inspirational motivation
intellectual stimulation
individualized consideration

99
Q

what is idealized influence?

A

behaviors earn the admiration, respect, and trust of followers, causing followers to want to emulate their leader

100
Q

what is inspirational motivation?

A

behaviors foster an enthusiasm for and commitment to a shared vision

101
Q

what is intellectual stimulation?

A

behaviors challenge followers to be creative and innovative

102
Q

what is individualized consideration?

A

behaviors help followers achieve their potential through mentoring and 1 on 1 training

103
Q

what are the effects of transformational leadership on task performance and job commitment?

A
  • transformational leadership has a moderate positive effect on task performance
  • transformational leadership has a strong positive effect on job commitment

Organizational Behavior (2 decks)

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