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Social Psychology in Organisations - Leiden University (21-22) > W. 3 - Teams & Diversity > Flashcards

W. 3 - Teams & Diversity Flashcards

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1
Q

Trust in leaders, leads to…

A

less “turnover intentions”
more “organizational commitment”
–> job satisfaction

(including, “alturism; subordinates performance; commitment to leaders decisions)

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2
Q

Trust in subordinates, leads to…

A

“citizenship behavior towards subordinates”

  • -> subordinates performance
  • -> managers performance
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3
Q

What is a team?

according to lecture slides

A 
• 2 or more individuals
• social interaction
• common goal(s)
• perform tasks relevant to the
organization
• members are ...
- interdependent
- have different roles and responsibilities
- linked to the organization
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4
Q

Work groups versus work teams

A

Work group (SPinO - WG)
• Members interact to share information with
other members of the group
• Not responsible for a collective work product

Work team (WG - Presentation team)
• Members depend on one another and must
interact to create something that no one person on the team could create
• Create synergy

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5
Q

Team norms (content)

A
  • Informal rules
  • Interpersonal rules
  • Influence of norms on behavior depends on importance of the team and team cohesion
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6
Q

Team norms / “team charter” (examples)

A
  • Meeting management
  • Meeting behavior norms (“Code of Conduct”)
  • Decision making
  • Communication plan
  • Handling conflict
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7
Q

Team development stages (5 major steps)

A 
Forming
Storming
Norming
Performing
Adjourning

(preferably in this order)

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8
Q 
Team development stages (5 steps + content per step)
forming -->
storming -->
norming -->
performing -->
adjourning -->
A

forming –> “get familiar”
storming –> “conflict & leadership dynamics”
norming –> “cohesion & common goal”
performing –> “goal-directed performance”
adjourning –> “disbanding”

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9
Q

Team development stages (50/50 stages)

A

social goals - “get familiar” (50%) + work goals - “goal-oriented performance” (50%)

(punctuated equilibrium - the idea that evolution occurs in spurts instead of following the slow, but steady path)

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10
Q

Cohesion:

A

“the resultant of all the forces acting on the members to

remain part of the group” (Festinger,1950)

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11
Q

Cohesive groups perform ___ because they are __ ___ and able to ___ tasks around a ___ ___.

A

Cohesive groups perform better because they are more motivated and able to organize tasks around a
common goal. (Or do they?)

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12
Q

Participation in decisions (overview)

A
  • decide
  • consult (individually)
  • consult (group)
  • facilitate
  • delegate
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13
Q

Participation in decisions (in detail)

  • decide
  • consult (individually)
  • consult (group)
  • facilitate
  • delegate
A
  • decide
    make the decision alone and announce it to the group
  • consult (individually)
    individual meeting: present problem, get suggestion & then make decision
  • consult (group)
    group meeting: present problem, get suggestion & then make decision.
  • facilitate
    present problem, facilitate communication between members ensuring that all are heard, and problem is solved within the boundaries of decision making.
  • delegate
    permit the group to make the decision, within prescribed limits and leader take no part except for providing needed resources and encouragement.
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14
Q

Participative decision making (5 parts)

A
  • Brainstorming
  • Consensus
  • Multi-voting
  • Nominal group technique
  • Stepladder
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15
Q

Brainstorming

5 points

A
  • Separates idea generation from evaluation
  • Produces many new ideas
  • Stimulates creativity
  • Group meets together
  • Much group interaction

(But also: potential for productivity losses)

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16
Q

The myth of brainstorming

  • 3 processes that make brainstorming ineffective:
  • 3 reasons why organizations still use brainstorming:
A

processes that make brainstorming ineffective:
• social loafing
• evaluation apprehension
• production blocking

why organizations still use brainstorming:
• to increase decision acceptance
• to pool resources
• to benefit from labor specialization

17
Q

Osborn’s rules for brainstorming

4 parts

A
  1. No evaluation or criticism of ideas
  2. Freedom to suggest outrageous ideas
  3. Generate as many ideas as possible
  4. Build on, integrate, and develop earlier ideas
18
Q

Team virtuality:

A

Team members are geographically dispersed and meet

through electronic methods

19
Q

Virtual teams & Unique challenges: (4 parts)

A
  • Take more time to get things done
  • Technology problems
  • Less social support
  • Less information sharing
20
Q

Team virtuality can undermine team effectiveness, why?

A

• Fewer social cues and less social control
increases the risk of social loafing

• Delayed responses and overlooked information
increases risk of misunderstandings and conflict

• Role ambiguity

–>Team trust is very important in virtual teams

21
Q

Virtual teams and documentation can also lead to increased team effectiveness, why?

A
  • Interactions are often documented (emails, recordings)
  • This reduces perceived risks that individual efforts are exploited
  • Documentation facilitates peer monitoring
  • Meetings are easier to organize and more members can attend
22
Q

Diversity

  • “quote”
  • includes attributes like?
A

“Differences between individuals at work on any attribute that may evoke the perception that the other person is different from the self” (Guillaume, 2013)

Includes individual attributes like:

  • gender
  • race/ethnicity
  • age
  • disability status
23
Q
  • Surface-level diversity:

- Deep-level diversity:

A

Surface-level diversity: Differences visible to observers
(e.g., gender, age, race, physical disabilities)

Deep-level diversity: Differences among members - “invisible”
(e.g., attitudes, beliefs, and values)

24
Q

Generations at the workplace (5 parts)

A
  • Traditionalists (1900-1944)
  • Boomers (1945-1964)
  • Generation X (1965-1980)
  • Millennials (1981-1997)
  • Generation Z (1998-2010)
25
Q

Culture (3 parts)

attitude
art/drama/music
beliefs
behavior
customs 
faith/religion
food
language
rituals
A
  • Shared by almost all members of a social group
  • Older members of the group pass it on to younger members
  • Shapes behaviour, or structures perceptions of the world (e.g., morals, laws, and customs)
26
Q

Visible organizational culture - “The Iceberg”

A

“Visible”: above the surface

  • visible
  • strategy
  • shared values
  • goal
  • procedures
  • policies

“Invisible”: under the surface

  • structures
  • beliefs
  • shared assumptions
  • perception
  • tradition
  • values
  • norms
  • unwritten rules
27
Q

Hofstede’s cultural values / dimensions

A
  • power distance
  • individualism vs. collectivism
  • masculinity vs femininity / relationship orientation
  • uncertainty avoidance
  • long vs short-term orientation
  • indulgence vs restrain
28
Q

Hofstede’s cultural values / dimensions

High vs Low scores

A

HIGH score on cultural values:

  • high power distance
  • collectivism
  • femininity
  • high uncertainty avoidance
  • long term orientation
  • restraint

LOW score on cultural values:

  • low power distance
  • individualism
  • masculinity
  • low uncertainty avoidance
  • short-term orientation
  • indulgence
29
Q

Critical thinking: Hofstede’s cultural dimensions

A

Prediction of organizationally relevant outcomes:

  • Culture is a better predictor of overall organizationally relevant outcome variables (e.g., attitudes, job performance) than demographics and personality.
  • ->General mental ability is an even better predictor
  • Cultural values are more strongly associated with emotions than with attitudes and perceptions, behaviours, and job performance
  • Hofstede’s cultural dimensions are heavily critisized, but they do have predictive value, often over and above personality.
30
Q

Third culture, explanation

parents culture + host culture + mix of other cultures

A

“The construction of a mutually beneficial interactive environment in which individuals from two different cultures can function in a way beneficial to all involved

31
Q

Third culture:

  • shared …?
  • outcome of what?
A

• Shared frameworks
• Shared value systems
• Unique communication patterns that emerge
when people from different cultures interact

32
Q

Cross-cultural adjustment (acculturation)

  • 2 categories (including levels of low & high)
  • 4 outcomes
A

Heritage culture maintenance: low & high
New culture acquisition: low & high

(looking at it in a horizontal, right-moving direction)
Heritage (low) + New (high) = assimilation
Heritage (high) + New (high) = integration
New (low) + Heritage (low) = marginalization
New (low) + Heritage (high) = separation

33
Q

Cultural retooling: The psychological process of adaptation to another culture
- 3 phases

A

• Phase 1. Deep conflict - feeling illegitimate and
awkward

  • Phase 2. Ambivalence - adjusting and not feeling as negative about the behavior
  • Phase 3. Authenticity - naturally engaging in the new behavior consistent with the new culture
34
Q

Culture shock: Distress experienced by a traveler from the loss of familiar patterns of social interaction
Occurs during: (3 cases)

A
  • Cross-cultural adjustment processes for expatriates
  • Repatriation
  • Short international assignments
35
Q

Culture shock: 4 phases

A
  1. Honeymoon (pos.)
  2. Anxiety (neg.)
  3. Adjustment (back to pos.)
  4. Acceptance (pos.)
36
Q

Symptoms of culture shock (7 parts)

A
  • Stress: due to the effort required to make necessary adjustments
  • “Homesickness”: a sense of loss, missing family & friends
  • Avoidance: wanting to avoid interactions with persons from the host culture
  • Helpless/Dependent: feeling helpless and wanting to depend on those from one’s home country
  • Fear: of being robbed, injured or becoming ill
  • Anger: at delays and inconveniences experienced
  • Incompetence: feeling incompetent, not being able to cope with the new environment

Social Psychology in Organisations - Leiden University (21-22) (3 decks)

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