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Managing People > Week 3 > Flashcards

Week 3 Flashcards

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People You Should Know flashcards
1
Q

Why are there groups and teams?

A

We join groups because of common needs, interests, beliefs, values, attitudes
Team effectiveness impacts results
Organizations increasingly emphasize teamwork
Alone you may be faster, but you go further with a team

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2
Q

Synergy

A

Working together to create something greater than anyone could do alone

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3
Q

Difference between group and teams

A

Team: members are deliberately brought together to achieve a collective goal, socially interact
Group: people of common interest that are categorized together

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4
Q

Types of teams

A

Advice, production, project, action

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4
Q

Tuckman 5 stage model

A
  1. Forming (come together)
  2. Storming (conflicts arise)
  3. Norming (resolving conflicts)
  4. Performing (become highly functional)
  5. Adjourning (disbands after achieving goal)
    Provides a framework for understanding and managing the dynamics of team development
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5
Q

Advice team

A

Technical specialization: low
Coordination with other work units: low
Work cycles: brief or long
Typical output: decisions, suggestions, proposal
Examples: committees, advisory councils

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6
Q

Production team

A

Technical specialization: low
Coordination with other work units: high
Work cycles: repeated
Typical output: differ per project
Examples: assembly team, manufacturing

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7
Q

Project team

A

Technical specialization: high
Coordination with other work units: low /high
Work cycles: differ per project
Typical output: plans, designs, presentations, reports
Examples: research groups, engineering teams, architect teams

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8
Q

Action teams

A

Technical specialization: high
Coordination with other work units: high
Work cycles: brief and repeated, required training
Typical output: missions, concerts, expeditions, operations
Examples: sports, military, surgery

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9
Q

Team development over time

A

From managed led to self-managed
Virtually connected instead of in person
Your function is not linked to only one goal, do multiple things
Work has become more short term, less long-term permanent contracts

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10
Q

Leadership definition

A

A social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals
The ability of an individual to influence, motivate, and enable other

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11
Q

Leadership on a group level

A

Teambuilding, connecting and resolving conflicts

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11
Q

Leadership on an organizational level

A

Influencing culture and managing change

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11
Q

Leadership on an individual level

A

Mentoring, coaching, inspiring, and motivating one another

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12
Q

Leadership vs. management

A

Manager focuses on doing things right, efficiency
Leader focuses on doing the right things, also on a global scale

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13
Q

Framework for leadership research

A

Framework for leaderships situations focused on individual characteristics, behaviors, and effectiveness

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14
Q

Traits

A

A stable characteristic of a person
Intelligence, responsibility dominance, masculinity, confidence, motivation, abilities

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15
Q

Leadership and intelligence

A

Proven to have correlation on level of leadership
Low correlation with leader emergence
Low correlation with leader effectiveness

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16
Q

Leadership and weight

A

Relationship differs per gender: positive for men, negative for women

17
Q

Leadership and the big 5 (OCEAN)

A

Openness, conscientiousness, extraversion, agreeableness, emotional stability

18
Q

The Big 5: Openness

A

High: openminded, exploerer, intellectual, curious
Low: preserver, narrow minded, not receptive to new ideas

19
Q

The Big 5: Conscientiousness

A

High: focused organized, self-disciplined, achievement oriented
Low: flexible, disorganized, irresponsible

20
Q

The Big 5: Extraversion

A

High: extravert, sociable, assertive, outgoing
Low: introvert, less sociable, quiet

21
Q

The Big 5: Agreeableness

A

High: adapter, good natured, sympathetic, kind
Low: challenger, irritable uncooperative

22
Q

The Big 5: Emotional Stability

A

High: resilient, calm, contented, self assured
Low: reactive, anxious, moody, self conscious

23
Q

What do studies say about OCEAN/Personality and leadership?

A

Traits are more important than intelligence
Leaders are born, it is difficult to develop effective leaders
Organizations should select people with high cognitive abilities, and leaders based on personality profiles
Does not account for situational varibales (culture, context)

24
Q

Why can diversity be uncomfortable?
Social Identity Theory (SIT)

A

Our brains try to categorize different things quickly and fast in order to simplify it, we make our own group look better and others worse

25
Q

3 stages in the Socail Identity Theory (SIT)

A
  1. Categorization (sterotypes)
  2. Identification
  3. Comparison
26
Q

Stereotypes serve 2 funtions

A

Efficieny: as accurate as possible with little efforst, however often wrong
Self-affirmation: regulate and boost self esteem

27
Q

Transactional and transformational leadership (ohio/michigain study)

A

40s/50s scientists from Ohio looked into leader behaviours to test if traits and leadership were stable
Asked employees to describe behviours of their leader, found 2 leadship styles: transational and transformational

28
Q

Transactional leadership

A

Focus on the exchange of resources between leaders and employees
(bonsus, promotions)

29
Q

Transformational leadership

A

An emotional link between leaders and follower, increases motivation and morale
Transforms employees and potentially leaders
Pros of tranformaitonal leadership

30
Q

Pros of tranformaitonal leadership

A

Substinatial evidence for it
Shifts focus from reward ot punishment to soft factors of leadership
Focus on needs and values of employees
Help us understand when followers engage in self sacrificing behaviours
Intuitive approach

31
Q

Cons of transformational leadership

A

Lack of conceptual clarity, not always replicable
Is not always positive
Is it relevant for all managerial levels?

32
Q

Diversity and work group outcomes

A

Mixed results on this relationship

33
Q

Inclusion-exclusion model (Shore et al)

A

Axes: “Is my uniqueness acknowledged and valued” and “do I belong (despite differences)”
Boxes: differentiation, inclusion, exclusion, assimilation

34
Q

Inclusion-exclusion model (Shore et al): Differentiation

A

High, low
You are not treated as an organizational insider (socially excluded) but your unieque charateristics are valued and required for success

35
Q

Inclusion-exclusion model (Shore et al): Inclusion

A

High, low
You are treated as an insider and encouraged to contribute, you feel safe in being and expressing yourself

36
Q

Inclusion-exclusion model (Shore et al): Exclusion

A

Low, low
You are not treated as an insider or have unique value

37
Q

Inclusion-exclusion model (Shore et al): Assimilation

A

Low, high
You are treated as an insider in the group but your uniqueness is not valued (often due to low status)

38
Q

Inclusive leadership model (Veli Korkmaz et al)

A

Circle:
Fostering employees’ uniqueness
Strengthening belongingness within a team
Supporting organizational efforts
Showing appreciation

39
Q

Inclusive leadership model (Veli Korkmaz et al): Fostering employee’s uniqueness

A

Supporting employees as indivuduals
Promoting diversity
Empowering employees
Contributing to employee’s L&D

40
Q

Inclusive leadership model (Veli Korkmaz et al): Stregnthing belongingess within a team

A

Ensuring equity
Building relationships
Sharing decision making

41
Q

Inclusive leadership model (Veli Korkmaz et al): Supporting organizational efforts

A

Being open to organizational change
Promoting organizational mission on inclusion

42
Q

Inclusive leadership model (Veli Korkmaz et al): Showing appreciation

A

Recognizing efforts and contribution

Managing People (5 decks)

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