MGT exam 3 (chapter 11-16)

_______________ formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company.

An organizational structure

________________ involves a meeting of team members where each offers as many ideas as possible about some focal problem or issue.

Brainstorming

The more communication flows through fewer members of the team, the higher the degree of

Centralization

In practice, there are two major ways to change a culture. They are

Changes in leadership and mergers and acquisitions

Which style of conflict management results in the best outcomes and reactions from both parties?

Collaborating

Which of the following is the style of decision-making whereby the leader plays no role in deliberations unless asked?

Delegative

What is the most basic bureaucratic structure?

Functional

The degree to which the leader effectively weighs the recommendations of the members is reflected by

Hierarchical sensitivity

Which of the following characteristics is most closely related to leader effectiveness?

High openness to experience

Management team

Integrate activities of subunits across business functions (long life span, and moderate member involvement)

Motivating and confidence building, conflict management, and affect management are types of _____________

Interpersonal

Which of the following refers to how well people actually do in a leadership role?

Leader effectiveness

Which type of organization is flexible, adaptive, outward-focused and capable of thriving in dynamic environments?

Organic

Which of the following teams focus on providing recommendations and resolving issues?

Parallel team

The optimal combination of leader behaviors in the R3 stage of the life cycle theory of leadership is

Participating

Project team

Produce a one-time output (product, service, plan, design, etc.) (life span and member involvement varies)

Parallel team

Provide recommendations and resolve issues (life span varies, low member involvement)

______________ is the degree to which people have alternatives in accessing resources

Substitutability

______________ helps to determine the likelihood that the team can work together effectively into the future.

Team viability

_______________ leadership involves inspiring followers to commit to a shared vision.

Transformational

Which of the following scenarios exemplifies span of control?

Vienna is responsible for managing 16 employees

The degree to which tasks in an organization are divided into separate jobs is known as

Work specialization

Monitoring progress

_______________ toward goals involve recording accomplishments on a progress chart or something similar

What does a team need in order to assure a high level of goal interdependence?

a formalized mission statement

Consensus

a general agreement among members in regards to a solution (for example, a jury)

Member roles

a role is the pattern of behavior a person is expected to display in a given context

member personality

agreeable, conscientious, and extraverted

Wheel network

all communication flows through a central figure (lower member satisfaction)

All-channel network

all members can communicate directly with each other (higher member satisfaction)

member ability

cognitive and physical abilities needed in a team depend on the nature of the team's task

Storming

conflict occurs because members remain committed to the ideas they bring with them to the team

Team

consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose

factors that affect team decision making

decision informity, staff validity, and hierarchical sensitivity

Goal interdependence

exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result (mission statement helps clarify actions needed by team)

Transition processes

focus on preparation for future work (mission analysis, strategy formulation, and goal specification)

Which of the following represents the predictable sequence of stages in team development?

forming, storming, norming, performing, and adjourning

Creative behavior

generating novel and useful ideas and solutions (brainstorming is a process used to generate creative ideas)

Process loss

getting less from the team than you would expect based on the capabilities of its individual members

Process gain (or synergy)

getting more from the team than you would expect according to the capabilities of its individual members

Team size

having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks (team members tend to be most satisfied with their team when the number of members is 4 or 5)

Action processes

important as taskwork is being accomplished (monitoring progress, systems monitoring, helping behavior, and coordination)

Noise

interferes with the message being transmitted (distance, obstructions, and physical noise)

Teamwork processes

interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment

Task coordinator activities

involve communications that are intended to coordinate task-related issues with people or groups in other functional areas

Affect management

involves activities that foster a sense of emotional balance and unity

Conflict management

involves activities that the team uses to manage conflicts that arise in the course of its work (relationship conflict-disagreements about interpersonal relationships, task conflict-disagreements about the team's task)

Mission analysis

involves an analysis of the team's task, the challenges that face the team, and the resources available for completing the team's work

Systems monitoring

involves keeping track of things that the team needs to accomplish its work

Helping behavior

involves members going out of their way to help or back up other team members

Goal specification

involves the development and prioritization of goals related to the team's mission and strategy

five aspects of team composition

member roles, member ability, member personality, team diversity, and team size

Performing

members are comfortable in their roles, and the team makes progress toward goals

Adjourning

members experience anxiety and other emotions as they disengage and separate from the team

Forming

members orient themselves to team boundaries

Norming

members realize they need to work together and begin to cooperate

What are the three major components to any organizational culture?

observable artifacts, espoused values, and basic underlying assumptions

Major types of power can be grouped along two dimensions,

organizational and personal

conscientious

people tend to be dependable and work hard to achieve goals

agreeable

people tend to be more cooperative and trusting, tendencies that promote positive attitudes about the team

extraverted

people tend to perform more effectively interpersonal contexts and are more positive and optimistic in general

Action team

perform complex tasks that vary in duration and take place in highly visible or challenging circumstances (life span and member involvement varies)

Motivational loss

process loss due to the team members' tendency to put forth less effort on team tasks than they could

coordination loss

process loss due to the time it takes to coordinate work activities with other team members

Work team

produce goods or provide services (long life span, and high member involvement)

Ambassador activities

refer to communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team

Team States

refer to specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together (cohesion, potency, mental models, transactive memory)

Scout activities

refer to things team members do to obtain information about technology, competitors, or the broader marketplace

Coordination

refers to synchronizing team members' activities in a way that makes them mesh effectively and seamlessly

Staff validity

refers to the degree to which members make good recommendations to the leader

Task interdependence

refers to the degree to which team members interact with and rely on other members for the information, materials, and resources needed to accomplish work for the team (pooled interdependence, sequential interdependence, reciprocal interdependence, and comprehensive interdependence)

Strategy formulation

refers to the development of courses of action and contingency plans, and then adapting those plans in light of changes that occur in the team's environment

Team processes

refers to the different types of activities and interactions that occur within a team as it works toward its goals

Team viability

refers to the likelihood that the team can work together effectively into the future

Communicator competence

refers to the skills involved in encoding, transmitting, and receiving messages

Motivating and confidence building

refers to things team members do or say that affect the degree to which members are motivated to work hard on the task

Hierarchical sensitivity

reflects the degree to which the leader effectively weighs the recommendations of the members

Decision informity

reflects whether members possess adequate information about their own task responsibilities

Boundary spanning

relates to taskwork processes that involve individuals and groups who are not considered part of the team

Information richness

relates to the amount and depth of the information being conveyed (high information richness- face-to-face, moderate- personal written note, low- computer generated reports)

Social loafing

results from members feeling less accountable for team outcomes compared with their independent work outside the team

Production blocking

results from team members waiting on each other before completing their own team tasks

Which type of power exists when someone has control over the resources another person wants?

reward

Three main types of interdependence that govern team members' interactions

task interdependence, goal interdependence, and outcome interdependence

What characteristics can be used to describe teams?

task, unit, and member qualities can be used to describe teams

additive tasks

tasks depend on the combined efforts of all members

disjunctive tasks

tasks depend on the member with the highest ability

conjunctive tasks

tasks depend on the member with the lowest ability

Nominal group technique

team members individually write ideas and then take turns sharing them with the group

What is power?

the ability to influence the behavior of others

Taskwork processes

the activities of team members that relate directly to the accomplishment of team tasks (creative behavior, decision making, and boundary spanning)

Centralization

the degree to which communication in a network flows through some members rather than others

Team diversity

the degree to which members are different from one another

Potency

the degree to which members believe that the team can be effective across a variety of situations and tasks (high potency: members are confident, focused, low potency: members are unfocused, lack confidence)

Outcome interdependence

the degree to which team members share equally in the feedback and rewards that result from the team achieving its goals (high degree exists when team members share in the rewards that the team earns)

Network structure

the pattern of communication that occurs regularly among each member of a team

Communication

the process by which information and meaning get transferred from a sender to a receiver

five behaviors of a cohesive team

trust, conflict, commitment, accountability, and results

five categories of team

work teams, management teams, parallel teams, project teams, and action teams