MNO 3370 Exam 3

individualistic culture values

-culture is a loosely knit social framework in which people take care of themselves and their immediate family -ex. US, Netherlands, France

authority differentiation

Degree of decision-making responsibility

skill differentiation

Degree of specialized knowledge or functional capacities

conflict management

activities that the team uses to manage conflicts that arise in the course of its work -relationship conflict -task conflict

clear purpose

direct measure of theft and dishonesty

team cohesion

exists when members of teams develop strong emotional bonds to other members of their team and to the team itself

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

outcome interdependence

exists when team members share in the rewards that the team earns

Bias for Preference-consistent information

members prefer to discuss information that is consistent with their preferences

What effect does conscientiousness have on job performance and organizational commitment

moderate positive effect

What effect does teamwork processes have on team performance

moderate positive effect

collectivistic culture values

the culture is a tight social framework in which people take care of members of a broader ingroup and act loyal to it ex. Indonesia, China, West Africa

high power distance

the culture accepts the fact that power is usually distributed unequally within organizations ex. Russia, China, Indonesia

interpersonal processes

activities for managing relationships between team members

teamwork processes

activities that facilitate the accomplishment of the team's work but don't involve task accomplishment itself

action processes

activities that occur as teams work toward their goals

transition processes

activities that occur between performance episodes

Member Personality

-Agreeable people tend to be more cooperative and trusting, tendencies that promote positive attitudes about the team and smooth interpersonal interactions. -Conscientious people tend to be dependable and work hard to achieve goals. -Extraverted people tend to perform more effectively in interpersonal contexts and are more positive and optimistic in general.

Member Abilities

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

Personality is not...

-Emotions, opinions, mood, interests, views or attitudes -does not fluctuate and is subject to change

high uncertainty avoidance

-Feels threatened by uncertain and ambiguous situations and relies on formal rules to create stability -ex. Japan, Russia, France

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 between 4 and 5

team task roles

-Initiator-contributor -Coordinator -Orienter -Devil's advocate -Energizer -Procedural-technician

How we get personality

-Nature vs. Nurture Debate -twin studies: identical twins: raised together vs. raised apart -genes: 35%-50% of our personality -envrionment (culture/norms) -Situation (constraints on behavior)

Action Team

-Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances -life span varies -member involvement varies -ex. surgical team, musical group, expedition team, sports team

What personality traits do we focus on?

-Problem: thousands of adjectives can be used to describe someone's personality -Solution: find commonalities among the adjectives

Team Processes

-Reflects the different types of activities and interactions that occur within teams and contribute to their ultimate end goals -team characteristics, like member diversity, task interdependence, team size, and so forth, affect team processes -team processes, in turn, have a strong impact on team effectiveness

long term oriented

-The culture stresses values that are more future-oriented, such as persistence, prudence, and thrift -ex. China, Japan, Netherlands

Short-term oriented

-The culture stresses values that are more past- and present-oriented, such as respect for tradition and fulfilling obligations -ex. US, Russia, West Africa

Personality

-The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior -relatively stable traits or characteristics -enduring a pattern of attributes/traits -deeply ingrained pattern of behavior -constitutes a person's social reputation

What was challenging about the Everest Simulation?

-Un-aligned goals -distributed information -information overload -figuring out communication/team dynamic

What is a group?

-a collective of people that have goals, relationships, interactions, structured relations, and mutual influence -more inclusive term -range in size from 2 to thousands -ex. political parties, families

Diversity vs. Inclusion

-a diverse workplace is not the same as an inclusive workplace -many organizations promote diversity but can neglect inclusion -lets start by considering inclusion

emotional intelligence

-an ability that influences the degree to which people tend to be effective in social situations -self awareness -other awareness -emotion regulation -use of emotions

integrity

-an increasing number of organizations are attempting to measure honesty or integrity for use in hiring -high conscientiousness -low neuroticism -high agreeableness -the fact they work may be surprising because we would expect that people would lie about their integrity -faking does not change the size of the correlations so questionnaire measures of personality can be a valuable hiring tool

brutal pessimism

-assign people a fate they don't necessarily deserve -people are drawn to simplify complex questions and want to do something real clear cut

internal locus of control

-bigger health, more social support -higher job satisfaction -higher salary

Your Hidden personality with Adam Grant podcast takeaways

-brain keeps changing until you are 26 -have a home base but can modify certain aspects -people can change about 30% of their personality a day -disagreeable people are less likely to change/less flexible -openness is less flexible -be transparent about your personality type -talk to people who have been working there to determine what your boss is like

Do you think it's a dangerous idea to use cognitive tests to make decisions on people?

-can we trust people? -can't use as one metric

cognitive ability

-capabilities related to the acquisition and application of knowledge in problem solving -in general, if you score high in one facet, you tend to score high in others

When is conflict productive for a team?

-checks and balances -people who are gonna push back and say that they needs to do something different -when its resolvable -task conflict

Feminine Cultural Values

-culture values stereotypically female traits such as caring for others and caring about quality of life -ex. Netherlands, Russia, France

surface-level diversity

-differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure -can see it

deep-level diversity

-differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are learned only through extended interaction with others -learn it over time

Mutual Enhancement

-discussing shared information feels good -members are judged as more task competent and credible after discussing shared instead of unshared information -shared information is judged as more important, accurate, and decision-relevant than unshared info

Why is inclusion important?

-gives people a voice around topics that matter -promotes psychological safety, which is important for creativity -value in diversity problem-solving approach -builds social exchange and promotes feedback -ensures that the organization understands the perspectives of customers, vendors, and other stakeholders

Types of cultural values

-individualism -collectivism -Power distance -Uncertainty Avoidance -Masculinity-Femininity -Short-term vs. long term orientation

management team

-integrate activities of subunits across business functions -long life span -moderate member involvement -ex. top management team

What are some potential problems with using personality as a selection criteria?

-interviewers are able to judge some personality traits better than others

How do you turn unproductive conflict into something productive?

-ladder of inference -don't agree to disagree/sweep the conflict under the rug -recognize that conflict can be good

virtual teams

-larger boundaries between employees (time, distance) -communication richness (from low to high): email, text/phone/zoom, face to face -smaller boundaries between work and home life

Effects of Virtual Teams on work

-more anonymity, social loafing, flaming (harsher than normal criticism) -worse social relations, less trust, lack of social support) -more miscommunication, more conflict (often negative), multi-tasking in videoconferencing

What does not work with the Common Information Effect?

-more discussion -separate review and decision -bigger team -more information but same distribution -accountability for decision -pre-discussion polling

The Big 5 personality traits

-most personality traits cluster around 5 dimensions 1. Conscientiousness 2. agreeableness 3. neuroticism 4. Openness 5. extraversion

quantitative ability

-number facility -mathematical reasoning

What doesn't implicit bias mean?

-on average, members of certain groups are more likely to receive benefits/detriments -all bad and all good things happen because of implicit bias

Can personality change over time?

-people tend to become more conscientiousness -level openness to experience -neuroticism dips severely over time -agreeableness climbs over time

perceptual ability

-perceptual speed -speed and flexibility of closure

Personal Effects of Virtual Teams

-personal advantages, flexibility, control over time -personal disadvantages, isolation, lack of work-life separation, increased conflict

Why would NFL owners and coaches care so much about players' cognitive ability?

-positions that are more reactive/close to the ball you have a higher score

Conscientiousness

-prioritize achievement striving -strong desire to accomplish task-related goals as a means of expressing personality -greatest effect on job performance

Agreeableness

-prioritize communion striving -strong desire to obtain acceptance in personal relationships as a means of expressing personality -beneficial in some jobs but not in others -focus on getting along not getting ahead

Extraversion

-prioritize status striving -strong desire to obtain power and influence within a social structure -easiest to see in new acquaintances -tend to be viewed as leader-like

reasoning ability

-problem sensitivity -deductive reasoning -inductive reasoning -originality

Project Team

-produce a one-time out-put (product, service, plan, design, etc.) -life span varies -member involvement varies -ex. product design team, research group, planning team

Work team

-produce goods or provide services -long life span -high member involvement -ex. self-managed work team, production team, maintenance team, sales team

Parallel Team

-provide recommendations and resolve issues -variable life span -low member involvement -ex. quality circle, advisory council, committee

What went wrong for Larry P?

-put in a remedial class where he just has a reading issue -put behind on years of his education

Factors that Influence our personality

-self-monitoring- sensitivity to social situations and willingness to adjust behavior accordingly -Situational strength- cues provided by environmental forces regarding the desirability of potential behaviors -age -narratives

Cultural Values

-shared beliefs about desirable ends states or modes of conduct in a given culture -cultural values provide societies with their own distinctive personalities

What is a team?

-similar to a group except that members work interdependently to accomplish goals and have the power to control at least part of their outcomes -3-12 people -interact directly -sports or work settings -part of larger organizations -members with specialized knowledge, skills, and abilities -assigned roles -interdependence

Spatial ability

-spatial orientation -visualization

What are drivers of team conflict?

-status and relationship conflict -disagreement -ladder of inference

What are three parts of team interdependence?

-task interdependence -goal interdependence -outcome interdependence

disjunctive tasks

-tasks with objective "best solution" -member with the highest ability = most influence

What does work with the Common Information effect?

-team leader is information manager with increased focus on unique information -suspend initial judgment -frame as an information-sharing problem, rather than a judgement to be made -minimize status differences

What are three team characteristics?

-team types -team interdependence -team composition

decision making

-teams can make better decisions than individuals

social identification

-teams exist separately from others -cognitive and emotional boundary

Neuroticism (emotional stability)

-tend to be high in negative affectivity -associated with appraising daily grind as stressful, less likely to believe they can cope with stress, and attribute causes of events to external environment -tend to be less happy with life in general -second most important trait predictor of performance

openness to experience

-tends to foster innovation/creativity -beneficial in some jobs but not in others

task interdependence

-the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team -task, goal, outcome

low uncertainty avoidance

-tolerates uncertain and ambiguous situations and values unusual ideas and behaviors -ex. US, Indonesia, Netherlands

Nature vs. Nurture

-twin studies -about 60% of variation in ability is due to genetics through the % varies by different types of ability -we can have the same nature v. nuture debate with ability that we had with personality

Some Groups Miss Optimal Solutions

-use of only shared information supports a less optimal decision alternative whereas tapping into unshared information supports the best option -failure to discuss unshared info thus harms group decision quality

masculine cultural values

-values stereotypically male traits such as assertiveness and acquisition of money and things -ex. US, Japan, Germany

locus of control

-whether people attribute the causes of events to themselves or to the external environment -internal: one's own behavior dictates events -external: the environment dictates events

5 aspects of team composition

1. Member Roles 2. Member Ability 3. Member Personality 4. Team Diversity 5. Team Size

Three possible initial-distribution conditions

1. No overlap of information between three people 2. common to all 3 people, shared by two people, unique to one person 3. all information is fully-shared by all three people

Why the Discussion Bias?

1. Probability 2. Mutual Enhancement 3. Bias for Preference consistent Information 4. some groups miss optimal solutions

What are the 5 types of teams?

1. Work Team 2. Management Team 3. Parallel Team 4. Project Team 5. Action Team

Steps to brainstorming

1. express all ideas (no matter how strange) 2. go for quantity over quality 3. don't criticize or evaluate ideas of others 4. build on the ideas of others 5. sometimes helpful to write ideas down before discussing

Sarah is trying to hire a new employee. She wants to use a personality test to figure out who is most likely to be a standout performer based on personality. Which personality trait should she focus on the most if she wants a high-performing employee from the applicant pool?

Conscientiousness

Team Transactive Memory

How specialized knowledge is distributed among team members in a manner that results in an effective memory system for the team.

common information effect

Information held by more members before team discussion has more influence on team judgments than information held by fewer members, independent of the validity of the information.

What affect does cognitive ability have on organizational commitment?

NO effect

Measuring cognitive ability

One of most widely used measures of general mental ability is the Wonderlic Personnel Test •50 questions in 12 minutes •Score of 10: indicates literacy •Score of 20: Average (equivalent to an IQ of 100)

verbal ability

Oral & written comprehension Oral & written expression

Nurture

Our personalities are determined by our early childhood experiences

Nature

Our personalities are predetermined by our genes

Team Processes equation

Potential Team Performance + Process Gains - Process Losses = Actual Team Performance

Ability

Relatively stable capabilities people have to perform a particular range of different but related activities -cognitive ability -emotional ability -physical ability -does not represent knowledge or skills

use of emotions

The ability of an individual to harness emotions and use them to improve their chances of being successful in a given area

strategy formulation

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

True or false: integrity tests are useful because although everyone inflates their scores to look better, this inflation does not significantly alter the correlations between test scores and relevant outcomes

True

implicit bias

a form of bias that occurs automatically and unintentionally that nevertheless affects judgments, decisions, and behaviors

Self awareness

ability of an individual to understand the types of emotions he/she is experiencing, the willingness to acknowledge them, and the capability to express them accurately

2 types of personality tests

clear purpose and veiled purpose

Aspects of team states

cohesion, potency, mental models, transactive memory

additive tasks

contributions of all members "add up" to determine performance

Causes of process loss

coordination loss, production blocking, motivational loss, social loafing

3 aspects of task work processes

creative behavior, decision making, boundary spanning

temporal stability

degree of workin together in the past and in the future

diversity

degree to which members are different from one another in therms of any attribute that might be used by someone as a basis of categorizing people -surface level diversity -deep level diversity

Pedro received very poor scores on his final exams. Although he is not a good student compared to others in his class, he blames his professors. His excuse is "the professors had it in for me." In this case, Pedro demonstrates a

external locus of control

less linear team development sequence

forming and pattern creation, inertia, punctuated equilibrium, process revision, inertia

Predictable team development sequence

forming, storming, norming, performing, adjourning

process loss

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

process gain

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

teamwork processes aspects

transition processes, action processes, interpersonal processes

Consequence of the common information effect

groups tend to spend to little time discussing unshared (unique, uncommon) information

Downside of cohesion

groupthink

Groupthink

happens in highly cohesive teams when members may try to maintain harmony by striving toward consensus on issues without ever offering, seeking, or seriously considering alternative viewpoints and perspectives

veiled purpose

indirect measure; asks about personality traits associated with integrity

Ringlemann Effect

individual performance decreases as the number of people in the group increases

task coordinator activities

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

Brainstorming

involves a face-to-face meeting of team members in which each offers as many ideas as possible about some focal problem or issue

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

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

monitoring progress

keeps track of things the team needs to accomplish its work

team processes goal

maximize process gains while minimizing process losses

What is a role?

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

4 examples of task interdependence

pooled interdependence, sequential interdependence, reciprocal interdependence, comprehensive interdependence

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

mental models

refer to the level of common understanding among team members with regard to important aspects of the team and its task

scout activities

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

team potency

refers to the degree to which members believe that the team can be effective across a variety of situations and tasks

staff validity

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

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 process adequate information about their own task responsibilities

social representation

shared values, ideas, and beliefs

Purpose and types of teams

skill differentiation, authority differentiation, temporal stability

Psychological Perspective

social identification and social representation

What affect does cognitive ability have on job performance?

strong positive effect

What effect does teamwork processes have on team commitment

strong positive effect

Boundary Spanning

successful teams draw on outside resources

Coordination

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

comprehensive interdependence

team members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.

Member Roles

team task roles, team building roles, individualistic roles

creative behavior

teams can generate more ideas than individuals

emotional regulation

the ability to quickly recover from emotional experiences and control one's feelings

Other awareness

the ability to recognize and understand the emotions that other people are feeling

low power distance

the culture prefers that power be distributed uniformly where possible, in a more egalitarian fashion ex. US, Germany, Netherlands

Communication

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

conjunctive tasks

the team's performance depends on the abilities of the "weakest link"

What happens as you move from one example of task interdependence to another

there is an increased degree of coordination required

reciprocal interdependence

work completed by different jobs or groups working together in a back-and-forth manner

pooled interdependence

work completed by having each job or department independently contribute to the whole

sequential interdependence

work completed in succession, with one group's or job's outputs becoming the inputs for the next group or job