PSYC 3590 Exam 4 Study Guide
interchangeable.
** Many would disagree that groups and teams are
. Generate solutions
- Communication to process problem and goals while trying to identify solutions
Types of teams: Service teams
-Attend to the needs of customers -Serve many customers at one time -Examples: Flight attendants, hospital emergency units, retail sales groups
Types of teams: Management teams
-Cooperate executive teams; regional steering committees -Coordinate other work units under their direction -Responsibilities include planning, budgeting, staffing Examples: Top management teams, military command teams, healthcare teams
Types of teams: Project teams
-Created for the duration of a project -Cross-functional -Disband at completion of project -Examples: New-product teams, research units, research and design project groups
Types of teams: Production teams
-Front line employees producing tangible output -Often self-managed,self-led, self-directed -Examples: Electronics assembly units, coal mining crews, candy production crews
Brainstorming effectiveness is reduced when
-Members are delayed in sharing their ideas -Members are apprehensive about voicing their ideas -Members are motivated by how "good" they look to others
Self-Managed Work Teams
-Monitor and control the overall process or product; also dole out specific tasks to team members Example: Schedule own work, maintain own equipment
Individual differences in work-life balance: Work-Life Balance and Gender
-One study (Lyness & Judiesch, 2014) focused on the gender differences in various ratings of work life balance either form self-report measures or managers from 36 countries. The results showed that supervisors tended to rate women as having lower work-life balance than men in countries that were less egalitarian(less equal in their roles, "traditional roles") in their societal gender roles -However, in countries that were higher in egalitarianism in gender roles, women and men were rated similarly. Furthermore, even in self-report measures women in low egalitarian countries also reported lower WLB than men in these countries and similar WLB to men in high egalitarian countries. These result point to the idea that societal perceptions of gender role affect perceived levels of work life balance by supervisors depending on the country of origin and the associated gender role stereotypes (Lyness & Judiesch, 2014). Takeaway message: Based on perception and societal gender roles
Team Member Selection:
-Selecting team members based on general mental ability and personal traits improve team performance -Just one member who is low on certain traits can lead to increased stress and decreased performance
Types of teams: Advisory teams
-Solve problems and recommend solutions -Very popular in organizations -Temporary -Examples: Quality circles, employee involvement teams, university advisory group to the president
Cohesion
-Strength of members' motivation to maintain membership in a group as well as the links or bonds that have developed among members -Viewed as: binding and combative force; group unity, group goals above individual goals; special type of interpersonal attraction; and aspect of teamwork -Both positive and negative consequences
Individual differences in work-life balance: Generational Differences and Personality
-Studied the interaction between generational differences in valuing WLB and having altruistic and conscientious behaviors Participants answered online surveys to evaluate these various aspects Not significant interactions between variables -Also results suggest they would have worse WLB than Gen X or Baby Boomers Implications: supervisors could help millennials may need to define conscientiousness and have more flexibility in work Not significant differences in values of generations but the participation in values and definition of values may vary per each generation (Chahill, 2016)
Individual differences in work-life balance: Work-Life Balance and Age
-This study focused on assessing whether the age of employees has an effect on their perceived WLB Study done from employees in Finland, Lithuania, Sweden- may vary in Americans Older workers indicated better WLB than younger workers -Older workers were also more likely to disagree that they had equal opportunities to improve their WLB situations Important study to encourage older workers to continue working/alter how older generations are treated
Team Role Test
: Intended to tap into knowledge about team roles, including in which situations certain roles are more important
Five steps to effective group decision making 1. Diagnose the problem
Agreement on problem, obstacles; prepares to overcome
Workplace health policy examples
Allowing time for exercise Having an on-site kitchen/eating area Providing healthy food options in vending machines Employee health insurance coverage Tobacco free/smoke free policy
leadership styles
Authoritarian, democratic, laissez-faire Subordinates prefer democratic leaders, but not much relationship between leader style and subordinate behavior
People are less likely to "loaf" when:
Believe their individual efforts will be identified Others are personally affected by their effort
Effects of types of cyberloafing
But there are differences between types of cyberloafing Browsing activities (ex: news web sites and sports web site) Led to positive work affect and work facilitation(helping work related problems) Emailing activities (checking and sending non work related email) Led to negative affect and work depletion(makes it difficult to fulfill work obligations) Browsing -> temporal escape from work stress -> recharging process -> positive affect -> resources necessary for work fulfillment Email is cognitively taxing -> exertion -> depletes psychological resources -> resources are not there for work purposes Need for more research on these underlying mechanisms and Chen's research didn't go far enough.
Virtual Teams
Composed of members who work in different cities or countries and communicate via e-mail, fax, web pages, and videoconferencing
Coercive power
Control over punishments, used to get others to do what they want
Hiring and gender bias
Cornell University researchers submitted 1,276 fake résumés for real jobs listed in the classified section of a local newspaper The résumés were equivalent when it came to educational credentials and work experience, but they varied in personal details about gender and whether or not the candidate had children -Results: The fake male candidates with kids were the most likely to be hired because they were viewed as more responsible Next came men and women without kids The least desirable were women with children. Subjects told researchers they viewed women as more likely than men to sacrifice work duties for family responsibility Cornell's findings reinforce traditional views that women face gender discrimination, which often leads to a gender imbalance in the workforce. Cornell gives explanations as to why women may not be hired, but what prevents already employed women from rising to positions of power within their companies?
Expert power
Derived from special knowledge or proficiency
Informal groups
Develop apart from the official organizational structure; exist relatively independently of the organization -Often form among those working in close proximity who interact frequently
Develop an action plan and implement solution
Develop detailed action steps and methods for monitoring/evaluating progress
Individual differences in cyberloafing
Different for genders & personalities? Men tend to view cyberloafing more positively Men are more likely 97% of men 85% of women Different personalities respond differently to cyberloafing low confidence and high anxiety = less internet time
Implicit Leadership
Emphasizes subordinates' perceptions of leader behaviors Leadership as the outcome of a perceptual process involving leaders and subordinates Prototype- One's mental representation of a leader The more subordinates' perceptions of the leader match their leader prototype, the more the leader is respected and perceived as effective Leadership effectiveness is more about followers' perceptions than leaders' actions -A very different approach to leadership Define leader in terms of whether one is perceived by others as a leader
Free riding
Employees perceive their efforts are not necessary to group success and rewards
Consideration
Extent to which leaders act in a supportive way and show concern and respect for their subordinates (e.g., two-way communication, establishing favorable rapport)
Situational favorability
Extent to which the leader perceives having control of the situation
Transformational leaders:
Focus on long-term goals (vs immediate goals), develop/articulate a vision, inspire to enthusiastically pursue the vision, coach followers to take responsibility for development They inspire— do not just motivate -Research shows transformational leadership: Increased positive attitudes: job satisfaction, organizational commitment, etc. Increased individual and group performance: Higher levels of motivation, task performance, contextual performance, team functioning, workgroup performance (collectivism and power distance), etc. Produces real-world, bottom-line effects
LMX Theory
Focuses on unique, dyadic relationships between subordinates and leaders Leaders have different relationships with different subordinates Subordinates are either in the in-group or the out-group In-group subordinates have good relationships with leader based on mutual trust, shared responsibility, and support Out-group subordinates are treated in a more task-oriented fashion
Referent power
Gained through respect or admiration -Leaders are likely to use different types of power in managing across different situations Expert power and referent power are not limited to higher levels of the organization
. Choose a solution
Group compares the remaining solutions, chooses one -Common approaches: delegating, averaging individual inputs, majority rules, group consensus
Evaluate solutions
Group critically evaluates each of the solutions
Sucker effect
Group members decide they will no longer be a "sucker" and reduce their effort
Role concept
How people perceive the various situational forces acting on them
Work-Team Effectiveness: Team performance
How well team is performing
Transformational leaders exhibit:
Idealized influence (charisma= identify with and emulate) Inspirational motivation (challenge and engage) Intellectual stimulation (new perspectives) Individualized consideration (support and encourage) -Idealized influence—the charisma brought to a relationship by a leader who arouses in the follower a strong desire to identify with or emulate the leader Inspirational motivation—give followers challenges and a reason to engage in shared goals Intellectual stimulation—transformational leaders increase follower awareness of problems from a new perspective Individualized consideration—leaders share with followers when they treat each as an individual, providing support, encouragement...
Trait Theories
In the beginning, very atheoretical Focused on identifying individual characteristics that make a good leader Gender, dominance, intelligence, appearance, need for power, need for achievement Stogdill's (1948) seminal review concluded that there was little consistency in findings for the trait-leadership relationship -In past 25 years, interest in traits reemerged Research findings Intelligence, dominance, masculine orientation predicted leader emergence in small groups Behavioral flexibility (extent to which an individual is willing to consider what behaviors/approaches might work best in particular situations) also is a useful predictor of leader emergence in small groups Big Five traits and leadership Extraversion (+) leadership self-efficacy (individual's perceived capabilities to successfully accomplish leadership tasks)
Transformational Leadership
Interaction of leader and follower raises both to higher levels of motivation and morality Transformational leaders attempt to motivate subordinates to transcend self-interests and achieve more than they think is possible
Storming
Interactions are characterized by disagreement -Members question one another more pointedly -Some conflict emerges
Work group:
Interdependent collection of individuals who share responsibility for specific outcomes for their organizations Must share common goals that affect each other
Transactional leadership
Leader-follower relationship is based on exchanges only, leaders operate on contingent reinforcement
Performing
Members become focused on productivity and goal achievement -Task orientation a high
Tuckerman's five stages of group development: Forming
Members get acquainted -Interactions are polite, tentative, exploratory, and sometimes guarded
Brainstorming
Members of group generate potential solutions without fear of criticism by other members
Groupthink:
Mode of thinking that individuals engage in when the desire to agree becomes so dominant in a cohesive group that it tends to override the realistic appraisal of alternative courses of action
Legitimate power
Power bestowed by the organization, synonymous with "authority"
Role differentiation
Process by which a group or organization establishes distinct roles for various group or organization members
Teamwork
Process-oriented aspects of the work
Social Loafing
Reduction in individual effort that occurs when people work in groups!
Attitudes of team members
Reflect quality of work life, trust in commitment, job satisfaction
Reward power
Results from controlling rewards or outcomes that others strive for
Servant leadership
Robert Greenleaf coined the term "servant leadership" -The Servant as a Leader (1970) -idea that the primary responsibility of a leader is to their followers Puts the interests of followers above their own -Larry C. Spears - developed 10 characteristics of a servant leader Service President and CEO of the Robert K. Greenleaf Center for Servant Leadership since 1990
Group composition
Role of personality
Adjourning
Roles are terminated -Relationships weaken, and members become much less dependent on one another or the group. -Some degree of stress or tension is likely
Functions of Informal Groups
Satisfy social needs such as friendship and companionship Satisfy security needs; make employees feel safe and connected Facilitate cooperation among employees Regulate social and task behaviors
Roles
Set of behaviors expected of a person who occupies a particular position in a group or organization
Norms
Shared expectations about appropriate ways of responding in a group
Fiedler's Contingency Theory
Situational favorability: Extent to which the leader perceives having control of the situation Degrees of situational favorability match up with leader style or orientation Measured by the least preferred coworker (LPC) scale Criticism: LPC has not been well-defined Mixed results, but meta-analytic support for cognitive resource theory (Fiedler & Garcia, 1987) Focuses on the influence of the leader's intelligence and experience on his or her reaction to stress
Instruments designed to identify individuals likely to be successful in a team environment: Teamwork Test
Situational judgment test that identifies KSAOs that more effectively predict teamwork (vs taskwork)
Backfiring of pay for performance
Sometimes when motivation is the problem, money isn't always the solution. Reward induced performance, ignores the complexity of human behaviors. Particularly the role of intrinsic motivation, which is the desire to perform an activity for its own inherent rewards. Experimental data suggests that financial incentives often "crowd out" intrinsic motivation. For instance, college students will spontaneously play with interesting puzzles, but once they are paid to solve them, they lose interest in playing for free.
Schemas for successful leaders-Path Goal Theory
Specifies situational moderators that influence the leader behavior/leader effectiveness relationship (four leader behaviors) Directive (communicate goals, expectations, and tasks) Achievement-oriented (set challenging goals) Supportive (focus on relationships) Participative (focus on mutual participation)
Formal groups
Subunits established by the organization
LMX Theory: Research
Supports idea that quality of leader-follower relationship is predictive of individual-, group-, and organization-level outcomes Positive LMX relationships are related to favorable performance ratings Variability in LMX (high LMX differentiation) within teams may have important negative outcomes (team conflict, turnover)
Contingency Theories
Take into account situational variables Best-known contingency theories: Fiedler's contingency theory Path-goal theory
Two types of team behaviors: Taskwork
Task-oriented aspects of the work
Major advantage of Virtual Teams
Team members can communicate, collaborate, and create regardless of location, time zone, weather, etc. -Most large organizations in the US and other parts of the world employ virtual teams
interchangeably**
Terms "work groups" and "teams" are used
Which of the following is NOT a function that informal groups serve?
They satisfy employees' self-actualization needs.
Norming
Unity is established -Members become more cohesive -Roles, standards, and relationships develop -Trust increases
Requirements to categorize team as virtual:
Use computer-mediated communication Geographically dispersed -There are gradations of virtuality
Current Trends
Use of work groups will continue to expand in areas of service, production, project completion Work teams will continue to become more fluid Virtual teams Team member selection
Descriptive norms
What most people do, feel or think in a particular situation -Violators are seen as unusual, different
Prescriptive norms
What people should do, feel, or think in a particular situation -Violators are seen as dysfunctional, bad employees
Tipping point
When about 90% of communication is computer-mediated, virtual teams become less effective Even a small amount of face-to-face time may enhance virtual team performance
Gender and Leadership
Women are more participative and interpersonally oriented than men Men and women emerge as leaders in contexts consistent with their gender roles Culture What a particular culture values in a leader Western - "Determined" was highly prototypical Eastern - "Intelligence" was highly prototypical Emotions High EI leaders are more effective because they exhibit more transformational behaviors
Why does gender inequality/Differences still exist in the workplace?
Women have surpassed men in educational attainment in the United States According to the Employee & Family Assistance Program gender gaps exist due to: Gender Roles Most women do, and are expected by society to, hold jobs that depend on their nurturing, caring qualities Women mostly responsible for taking care of the family Men are seen as more competitive, aggressive. These qualities associate them with higher status, better paying jobs Women are socialized from birth to not be aggressive and competitive Gender Bias Women are seen as less powerful than men, so they are less likely to hold high status jobs Competitiveness and aggression seen as essential in higher status jobs; associated with masculinity - think of a CEO --HAS TO DO WITH GENDER DIFFERENCES -Many may think men have the educational advantage over women. However, this is not true, but men still hold more superiority over women in the workplace. -Gender roles: this goes back to the 1950s when the husband's were mostly considered "breadwinners" and women the "housewives", women have came a long way today. -Nurturing, caring are seen as feminine traits. Think of a CEO... most of society would associate this position as a males job merely because of gender associated characteristics. Women can be competitive.
Work teams
Work groups in which the actions of individuals are interdependent and coordinated; each member has a role; team has common goals/objectives
Power
an individual's potential influence over the attitudes and behavior of individuals
Norms develop gradually, are passed down,and...
and are adjusted to by new members
Kenneth works in a group whose members are highly motivated to stay together. All members are willing to put aside their individual goals in order to see the group succeed. Kenneth's group is best described as having a high level of:
cohesion.
All of the following are stages in Tuckman's model of group development EXCEPT:
conforming
Groups are ineffective at pooling unshared information; group decisions are....
determined more by shared information
Teams with high variability on extraversion and low variability on conscientiousness are most...
effective
Self-managed work teams function because autonomy and empowerment are positively related to team...
effectiveness; however, team conflict can lead to ineffectiveness
Jenna is in a work group composed of graphic designers who have been asked to design a billboard. She thinks that the billboard is effectively being completed by others and that her efforts are not necessary. Jenna is engaged in:
free riding.
When a cohesive group's desire to agree becomes so dominant that it overrides realistic appraisal of alternative courses of action, the result is a mode of thinking known as:
groupthink
Personality plays a role with...
helping (backup behavior) -Team performance improves when members have high cognitive ability, favorable personality traits, and relevant experience -Demographic diversity among team members is unrelated to team effectiveness -However, diversity related to the task (expertise, education) is positively related to team effectiveness
Cohesive groups are more satisfied than...
noncohesive groups
During the ________ stage of group development, group members become more cohesive and establish unity among themselves.
norming
Group cohesion is positively linked to
performance (based on meta-analytic analysis)
According to research on group decision making, groups are NOT particularly effective at:
pooling unshared information.
Which type of norm suggests what people should do, feel, or think in a particular situation?
prescriptive
Any non-motivational element of a group situation that detracts from the group's performance is known as:
process loss
Liz and four other students have been assigned to work in a group on a class project. Midway through the project, Liz realizes she is the only one working and decides not to put forth any more effort. This outcome is called:
the sucker effect.
Withdrawal behaviors
turnover, absence, tardiness
Negative effects of paternity leave
● Fathers who take time off from work tend to have their earnings reduced. ● Paternity Leave causes men to refrain from the caregiver role. ● Stigma of taking time off from work to help fulfill household duties. ● Fathers who do not take paternity leave risk harming the relationship between their newborns and themselves as well as strain on their relationship with their spouse