man 4240 exam 3

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aggressor

"puts down" or deflates fellow teammates

The Big Five Taxonomy

CANOE= conscientiousness, agreeable, neuroticism, openness, extraversion

moral awareness

FIRST step in the four component model. occurs when an authority recognizes that a moral issue exists in a situation or that an ethical code or principal is relevant to the circumstance.

production blocking

occurs when members have to wait on one another before they can do their part of the team task

devil's advocate

offers constructive challenges to the team's status quo.

trust

the willingness to be vulnerable to a trustee based on positive expectations about the trustee's actions and intentions

motivating and confidence building

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

affect based trust

trust depends on feelings toward authority that go beyond any rational assessment

cognition based trust

trust is rooted in a rational assessment of the authority's trustworthiness

disposition based trust

your personality traits include a general propensity to trust others. has less to do with a particular authority and more to do with the trustor

team composition

the mix of people who make up the team

energizer

motivates team members to work harder toward team goals

neuroticism

nervous, moody, emotional, insecure, jealous unstable

differential reactivity

neurotic people are less likely to believe they can cope with the stressors that they experience

integrity

the perception that the authority adheres to a set of values and principles that the trustor finds acceptable

motivational loss

the loss in team productivity that occurs when team members don't work as hard as they could

moral judgement

SECOND step in the four component model. reflects the process people use to determine whether a particular course of action is ethical or unethical. most important factor influencing moral judgement is Kohlberg's theory of cognitive moral development.

moral intent

THIRD step in the four component model. reflects an authority's degree of commitment to the moral course of action.

positive affectivity

a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation

negative affectivity

a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance

respect rule

a rule within interpersonal justice. pertains to whether authorities treat employees in a dignified and sincere manner

propriety rule

a rule within interpersonal justice. reflects whether authorities refrain from making improper or offensive remarks

four component model of ethical decision making

argues that ethical behaviors result from a multistage sequence beginning with moral awareness, moral judgement, moral intent, and ethical behavior

team task roles

behaviors that directly facilitate the accomplishment of team tasks. orienter, devil's advocate, and energizer.

team building roles

behaviors that influence the quality of the team's social climate. harmonizer, encourager, compromiser

moral intensity

captures the degree to which an issue has ethical urgency. driven by two concerns: a particular issue is high in moral intensity if the potential for harm is perceived to be high; a particular issue is high in moral intensity if there is social pressure surrounding it.

parallel teams

composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process. require only part time commitment from members.

four rules within procedural justice that are fostered when authorities serve to adhere to equal employment opportunity

consistency, bias suppression, representativeness, and accuracy

openness

curious, imaginative, creative, complex, refined, sophisticated

conscientiousness

dependable, organized, reliable, ambitious, hardworking, persevering

management teams

designed to be relatively permanent. participate in managerial-level tasks that affect the entire organization. responsible for coordinating the activities of organizational subunits to help the organization achieve its long term goals.

work teams

designed to be relatively permanent. purpose is to produce goods and provide services and require a full time commitment from members.

orienter

establishes the direction for the team

employees can judge the fairness of an authority's decision making along what four dimensions?

distributive justice, procedural justice, interpersonal justice, and informational justice

surface level diversity

diversity regarding observable attributes such as race, ethnicity, sex, and age

project teams

formed to take on "one time" tasks that are generally complex and require a lot of input from members with different types of training and expertise. these teams only exist as long as it takes to complete a project. some members work full time while others only need part time commitment

five stage progression model

forming, storming, norming, performing, adjourning

process loss

getting LESS from the team than you would expect based on the capabilities of its individual members. members have to work to not only accomplish their own tasks but also coordinate their activities with the activities of their teammates

process gain

getting MORE from the team than you would expect according to the capabilities of its individual members. most critical in situations in which the complexity of the work is high or tasks require members to combine their knowledge, skills, and efforts to solve problems

compromiser

helps the team see alternative solutions that teammates can accept

"track record"

if the track record has shown the authority to be trustworthy, then vulnerability to the authority can be accepted. if that track record is spotty however, then trust may not be warranted. three dimensions to gauge the track record of an authority figure= ability, benevolence, and integrity

affect management

involves activities that foster a sense of emotional balance and unity

mission analysis

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

conflict management

involves the activities that the team uses to manage conflicts that arise in the course of its work

goal specification

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

agreeableness

kind, cooperative, sympathetic helpful, courteous, warm

dominator

manipulates teammates to acquire control and power

performing

members are comfortable working within their roles, and the team makes progress towards goals

outcome interdependence

members are linked to one another in terms of feedback and outcomes they receive as a consequence of working in the team

adjourning

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

goal interdependence

members have a shared goal and align their individual goals with that vision

cohesion

members of teams can develop strong emotional bonds to other members of their team and to the team itself. tends to foster high levels of motivation and commitment to the team and as a result it promotes higher levels of team performance

forming

members orient themselves by trying to understand their boundaries in the team

norming

members realize that they need to work together to accomplish team goals, and consequently, the begin to cooperate with one another.

storming

members remain committed to ideas they bring with them to the team.

internal locus of control

people believe: people's misfortunes result from the mistakes they make. becoming a success is a matter of hard work. in the case of the well prepared student, there is rarely such thing as an unfair test. the average citizen can have an influence in government decisions. people are lonely because they don't try to be friendly.

external locus of control

people believe: unhappy things in people's lives are partly due to bad luck. getting a good job depends mainly on being in the right place at the right time. exam questions tend to be so unrelated to course work that studying is really useless. world is run by the few people in power, and there is not much the little guy can do about it. there's not much use in trying too hard to please people.

action teams

perform tasks that are normally limited in duration. the tasks are complex and take place in contexts that are highly visible to an audience or of a highly challenging nature. some of these teams work together for an extended amount of time or only as long as the project takes.

encourager

praises the work of teammates

coordination loss

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

deep level diversity

refers to diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience. differences in attitudes, values, and personality are good examples

task interdependence

refers to 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.

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

accomplishment striving

reflects a strong desire to accomplish task-related goals as a means of expressing personality

status striving

reflects a strong desire to obtain a power and influence within a social structure as a means of expressing personality

communion striving

reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality.

individualistic roles

reflects behaviors that benefit the individual at the expense of the team. aggressor, dominator, recognition seeker.

ethics

reflects the degree to which the behaviors of an authority are in accordance with generally accepted moral norms

team process

reflects the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals

justice

reflects the perceived fairness of an authority's decision making

distributive justice

reflects the perceived fairness of decision making OUTCOMES. employees gauge distributive justice by asking whether decision outcomes, such as pay, rewards, evaluations, promotions, and work assignments, are allocated using proper norms

procedural justice

reflects the perceived fairness of decision making PROCESSES. is fostered when authorities adhere to rules of fair process. one of those rules is voice, or giving employees a chance to express their opinions and views during the course of decision making.

interpersonal justice

reflects the perceived fairness of the TREATMENT received by employees from authorities. is fostered when authorities treat employees adhere to two particular rules: respect and propriety rules

informational justice

reflects the perceived fairness of the communications provided to employees from authorities. fostered when authorities adhere to two rules: justification rule and truthfulness rule

locus of control

reflects whether people attribute the causes of events to themselves or to the external environment

five aspects of team composition

roles, ability, personality, diversity, and team size

zero acquaintance

situations in which two people have only just met

ability

skills, competencies, and areas of expertise that enable an authority to be successful in some specific area

harmonizer

steps in to resolve differences among team members

coordination

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

recognition seeker

takes credit for teams success

extraversion

talkative, sociable, passionate, assertive, bold, dominate

interpersonal processes

team work processes, such as motivating and confidence building, that focus on the management of relationships among team members.

monitoring progress towards goals

teams that pay attention to goal-related information-perhaps by charting the team's performance relative to team goals-are typically in a good position to realize when they are "off track" and need to make changes

transition processes

teamwork activities that focus on preparation for future work . mission analysis, strategy formulation, goal specification

virtual teams

the members are geographically dispersed, and interdependent activity occurs through electronic communications-email, IM, and web conferencing

action processes

teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place. monitoring progress towards goals, systems monitoring, helping behavior, coordination

benevolence

the belief that the authority wants to do good for the trustor, apart from any selfish or profit-centered motives

trustworthiness

the characteristics or attributes of a trustee that inspire trust.

teamwork processes

the interpersonal activities that facilitate the accomplishment of the teams work but do not directly involve task accomplishment itself

trust propensity

type of disposition based trust. a general expectation that the words, promises, and statements of individuals and groups can be relied upon. represents a "faith in human nature"

social loafing

type of motivational loss resulting from members feeling less accountable for team outcomes relative to independent work that results in individually identifiable outcomes

sequential interdependence

type of task interdependence; different tasks are done in a prescribed order, and the group is structured such that members specialize in these tasks

pooled interdependence

type of task interdependence; group members complete their work assignments independently, and then this work is simply "piled up" to represent the groups output

reciprocal interdependence

type of task interdependence; members interact with a subset of other members to complete team's work instead of a strict sequence of activities.

comprehensive interdependence

type of task interdependence; requires the highest level of interaction and coordination among members as they try to accomplish work. each member has 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.


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