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MAN320F Final Exam: Unit 1-11

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Five characteristics that are important for the success of a specific effort:

(1) efficient, goal-directed effort; (2) adequate resources; (3) competent, motivated performance; (4) a productive, supportive climate; and (5) a commitment to continuous improvement

Three types of process controls:

(1) policies, procedures, and rules (2) formalization and standardization (3) total quality management controls

Networks and Alliances for Highly Complex Environments -- Two ways are becoming more popular:

(1) the management of networks: develop networks of linkages to the key firms they rely upon.(2) the development of alliances: develop interfirm alliances

FIRO-B theory

(Fundamental interpersonal relations orientation theory) examines differences in how people relate to one another based on their needs to express and receive feelings of inclusion, control, and affection. It deals with membership compatibilities.

___ is a condition in which dominant cultural patterns are in consistent with new emerging innovations. (a) Organizational cultural lag (b) Management philosophy (c) Internal integration (d) External adaptation

(a) Organizational cultural lag

___ are attuned to spiritual values and see their responsibility as being stewards for the good of the whole. (a) Servant leaders (b) Transformational leaders (c) Authoritarian leaders (d) Empowering leaders

(a) Servant leaders

Which of the following is an accurate statement about an adhocracy? (a) The design facilitates information exchange and learning (b) There are many rules and policies (c) Use of IT is always minimal. (d) IT handles routine problems efficiently (e) IT is quite common in older industries

(a) The design facilitates information exchange and learning

The story of a corporate turn around attributed to the efforts of a visionary manager is an example of ___. (a) a saga (b) a foundation myth (c) internal integration (d) a latent cultural artifact

(a) a saga

The team-building process can best be described as participative, data based, and ____. (a) action oriented (b) leader centered (c) ineffective (d) short term

(a) action oriented

A complex problem is best dealt with by a team using a(n) ____ communication network. (a) all-channel (b) wheel (c) chain (d) linear

(a) all-channel

In today's interdependent society and knowledge-based organizations, _________ is becoming increasingly important. (a) connection power (b) coercive power (c) referent power (d) control

(a) connection power

Examples of ____ that can harm team performance include when someone is being aggressive, makes inappropriate jokes, or talks about irrelevant matters in a group meeting. (a) disruptive behaviors (b) maintenance activities (c) task activities (d) role dynamics

(a) disruptive behaviors

Grouping individuals and resources in the organization around products, services, clients, territories, or legal entities is an example of specialization ___. (a) divisional (b) functional (c) matrix (d) mixed form (e) outsourced specialization

(a) divisional

The key contribution complexity offers to leadership is the understanding of ___. (a) emergence (b) administrative leadership (c) entrepreneurial leadership (d) empowerment

(a) emergence

Grouping resources into departments by skill, knowledge, and action is the pattern. (a) functional (b) divisional (c) vertical (d) means-endchains (e) matrix

(a) functional

When two groups are in competition with one another, ____ may be expected within each group. (a) greater cohesiveness (b) less reliance on the leader (c) poor task focus (d) more conflict

(a) greater cohesiveness

The tendency of teams to lose their critical evaluative capabilities during decision making is a phenomenon called ____. (a) groupthink (b) the slippage effect (c) decision congruence (d) group consensus

(a) groupthink

The three criteria for effective negotiation are ___. (a) harmony, efficiency, and quality (b) quality, efficiency, and effectiveness (c) ethical behavior, practicality, and cost-effectiveness (d) quality, practicality, and productivity

(a) harmony, efficiency, and quality

A rule of thumb for whether you can violate norms in a relationship is to not overexpend your __. (a) idiosyncrasy credits (b) relational disclosures (c) low LMX (d) reciprocity

(a) idiosyncrasy credits

People use ___ in deciding whether to grant a leadership claim. (a) implicit theories (b) social constructions (c) collective leadership (d) social exchange

(a) implicit theories

The process of creating new ideas and putting them into practice is ___. (a) innovation (b) creative destruction (c) product innovation (d) process innovation

(a) innovation

Leadership is a process of ___. (a) leading and following (b) deferring and obeying (c) managing and supervising (d) influencing and resisting

(a) leading and following

A ___ links key goal-related issues with key collaboration issues to come up with general ways by which the firm will manage its affairs. (a) managerial philosophy (b) cultural symbol (c) ritual (d) saga

(a) managerial philosophy

The FIRO-B theory deals with ____ in teams. (a) membership compatibilities (b) social loafing (c) dominating members (d) conformity

(a) membership compatibilities

When a person approaches a negotiation with the assumption that in order for him to gain his way, the other party must lose or give up something, the ___ negotiation pitfall is being exhibited. (a) myth of the fixed pie (b) escalating commitment (c) overconfidence (d) hearing problem

(a) myth of the fixed pie

The three levels of cultural analysis highlighted in the text concern ___. (a) observable culture, shared values, and common assumptions (b) stories, rites, and rituals (c) symbols, myths, and stories (d) manifest culture, latent culture, and observable artifacts

(a) observable culture, shared values, and common assumptions

Bass modified Burns's theory to focus on ___ rather than moral interests. (a) organizational (b) societal (c) follower (d) collective

(a) organizational

A person facing an ethical dilemma involving differences between personal values and the expectations of the team is experiencing ___ conflict. (a) person-role (b) intrasender role (c) intersender role (d) interrole

(a) person-role

Legitimate power is a form of ___ power. (a) position (b) personal (c) connection (d) information

(a) position

The best leadership style to use when tasks are highly repetitive is ___. (a) supportive (b) directive (c) charismatic (d) entrepreneurial

(a) supportive

Internal integration concerns ___. (a) the process of deciding the collective identity and how members will live together (b) the totality of the daily life of members as they see and describe it (c) expressed unproven beliefs that are accepted uncritically and used to justify current actions (d) groups of individuals with a pattern of values that rejects those of the larger society

(a) the process of deciding the collective identity and how members will live together

The indirect conflict management approach that uses the chain of command for conflict resolution is known as ___. (a) upward referral (b) avoidance (c) smoothing (d) appeal to common goals

(a) upward referral

A ___ is when individuals go outside the formal system to accomplish a task or goal. (a) workaround (b) power base (c) network (d) political climate

(a) workaround

____ is the set of mechanisms used in an organization to link the actions of its subunits into a consistent pattern. (a) Departmentation (b) Coordination (c) Control (d) Formal authority

(b) Coordination

___ says that leadership is an emergent property of a group or network of interacting individuals. (a) Leadership identity construction (b) Distributed leadership (c) Leader-member exchange theory (d) Social exchange theory

(b) Distributed leadership

___ is a passive form of resistance that involves noncompliance. (a) Constructive resistance (b) Dysfunctional resistance (c) Controlled resistance (d) Conscientious resistance

(b) Dysfunctional resistance

___ involves the choice of how to engage with leaders in producing leadership. (a) Implicit theories (b) Followership (c) Informal leadership (d) Reciprocity

(b) Followership

___ is grouping individuals by skill, knowledge, and action yields. (a) Divisional departmentation (b) Functional departmentation (c) Hybrid structuration (d) Matrix departmentation

(b) Functional departmentation

____ occurs through processes of claiming and granting. (a) Followership (b) Leadership identity construction (c) Implicit theory (d) Status

(b) Leadership identity construction

Any object, act, or event that serves to transmit cultural meaning is called ___. (a) a saga (b) a cultural symbol (c) a cultural lag (d) a cultural myth

(b) a cultural symbol

In the process of alternative dispute resolution known as ___, a neutral third party acts as a judge to determine how a conflict will be resolved. (a) mediation (b) arbitration (c) conciliation (d) collaboration

(b) arbitration

Power that comes from who you know is called ___. (a) human capital (b) association power (c) referent power (d) interpersonal power

(b) association power

If two units or teams in an organization are engaged in almost continual conflict and the higher manager decides it is time to deal with matters through managed interdependence, which is a possible choice of conflict management approach? (a) compromise (b) buffering (c) appeal to common goals (d) upward referral

(b) buffering

When leaders create moral awareness and concern, enhance moral reasoning, and encourage moral responsibility, they are creating more ___. (a) transformational leadership (b) ethical climates (c) empowering climates (d) authenticity

(b) ethical climates

Social power differs from ___, which is power made operative against another's will. (a) powerlessness (b) force (c) dependence (d) zero sum game

(b) force

Highly cohesive teams tend to be ____. (a) bad for organizations (b) good for members (c) good for social loafing (d) bad for norm conformity

(b) good for members

What can be predicted when you know that a work team is highly cohesive? (a) high-performance results (b) high member satisfaction (c) positive performance norms (d) status congruity

(b) high member satisfaction

The statement "On our team, people always try to do their best" is an example of a(n) ____ norm. (a) support and helpfulness (b) high-achievement (c) organizational pride (d) personal improvement

(b) high-achievement

Adhocracies tend to favor ___. (a) vertical specialization and control (b) horizontal specialization and coordination (c) extensive centralization (d) a rigid strategy

(b) horizontal specialization and coordination

One of the problems with the suppression of conflicts is that it ___. (a) creates winners and losers (b) is a temporary solution that sets the stage for future conflict (c) works only with emotional conflicts (d) works only with substantive conflicts

(b) is a temporary solution that sets the stage for future conflict

Self-managing teams ___. (a) reduce the number of different job tasks members need to master (b) largely eliminate the need for a traditional supervisor (c) rely heavily on outside training to maintain job skills (d) add another management layer to overhead costs

(b) largely eliminate the need for a traditional supervisor

A major distinction between line and staff units concerns ___. (a) the amount of resources each is allowed to utilize (b) linkage of their jobs to the goals of the firm (c) the amount of education or training they possess (d) their use of computer information systems

(b) linkage of their jobs to the goals of the firm

It is during the ___ stage of team development that members begin to come together as a coordinated unit. (a) storming (b) norming (c) performing (d) total integration

(b) norming

Conflict that ends up being "functional" for the people and organization involved would most likely be ___. (a) of high intensity (b) of moderate intensity (c) of low intensity (d) nonexistent

(b) of moderate intensity

The formal structures of organizations may be shown in a(n) ___. (a) environmental diagram (b) organization chart (c) horizontal diagram (d) matrix depiction

(b) organization chart

If you heard from an employee of a local bank "It's a tradition here for us to stand up and defend the bank when someone criticizes it," you could assume that the bank employees had strong ____ norms. (a) support and helpfulness (b) organizational and personal pride (c) ethical and social responsibility (d) improvement and change

(b) organizational and personal pride

According to Burns's theory, ___ are not leaders. (a) bureaucrats (b) power wielders (c) managers (d) socialized charismatics

(b) power wielders

Environmental complexity ___. (a) refers to the set of alliances formed by senior management (b) refers to the overall level of problems and opportunities stemming from munificence, interdependence, and volatility (c) is restricted to the general environment of organizations (d) is restricted to other organizations with which an organization must interact in order to obtain inputs and dispose of outputs

(b) refers to the overall level of problems and opportunities stemming from munificence, interdependence, and volatility

Charisma is most aptly described as a ___ process. (a) leader (b) relational (c) follower (d) situational

(b) relational

The "born" argument in leadership implies that leaders should be ___. (a) developed (b) selected (c) trained (d) transformed

(b) selected

Networking builds ___ in organizations. (a) human capital (b) social capital (c) informal systems (d) political savvy

(b) social capital

The Ringlemann effect describes ___. (a) the tendency of groups to make risky decisions (b) social loafing (c) social facilitation (d) the satisfaction of members' social needs

(b) social loafing

Groups with unique patterns of values and philosophies that are consistent with the dominant organizational culture are called ___. (a) countercultures (b) subcultures (c) sagas (d) rituals

(b) subcultures

The obligation created when someone does you a favor is __. (a) feedback orientation (b) the norm of reciprocity (c) implicit followership theories (d) distributed leadership

(b) the norm of reciprocity

External adaptation concerns ___. (a) the unproven beliefs of senior executives (b) the process of coping with outside forces (c) the vision of the founder (d) the processes working together

(b) the process of coping with outside forces

Regarding the organizational design for a small firm compared to a large firm, ___. (a) they are almost the same (b) they are fundamentally different (c) a large firm is just a larger version of a small one (d) the small firm has more opportunity to use information technology

(b) they are fundamentally different

The best size for a problem-solving team is usually ___ members. (a)no more than 3 or 4 (b)5 to 7 (c)8 to 10 (d)around 12 to 13

(b)5 to 7

A co-acting group is most likely to use a(n) ____ communication network. (a) interacting (b) decentralized (c) centralized (d) restricted

The team effectiveness equation states: Team effectiveness = ____ X (Process gains - Process losses). (a) Nature of setting (b) Nature of task (c) Quality of inputs (d) Available rewards

Of the following statements, only ___ is true. (a) Principled negotiation leads to accommodation. (b) Hard distributive negotiation leads to collaboration. (c) Soft distributive negotiation leads to accommodation or compromise. (d) Hard distributive negotiation leads to win-win conflicts.

___ says that if you do not use power appropriately others will rise up to take it away. (a) Empowerment (b) Instrumental theory (c) The Iron Law of Responsibility (d) Coercive power

A lose-lose conflict is likely when the conflict management approach is one of ____. (a) collaborator (b) altering scripts (c) accommodation (d) problem solving

Conformity is an example of ___. (a) power distance orientation (b) prototypical followership (c) anti-prototypical followership (d) constructive orientation

An ___ conflict occurs when a person must choose between two equally attractive alternative courses of action. (a) approach-avoidance (b) avoidance-avoidance (c) approach-approach (d) avoidance-approach

When the leadership role at the top is divided among multiple people, it is called ___. (a) collective leadership (b) distributed leadership (c) co-leadership (d) shared leadership

What form of power stems from the expectation that a person will be punished if he or she fails to conform to influence attempts? (a) reward power (b) legitimate power (c) coercive power (d) referent power

When a team decision requires a high degree of commitment for its implementation, a(n) ___ decision is generally preferred. (a) authority (b) majority rule (c) consensus (d) minority rule

According to ___, whether leader behaviors will be effective depends on the situation. (a) trait approaches (b) behavior approaches (c) contingency theories (d) transactional theories

Groups where the patterns of values outwardly reject those of the larger organization are ___. (a) external adaptation rejectionist (b) cultural lag (c) countercultures (d) organizational myths

We could almost say that it is in ___ that leadership is created. (a) positions (b) authority (c) following (d) hierarchy

The division of labor through the formation of work units or groups within an organization is called ___. (a) control (c) horizontal specialization (b) vertical specialization (d) coordination

Task characteristics, reward systems, and team size are all ___ that can make a difference in team effectiveness. (a) processes (b) dynamics (c) inputs (d) rewards

When individuals respond to power because they want to obtain a reward or avoid punishment, they are being ___. (a) politically savvy (b) empowered (c) instrumental (d) resistant

To increase team cohesiveness, one would ____. (a) make the group bigger (b) increase membership diversity (c) isolate the group from others (d) relax performance pressures

Ethical leadership theory is a ___ theory of leadership. (a) transformational (b) transactional (c) normative (d) complexity

Members of a team tend to become more motivated and better able to deal with conflict during the ___ stage of team development. (a) forming (b) norming (c) performing (d) adjourning

Individuals who have ____ know how to read political situations and respond effectively. (a) perceptions of organizational politics (b) networks (c) political savvy (d) power bases

To help avoid the dangers of charisma, leaders should reduce ___. (a) transactions (b) task-oriented behaviors (c) power distance (d) networks

Another name for integrative negotiation is ___. (a) arbitration (b) mediation (c) principled negotiation (d) smoothing

Individuals who engage in voice likely have a ___. (a) weak feedback orientation (b) prototypical leadership theory (c) proactive follower orientation (d) power distance orientation

The two meta-categories of leader behaviors found in the behavioral approaches are ___. (a) transformational and transactional leader behaviors (b) achievement-oriented and participative leadership (c) relations-oriented and task-oriented behaviors (d) directive and authoritarian behavioral styles

When a person holds a prestigious position as a vice president in a top management team, but is considered just another member of an employee involvement team that a lower-level supervisor heads, the person might experience ___. (a) role underload (b) role overload (c) status incongruence (d) the diversity-consensus dilemma

Both ___ goals should be considered in any negotiation. (a) performance and evaluation (b) task and substance (c) substance and relationship (d) task and performance

A/an ___ conflict occurs in the form of a fundamental disagreement over ends or goals and the means for accomplishment. (a) relationship (b) emotional (c) substantive (d) procedural

A team member who does a good job at summarizing discussion, offering newideas, and clarifying points made by others is providing leadership by contributing ____ activities to the group process. (a) required (b) disruptive (c) task (d) maintenance

Members of a multinational task force in a large international business should probably be aware that ___ might initially slow the progress of the team.(a) synergy (b) groupthink (c) the diversity-consensus dilemma (d) intergroup dynamics

Culture concerns all of the following except ___. (a) the collective concepts shared by members of a firm (b) acquired capabilities (c) the personality of the leader (d) the beliefs of members

The design of the organization needs to be adjusted to all but ___. (a) the environment of the firm (b) the strategy of the firm (c) the size of the firm (d) the operations and information technology of the firm (e) the personnel to be hired by the firm

___ is a sense of broader purpose that workers infuse into their tasks as a result of interaction with one another. (a) A rite (b) A cultural symbol (c) A foundation myth (d) A shared meaning

(d) A shared meaning

___ help individuals have influence in organizations and provide protection against powerful others. (a) Social skills (b) Political climates (c) Formal systems (d) Power bases

(d) Power bases

Which statement about self-managing teams is most accurate? (a) They always improve performance but not satisfaction. (b) They should have limited decision-making authority. (c) They operate with elected team leaders. (d) They should let members plan and control their own work.

(d) They should let members plan and control their own work.

___ study the personal qualities and characteristics of leaders to identify their association with leader emergence and effectiveness. (a) Implicit leadership approaches (b) Managerial approaches (c) Behavior approaches (d) Trait approaches

(d) Trait approaches

Power distance is an example of ___. (a) an implicit followership theory (b) upward leadership (c) the leadership process (d) a follower role orientation

(d) a follower role orientation

When a manager asks people in conflict to remember the mission and purpose of the organization and to try to reconcile their differences in that context, she is using a conflict management approach known as ___. (a) reduced interdependence (b) buffering (c) resource expansion (d) appeal to common goals

(d) appeal to common goals

When a team member engages in social loafing, one of there commended strategies for dealing with this situation is to __. (a) forget about it (b) ask another member to force this person to work harder (c) give the person extra rewards and hope he or she will feel guilty (d) better define member roles to improve individual accountability

(d) better define member roles to improve individual accountability

Complexity leadership approaches offer an alternative to ___ organizing principles. (a) systems (b) political (c) transformational (d) bureaucratic

(d) bureaucratic

Which approach to conflict management can be best described as both highly cooperative and highly assertive? (a) competition (b) compromise (c) accommodation (d) collaboration

(d) collaboration

One of the essential criteria of a true team is ____. (a) large size (b) homogeneous membership (c) isolation from outsiders (d) collective accountability

(d) collective accountability

When a new team member is anxious about questions such as "Will I be able to influence what takes place?" the underlying issue is one of ___. (a) relationships (b) goals (c) processes (d) control

(d) control

The patterns of values and philosophies that outwardly reject those of the larger organization or social system are called ___. (a) sagas (b) organizational development (c) rituals (d) countercultures

(d) countercultures

The idea that social power can be an expanding pie is the basis for the trend toward ___. (a) hierarchical thinking (b) political climate (c) personal power (d) empowerment

(d) empowerment

A matrix structure ___. (a) reinforces unity of command (b) is inexpensive (c) is easy to explain to employees (d) gives some employees two bosses (e) yields a minimum of organizational politics

(d) gives some employees two bosses

Compared to the machine bureaucracy (mechanistictype), the professional bureaucracy (organic type) ___. (a) is more efficient for routine operations (b) has more vertical specialization and control (c) is larger (d) has more horizontal specialization and coordination mechanism (e) is smaller

(d) has more horizontal specialization and coordination mechanism

If a manager and subordinate have a lot of trust and support for one another, we can say they have a ___. (a) weak norm of reciprocity (b) idiosyncratic relationship (c) low LMX relationship (d) high LMX relationship

(d) high LMX relationship

When someone returns a favor to relieve an obligation very quickly it is an example of __. (a) economic exchange (b) interest (c) equivalence (d) immediacy

(d) immediacy

Organizational politics occur in the ___ of an organization. (a) hierarchical structures (b) boundaries (c) formal systems (d) informal systems

(d) informal systems

Research has shown that charisma is ___ for most chief executives. (a) a neutralizer (b) a substitute (c) beneficial (d) not beneficial

(d) not beneficial

Commonly held cause-effect relationships that cannot be empirically supported are referred to as ___. (a) cultural lags (b) rituals (c) management philosophy (d) organizational myths

(d) organizational myths

When Japanese workers start each day with the company song, this is an example of a(n) ___. (a) symbol (b) myth (c) underlying assumption (d) ritual

(d) ritual

When a team of people is able to achieve more than what its members could by working individually, this is called ___. (a) distributed leadership (b) consensus (c) team viability (d) synergy

(d) synergy

An effective team is defined as one that achieves high levels of task performance, member satisfaction, and _____. (a) coordination (b) harmony (c) creativity (d) team viability

(d) team viability

Failure to comply because a directive does not fall in the acceptable range of requests is called ___. (a) a zero sum game (b) powerlessness (c) political savvy (d) the zone of indifference

(d) the zone of indifference

A type of leadership that is often missed in discussions of leadership is _______ leadership. (a) face-to-face (b) downward (c) hierarchical (d) upward

(d) upward

Control involves all but ___. (a) measuring results (b) establishing goals (c) taking corrective action (d) comparing results with goals (e) selecting manpower

(e) selecting manpower

Conflict suppression:

- No chance in antecedent condition occur - superficial - temporary state - Leaves situation open for future conflict over similar issues.

Servant leadership

- is a view in which servant leaders selflessly serve others first. is based on the notion that the primary purpose of business should be to create a positive impact on the organization's employees as well as the community.

Impersonal methods of coordination

- produce synergy by stressing consistency and standardization so that individual pieces fit together. - are often refinements and extensions of process controls with an emphasis on formalization and standardization. - Organizations often have written policies and procedures, such as schedules, budgets, and plans that are designed to mesh the operations of several units into a whole by providing predict- ability and consistency.

Approaches to distributive negotiation: (2)

1. "Hard"-- takes place when each party holds out to get its own way. This leads to competition, whereby each party seeks dominance over the other and tries to maximize self-interests. 2. "soft"-- takes place when one party or both parties make conces- sions just to get things over with. This soft approach leads to accommodation—in which one party gives in to the other—or to compromise—in which each party gives up some- thing of value in order to reach agreement.

Bureaucracies rely on: (4)

1. A division of labor 2. hierarchical control 3. promotion by merit with career opportunities for employees 4. administration by rule. Common in LARGE companies.

How to influence Team Norms: (5)

1. Act as (+) role model 2. discuss team goals and norms 3. Select members who can/will live up to desired norms 4. Give members right training and support and rewards that reinforce desired behavior 5. Hold regular meetings to discuss team performance and how to improve.

Pros of self-managing teams: (4)

1. Better work quality 2. Faster response to change 3. Reduced absenteeism and turnover 4. Improved work attitudes and quality of work life

Responses to Power and Influence:

1. Conformity - compliance -commitment 2. Resistance - Constructive - destructive 3. How power corrupts

Advantages of virtual teams: (3)

1. Cost and time efficiency 2. Focused attention and decision making 3. Discussions can be stored electronically

Managers can adjust the level of interdependency among teams or individuals by: (3)

1. Decoupling: taking action to eliminate or reduce the required contact between conflicting parties. In some cases, team tasks can be adjusted to reduce the number of required points of coordi- nation. The conflicting parties are separated as much as possible from one another. 2. Buffering: is to build an inventory, or buffer, between the teams so that any output slowdown or excess is absorbed by the inventory and does not directly pressure the target group. 3. linking-pin roles: Conflict can sometimes be reduced by assigning people to serve as liaisons between groups that are prone to conflict. - are expected to understand the operations, members, needs, and norms of their host teams. They are supposed to use this knowledge to help the team work better with others in order to accomplish mutual tasks.

Hybrid Structures: (2)

1. Division firm: is an extension of the divisional pattern of departmentation. Here, the firm is composed of quasi-independent divisions so that different divisions can be more or less organic or mechanistic. Although the divisions may be treated as separate businesses, they often share a similar mission and systems goals. When adopting this hybrid type, each division can pursue a different strategy. 2. Conglomerate: is a single corporation that contains a number of unrelated businesses. On the surface, thesfirms look like divisionalized firms, but when the various businesses of the divisions are UNRELATED it's this.

Characteristics of Servant leadership: (8)

1. Empowerment:fosteringaproactive,self-confidentattitudeamongfollowers 2. Accountability: showing confidence in followers by giving them responsibility and then holding them accountable for performance; allows them control and ensures they know what is expected of them 3. Standing back: giving priority to the interest of others first and giving them necessary support and credit 4. Humility: the ability to put one's own accomplishments and talents in a proper perspective and remain modest 5. Authenticity: being true to oneself, adherence to a generally perceived moral code, keeping professional role secondary to whom the individual is as a person 6.Courage: daring to take risks and try new approaches; challenging conventional modes of working and using values and convictions to govern one's actions 7. Forgiveness: having the ability to understand and experience the feelings of others, let go of perceived wrongdoings, and not carry a grudge into other situations 8. Stewardship: demonstrating the willingness to take responsibility for the larger institution sense of obligation to a common good that includes the self but that stretches beyond one's own self-interest

Complexity assumptions (present): (7)

1. Environments dynamic, uncontrollable 2. Self-organizing systems with no centralized control 3. Coordination from interactions within system, simple rules 4. Change is nonlinear, unpredictable 5. Value = adaptability and responsiveness 6. Direction set by participation of many 7. Leaders are facilitators, supporters

Bureaucratic assumptions (past): (7)

1. Environments stable, controllable 2. Hierarchical organizing systems using centralized control 3. Coordination from hierarchy, formal rules, regulations 4. Change is linear, predictable 5. Value = efficiency and reliability 6. Direction set by a few leaders 7. Leaders are experts, authorities

There are two main ways to build power bases in organizations:

1. Establishing competence and value added to the organization. 2. By building relationships and networks.

Common types of team norms include...(5)

1. Ethics: ethical vs. everyone does it... 2. organizational and personal pride: Honor company vs. talk shit 3. high-achievement: be the best vs. doesn't care 4. support & helpfulness: caring team vs. individualistic 5. improvement & change norms: looking to improve vs. same old ways

Steps in the team building process include...(5)

1. Finding the problem or opportunity in team effectiveness 2. data gathering and analysis 3. planning for team improvements 4. actions to improve team functioning 5. evaluation of results

Stages of team development include: (5)

1. Forming 2. storming 3. norming 4. performing 5. adjourning stage

Innovation process: (4 steps)

1. Idea creation—to create an idea through spontaneous creativity, ingenuity, and infor- mation processing 2. Initial experimentation—to establish the idea's potential value and application 3. Feasibility determination—to identify anticipated costs and benefits 4. Final application—to produce and market a new product or service, or to implement a new approach to operations

Types of role conflict include: (4)

1. Intrasender 2. intersender 3. person-role 4. inter-role conflict

How to prevent Social loafing:

1. Keeping group size small and 2. redefining roles so that free-riders are more visible and peer pressures to perform are more likely.

Cons of self-managing teams: (2)

1. May be hard for some team members to adjust to "self-managing" responsibilities 2. Higher-level managers may have problems dealing with the absence of a first-line supervisor

Disadvantages of virtual teams: (4)

1. Members may find it hard to get up to speed and work well with one another. 2. Since computer = go between, relationships and interactions can be different and require social attention. 3. Lack of face-to-face interaction limits the role of emotions 4. nonverbal cues in the communication process

Negotiators need to guard against some common negotiation pitfalls: (4)

1. Myth of the fixed pie: the assumption that in order to gain your way, something must be subtracted from the gains of the other party. (distributive approach) 2. escalating commitment: parties stating extreme demands 3. overconfidence: believe their positions are the only correct ones. 4. tell problem when parties don't talk to each other/hearing problem, when they don't listen

Leadership influence located in...(2)

1. One person -- a leader 2. A groups -- collective leadership (more self-managing)

Alternative approaches to team building: (3)

1. Outdoor experience approach: think camp allen and team building challenges. ropes course and maze. 2. formal retreat approach 3. continuous improvement approach

New member concerns in teams include... (5)

1. Participation- will I be allowed to participate? 2. Goals- Do I share the same goals as others? 3. Control- Will I be able to influence what takes place? 4. Relationships- How close do people get? 5. Processes- Are conflicts likely to be upsetting?

Criteria of effective negotiation: (3)

1. Quality of outcomes: —The negotiation results in a "quality" agreement that is wise and satisfactory to all sides. 2. Harmony in relationships: —The negotiation is "harmonious" and fosters rather than inhibits good interpersonal relation 3. Efficiency

Team inputs include: (4)

1. Resources & setting - Rewards systems - Informational systems 2. nature of the task - technical demands - social demands -- Goal clarity -- Complexity 3. team size 4. team composition - Abilities - Training

Environmental and Organizational Design: (2)

1. Segments of org.'s environments 2. Environmental complexity

Charisma needs to be used from a _______________ ___________ power orientation rather than a ___________ ____________ one.

1. Socialized charismatics 2. personalized charismatics

Subordinate characteristics/Task and leader characteristics (moderator variable):

1. Subordinate characteristics: • Subordinate ability/follower readiness • Authoritarianism (open- or closed- mindedness) • Locus of control (internal or external orientation) 2. Task and leader characteristics • Task structure (high or low) • Leader position power (strong or weak) • Quality of leader-member relations (good or bad)

Contextual causes of conflict: (5)

1. Task and workflow interdependencies 2. structural differentiation 3. Domain ambiguities 4. resource scarcity 5. Power or value asymmetries

Criteria of an effective team would be measured by... (3)

1. Task performance: when team achieves its performance goals in the standard sense of quantity, quality, and timeliness of work results. EX: manufacturing team = meeting daily production targets. 2. member satisfaction: is one whose members believe that their participation and experiences are positive and meet important personal needs. 3. team viability: are sufficiently satisfied to continue working well together on an ongoing basis.

The performance advantages of teams over individuals are most evident in three situations: (3)

1. There is no clear expert so teams tend to make better judgements. 2. Team typically more successful when prob are complex and require labor and sharing info. 3. Teams can be more creative.

Examples of what teams do in organizations: (3)

1. They recommend things: teams that do this are set up to study specific problems and recommend solutions for them. o EX: task forces, ad hoc committees, special project teams, and the like. 2. They run things: teams that lead orgs. and their component parts. o EX: top-management team composed of a CEO and senior executives. 3. They make or do things: teams that are work units that perform ongoing tasks such as marketing, sales, systems analysis, manufacturing, or working on special projects with assigned due dates.

Types of new members: (3)

1. Tough battler 2. Friendly helper 3. Objective thinker

There are 3 attitudinal foundations of integrative agreements.

1. Willingness to trust 2. willingness to share information with the other party 3. willingness to ask concrete questions.

Three types of leadership systems in orgs: (3)

1. administrative leadership 2. entrepreneurial leadership 3. adaptive leadership

Third party roles in Negotiation:

1. arbitration 2. mediation

Remedies to avoid Groupthink

1. assign the tole of critical evaluator to each member 2. Have the leader avoid seeming partial to one course of action 3. Create subgroups that each work on the same problem 4. Have team members discuss issues with outsiders and report back 5. Invite outside experts to observe and react to team processes. 6. Assign someone to be a "devil's advocate" at each team meeting 7. Hold "second-chance" meetings after consensus is apparently achieved.

How to gain integrative agreements: (3)

1. attitudinal foundations 2. behavior foundations 3. informational foundations

Proactive belief with climates:

1. authoritarian: act passively, but this creates dissonance and dissatisfaction 2. empowering: act as constructive partners in co-producing leadership.

Passive Belief with climates:

1. authoritarian: passive followers act as traditional "obedient" followers 2. empowering: passive followers uncomfortable-- experience stress.

Empowering leadership enables power sharing with employees by... (4)

1. clarifying the significance of the work 2. providing autonomy 3. expressing confidence in the employee's capabilities 4. removing hindrances to performance.

Three levels of conformity:

1. compliance 2. (Commitment) identification 3. internalization

Three communication networks that correspond with those patterns:

1. decentralized communication 2. centralized communication 3. restricted communication networks.

Leadership behavioral styles (independent variable): (4)

1. directive 2. supportive 3. achievement-oriented 4. participative

Negotiation strategies: (2)

1. distributive negotiation 2. integrative negotiation

Leading by maintenance contributions:

1. encouraging others 2. reconciling differences 3. offering agreement 4. inviting participation

Three components of the norm of reciprocity:

1. equivalence 2. immediacy 3. Interest

Types of Personal powers:

1. expert power 2. referent power

Functions of org. culture: (2)

1. external adaption 2. internal integration

Ten criteria for measuring the maturity of a team:

1. feedback mechanism 2. decision-making methods 3. group loyalty/cohesion 4. Operating procedures 5. Use of member resources 6. Communications 7. Goals 8. Authority relations 9. Participation in leadership 10. Acceptance of minority views

How situational variables are assessed: (3)

1. follower readiness 2. task structure 3. leader position power

The two faces of conflict:

1. functional 2. dysfunctional

Traditional types of departments: (3)

1. functional departments 2. divisional departments 3. Matrix departments

Problem with contingency approaches:

1. guidelines are too broad and therefore not informative. -- frustrations with these limitations lead to the "doom and gloom" period in leadership research.

Born/made argument in leadership:

1. if born is right= focus on SELECTION by screening new hires 2. if made is right= focus on DEVELOPMENT by training NATURE vs. NURTURE

Three common Interaction patterns:

1. interacting team 2. co-acting team 3. counteracting team

Levels of conflict: (4)

1. interpersonal conflict 2. Intrapersonal conflict 3. Intergroup conflict 4. Interorganizational conflict

three main premises that distributive leadership is based on:

1. leadership = emergent property of a group or network of interacting individuals 2. is not clearly bounded, it occurs in context and therefore it is affected by local and historical influences. 3. draws from the variety of expertise across the many, rather than relying on the limited expertise of one or a few leaders.

There are 3 main types of position power in organizations:

1. legitimate power 2. reward power 3. coercive power

Direct Conflict Management Strategies: (3)

1. lose-lose conflict 2. win-lose conflict 3. win-win conflict

Characteristics of high quality relationship in connection with reciprocity: (3)

1. low immediacy 2. low equivalence 3. mutual interest

Leading by task contributions: (5)

1. offering ideas 2. clarifying suggestions 3. giving info 4. seeking info 5. summarizing discussion

Technology and Organizational Design: (2)

1. operational 2. Informational

Types of controls:

1. output 2. process

The social construction of Followership, and what they hold: (2)

1. passive beliefs: viewing their roles in the classic sense of following-- that is, passive, deferential, and obedient to authority. 2. proactive beliefs: viewing their role as expressing opinions, taking initiative, and constructively questioning and challenging leaders.

Sources of power and influence: (2)

1. position power 2. personal power

Indirect conflict management strategies: (4)

1. reduced interdependence through decoupling or buffering 2. appeal to common goals 3. hierarchical upward referral 4. alterations in the use of mythology and scripts

Two meta-categories of behavioral approach:

1. relations-oriented behavior 2. task-oriented behavior

A match can be achieved in two ways:

1. selecting managers with the appropriate style to fit the situation. 2. training managers to change the situation to make it fit their leadership

An adhocracy is characterized by: (4)

1. shared decentralized decision making 2. extreme horizontal specialization 3. few management levels 4. minimal formal controls with very few rules, policies, and procedures.

Networking involves: (4)

1. social capital 2. human capital 3. brokers 4. structural holes

relational process with charismatic leadership "fire" produced by three elements: (3)

1. spark: a leader with charismatic qualities 2. flammables: followers who are open or susceptible to charisma 3. oxygen: an environment such as crisis or a situation of unrest among followers that is conductive to charisma

Common leadership effectiveness variables in Contingency model (dependent variable): (4)

1. subordinate job satisfaction 2. performance 3. subordinate acceptance of leader 4. subordinate motivation

Negotiation goals and outcomes: (2)

1. substance goals 2. relationship goals

types of Conflict: (2)

1. substantive conflict 2. Emotional conflict

Hierarchical causes of conflict: (4)

1. vertical conflict 2. horizontal conflict 3. Line-staff conflict 4. role ambiguity conflicts

There are how many stages of conflict?

4 1. Antecedents condition 2. Perceived conflict 3. Felt conflict 4. Manifest conflict

A "tough battler"

Acts aggressively and seeks authority. frustrated by lack of identity in the new group. - Who am I in this group?

Manifest conflict

Addressed by conflict resolution or suppression

Advantages and disadvantages of Matrix departments

Advantages 1. It combines the strengths of both functional and divisional departmentation. 2. It provides a blending of technical and market emphasis in organizations operating in complex environments. 3. It provides a series of managers able to converse with both technical and marketing personnel. Disadvantages 1. It is expensive. 2. Unity of command is lost (individuals have more than one supervisor). 3. Authority and responsibilities may overlap, causing conflicts and gap in effort across units and inconsistencies in priorities. 4. It is difficult to explain to employees.

Advantages and disadvantages of divisional departments

Advantages 1. Promotes adaptability and flexibility in meeting the demands of important external groups. 2. Allows for spotting external changes as they emerge. 3. Provides for the integration of specialized personnel. 4. Focuses on the success or failure of particular products, services, clients, or territories. Disadvantages 1. Does not provide a pool of highly trained individuals with similar expertise to solve problems and train others. 2. Allows duplication of effort, since each division attempts to solve similar problems. 3. May give priority to divisional goods over the health and welfare of the overall organization. 4. Creates conflict between divisions over share

Advantages and Disadvantages in functional departments:

Advantages 1. gets clear task assignments, consistent with an individual's training. 2. peeps can build on one another's knowledge, training, and experience. 3. Provides an excellent training ground for new managers. 4. It is easy to explain. 5. Takes advantage of employee technical quality. Disadvantages 1. May reinforce the narrow training of individuals. 2. May yield narrow, boring, and routine jobs. 3. Communication across technical area is complex and difficult. 4. "Top-management overload" with too much attention to cross-functional problems. 5. Individuals may look up the organizational hierarchy for direction and reinforcement rather than focus attention on products, services, or clients.

Positive/Advantages of social facilitation:

An example is a team member who enthusiastically responds when asked to make PowerPoint slides, because they know they are good at that task.

Alternative ways that teams make decisions include...(6)

Decision by... 1. lack of response: one idea after another is sug- gested without any discussion taking place. When the team finally accepts an idea, all others have been bypassed and discarded by simple lack of response rather than by criti- cal evaluation. 2. authority rule: the chairperson, manager, or leader makes a decision for the team. 3. minority rule: two or three people are able to dominate, or railroad, the group into making a decision with which they agree. This is often done by providing a suggestion and then forcing quick agreement. 4. majority rule: this usually takes place as a formal vote to find the majority viewpoint. When team members get into disagreements that seem irreconcilable, for example, voting is seen to be an easy way out of the situation. 5. consensus: is a group decision that has the expressed support of most members. 6. unanimity: Here, all team members wholeheartedly agree on the course of action to be taken. This "logically perfect" decision situation is extremely difficult to attain in actual practice.

Early trait approach vs. Later:

Early = based on personality, needs, motives, values, and even physical characteristics. Later = Big five dimensions of personality 1. extraversion 2. conscientiousness 3. emotional stability 4. and openness to experience

Decentralization and participation:

Participation results when a manager delegates some authority for such decision making to subordinates.

Team effectiveness =

Quality of inputs X (Process gains - Process losses)

Conflict antecedents conditions

Set the conditions for conflict

Perceived conflict

Substantive or emotional differences are sensed

After team inputs create team process, team process creates...

Team effectiveness. What occurs here is the accomplishment of desired outcomes. Which is 1. team output 2. Team growth 3. individual learning

Team inputs create...

Team process. This is the way team members interact and work together. The three categories of it is Effort, Knowledge, and Strategy.

How to lead groups and teams:

Teams are lead by task and maintenance.

Felt conflict

Tension creates motivation to act

2. Environmental Interdependence

The link between external interdependence and organizational design is often subtle and indirect. The organization may co-opt powerful outsiders by including them.

Informal groups

They emerge and coexist as a shadow to the formal structure and are unofficial and emerge to serve SPECIAL interests. These groups develop through personal relationships and create their own interlocking networks within the org. EX: friendship groups, and interest groups

Joan Woodward view of technology: (3)

Three categories: 1. small-batch: a variety of custom products are tailored to fit customer specifications, such as tailor-made suits. 2. mass production: the organization produces one or a few products through an assembly-line system. 3. continuous-process manufacturing: produce a few products using considerable automation. Classic examples are automated chemical plants and oil refineries.

Willing Followership vs. Force

WF = Leader: - personal power and high quality relationships -> Willing Followership: -followers intrinsically motivated and follow because of "want" -> Results in strong effort Force= Manager: -Position power and low quality relationships -> "Force": - Followers extrinsically motivated and follow because they "have" to -> Results in minimal effort

developing political skills you...

Want to be political savvy (which is also political skills)

Negative/Disadvantages of social facilitation:

When a task is unfamiliar to a person or they lack the necessary skills.

Actual or perceived resource scarcity can foster destructive conflict.

Working relationships are likely to suffer as individuals or teams try to position themselves to gain or retain maximum shares of a limited resource pool.

In arbitration

a neutral third party acts as judge with the power to issue a decision binding for all parties.

In mediation

a neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument.

On the vertical dimension, the team leader at one level is...

a team member at the next higher level.

A "friendly helper"

acts insecure, tries to be helpful - Will I be liked?

A "objective thinker"

acts reflectively and wants clear goals

Relations-oriented behavior,

also known as CONSIDERATION, involves concern for relationships and socioemotional support. - focus = on employee-centered or socioemotional concerns.

Task-oriented behavior,

also known as INITIATING structure, involves providing direction and enforcing performance standards needed to drive production. - concerns with management

Line units

and personnel conduct the major business of the organization.

Systems goals

are concerned with the conditions within the organization that are expected to increase the organization's survival potential. EX: growth, productivity, stability, harmony, flexibility, prestige, innovation, quality, and human-resource maintenance.

Interfirm alliances

are cooperative agreements or joint ventures between two independent firms. EX: office max & office depot

Organization charts

are diagrams that depict the formal structures of organizations. - A typical chart shows the various positions, the position hold- ers, and the lines of authority that link them to one another.

Organizational politics

are efforts by organizational members to seek resources and achieve desired goals through informal systems and structures.

Self-managing teams

are empowered to make decisions to manage themselves in day-to-day work. = high-involvement workgroup design that is becoming increasingly well established

Countercultures

are groups in which the patterns of values and philosophies outwardly reject those of the organization or social system. EX: Steve jobs and apple

Subcultures

are groups of individuals who exhibit unique patterns of values and philosophies consistent with the dominant culture of the larger organization or system.

Formal teams

are often designated to serve a SPECIFIC purpose

Implicit leadership theories

are our beliefs or understanding about the attributes associated with leaders and leadership.

Informal systems

are patterns of activity and relationships that arise in everyday activities as individuals and groups work to get things done.

Implicit followership theories

are preconceived notions about prototypical and antiprototypical followership behaviors and characteristics. Good: industry, enthusiasm, good citizen. Bad: conformity, insubordination, incompetence -- opposite of implicit leadership theories

Norms

are rules or standards for the behavior of group members.

Rites

are standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members.

Rituals

are systems of rites.

Complex adaptive systems

are systems that adapt and evolve in the process of interacting with dynamic environments.

Ethical climates

are the ethical values, norms, attitudes, feelings, and behaviors of employees in an organization.

Team or group dynamics

are the forces operating in teams that affect the ways members work together.

Structural holes

are the gaps between individuals and groups in a social network.

Power bases

are the sources of power individuals and subunits develop in organizations.

Mission statements

are written statements of organizational purpose.

Association power

arises from influence with a powerful person on whom others depend. - its not what you know, its WHO you know

Staff units

assist the line units by providing specialized expertise and services.

Trait approaches

assume that leaders are endowed with certain traits or qualities associated with leader status and success.

Process controls

attempt to specify the manner in which tasks are accomplished.

Exploration

calls for the organization and its managers to stress freedom and radical thinking and opens the firm to big changes-or what some call radical innovations.

3. Environmental uncertainty and volatility

can be particularly damaging to large organizations. In times of change, investments quickly become outmoded, and internal operations no longer work as expected. Response to uncertainty and volatility is to opt for a more flexible organic form.

An appeal to common goals

can focus the attention of conflicting individuals and teams on one mutually desirable conclusion.

Task and workflow interdependencies

cause disputes and open disagreements among people and teams who are required to cooperate to meet challenging goals.

Reward power

comes from one's ability to administer positive rewards and remove or decrease negative rewards.

Intersender role

conflict occurs when different people send conflicting and mutually exclusive expectations. EX: supervisor says you need to provide good criticism regardless of if its harsh, and fellow employee asks you to be a little nicer with critiques

Intrasender role

conflict occurs when the same person sends conflicting expectations. EX: Team leader: "you need to get the report written right away, but now I need you to help me get the ppt. ready."

A cross-functional team

consists of members from different functions or work units.

External adaptation (3)

deals with reaching goals, the tasks to be accomplished, the methods used to achieve the goals, and the methods of coping with success and failure. Each group tends to: (1) separate more important from less important external forces, (2) develop ways to measure accomplishments, and (3) create explanations for why goals are not always met.

Internal integration (3)

deals with the creation of a COLLECTIVE IDENTITY and with ways of working and living together. - the three most important aspects of working together are: (1) deciding who is a member of the group and who is not (2) developing an informal understanding of acceptable and unacceptable behavior (3) separating friends from enemies.

Output goals

define the type of business an organization is in.

Zero sum game

describes a situation in which one person's gain is equal to another person's loss.

Social exchange theory

describes how relationships initiate and develop through processes of exchange and reciprocity.

Leader position power

describes the amount of formal authority associated with the position of the leader.

Task structure

describes whether the task is highly defined (high structure) or ambiguous (low structure).

Formal systems

dictate what is to be done in organizations and how work processes are to be coordinated and structured.

Task activities

directly contribute to the performance of important tasks.

Line-staff conflict involves

disagreements between line and staff personnel over who has authority and control over decisions on matters such as budgets, technology, and human resource practices.

In a constituency negotiation,

each party represents a broader constituency—for example, representatives of management and labor negotiating a collective bargaining agreement.

The organic (or professional) type of bureaucracy

emphasizes horizontal specialization, use of personal coordination devices, and professional-based controls.

The mechanistic (or machine) type of bureaucracy

emphasizes vertical specialization and control.

Power as an expanding pie is the basis for the trend in organizations over the past decades toward...

empowerment!

1. Environmental richness

environment is richer when the economy is growing, when individuals are improving their education, and when everyone that the organization relies on is prospering/doing well.

Output controls

focus on desired targets for each unit. - they promote flexibility and creativity and facilitate dialogue concerning corrective actions.

Socialized charismatics

focus on power for collective (e.g., societal) rather than personal benefit. EX: people wanting to do good for society

Personalized charismatics

focus on power for personal rather than collective benefit. EX: dictators

The forming stage

focuses around the initial entry of members to a team. - getting to know each other

The behavioral approach

focuses on identifying categories of relevant leadership behavior and examining their effects on performance and other outcomes.

Distributive negotiation

focuses on positions staked out or declared by the parties involved, each of whom is trying to claim certain portions of the available pie. - my way or the highway

Exploitation

focuses on refinement and reuse of existing products and processes.

Integrative negotiation (principled negotiation)

focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it. - let's find a way to make this work for both of us.

Politics occur because we have both _______________ and _______________ systems in orgs.

formal and informal

Entrepreneurial leadership

fuels innovation, adaptability, and change. (bottom-up)

Cross-functional teams are a way of trying to beat the...

function silos problem, also called the functional chimneys problem.

Good followers vs. Bad follower

good: being industrious, having enthusiasm, and being a good org. citizen. bad: conformity, insubordination, and incompetence.

Functional departmentation

groups individuals by skill, knowledge, and action.

Divisional departmentation

groups individuals together by products, territories, services, clients, or legal entities.

An effective team is one that achieves... (3)

high levels of task performance, member satisfaction, and team viability.

Social network analysis

identifies the informal structures and their embedded social relationships that are active in an organization. Shows how work gets done and can be used to reorganize teams for better performance.

A normative theory

implies or prescribes a norm or standard.

Trust

in social exchange is based on the belief in the intention and ability of the other to repay.

Disruptive behaviors

in teams harm the group process and limit team effectiveness. - incivility - antisocial behavior

Power or value asymmetries in work relationships can also create conflict. They exist when

interdependent people or teams differ substantially from one another in status and influence or in values.

Process innovations

introduce into operations new and better ways of doing things.

Product innovations

introduce new goods or services to better meet customer needs.

Collaboration and problem solving

involve recognition that something is wrong and needs attention through problem solving.

Transactional leadership

involves a focus on exchanging valued goods in return for something leaders want.

Dysfunctional resistance

involves a more passive form of noncompliance in which individuals ignore or dismiss the request of the influencing agent.

Status congruence

involves consistency between a person's status within and outside a group. EX: CEO in a group with regular employees

Substantive conflict

involves fundamental disagreement over ends or goals to be pursued and the means for their accomplishment. EX: A dispute with one's boss or other team mem- bers over a plan of action to be followed, such as the marketing strategy for a new product.

The Delphi technique

involves generating decision-making alternatives through a series of survey questionnaires.

Brainstorming

involves generating ideas through freewheeling and without criticism.

The leadership identity construction process

involves individuals negotiating identities as leaders and followers. - it involves individuals "claiming" an identity (as a leader or follower) and others affirming or "granting" that identity by going along with the claim.

Transformational leadership

involves inspirational relationships in which both leaders and followers are positively transformed in the process.

Emotional conflict

involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like. Also known as "clash of personalities." EX: "I can't stand working with him..."

Bass's transformational leadership: (4)

involves leaders motivating followers to transcend self-interest for the sake of the organization or team. 1. Idealized influence: Increases degree of followers' identification with the leader. 2. Inspirational leadership: Communicates high expectations, uses symbols and expresses important purposes in simple ways. 3. Intellectual stimulation: Influencing followers to look for more creative solutions. 4. Individualized consideration: Provides everyone personal attention, and coaches and advises.

Authoritarian (or autocratic) leadership

involves making decisions independently with little or no input from others. = is in direct contrast with empowering leadership

Accommodation (or smoothing)

involves playing down differences and finding areas of agreement.

Avoidance

involves pretending a conflict does not really exist.

Empowerment

involves sharing power, information, and rewards with employees to make decisions and solve problems in their work. To get this, need to change their understanding of power away from the zero sum game.

The nominal group technique

involves structured rules for generating and prioritizing ideas.

Proxemics

involves the use of space as people interact. (think proxemity)

Team building

is a collaborative way to gather and analyze data to improve teamwork.

Organizational myth

is a commonly held cause-effect relationship or assertion that cannot be supported empirically.

Organizational cultural lag

is a condition in which dominant cultural patterns are inconsistent with new emerging innovations.

The simple design

is a configuration involving one or two ways of specializing individuals and units. This is good for Rene's office since it's small. - tends to minimize bureaucracy and rest more heavily on the leadership of the manager. - strengths = simplicity, flexibility, and responsiveness to the desires of a central manager—in many cases, the owner.

Participative leadership

is a democratic form of leadership that consults with subordinates and takes their suggestions into account before making decisions. - best when subordinates need limited direction and support. It allows employees to provide input. When tasks are repetitive, nonauthoritarian subordinates appreciate being involved to help break up the monoton

Horizontal specialization

is a division of labor that establishes specific work units or groups within an organization.

Shared leadership

is a dynamic, interactive influence process among team members working to achieve goals.

Multicultural organization

is a firm that values diversity but systematically works to block the transfer of socially based subcultures into the fabric of the organization.

Team

is a group of people holding themselves collectively accountable for using complementary skills to achieve a common purpose.

Role negotiation

is a process for discussing and agreeing on what team members expect of one another.

Followership

is a process through which individuals choose how they will engage with leaders to co-produce leadership and its outcomes.

A role

is a set of expectations for a team member or person in a job.

Charisma

is a special personal quality or attractiveness that enables an individual to influence others.

Win-win conflict

is achieved by a blend of both high cooperativeness and high assertiveness. - collaboration and problem solving

Political skill

is an ability to use knowledge of others to influence them to act in desired ways.

Saga

is an embellished heroic account of accomplishments. They are used to tell new members the mission of the organization, how the organization operates, and how individuals can fit into the company. R

Leadership

is an influence process generated when acts of leading (e.g., influencing) are combined with acts of following (e.g., deferring) as individuals work together to attain mutual goals.

Vertical specialization

is an organization's hierarchical division of labor. - This division creates a hier- archy of authority—an arrangement of work positions in order of increasing authority

Bureaucracy

is an organizing form in which division of labor, specification of titles and duties, and hierarchical reporting relationships provide efficiency and control. - used in the industrial age

A cultural symbol

is any object, act, or event that serves to transmit cultural meaning.

The profit motive

is based on Milton Friedman's view that the sole purpose of business is to make money.

Constructive resistance

is characterized by thoughtful dissent aimed at constructively challenging the influencing agent to rethink the issue.

Powerlessness

is defined as a lack of autonomy and participation.

Follower role orientation

is defined as the beliefs followers hold about the way they should engage and interact with leaders to meet the needs of the work unit.

The Bathsheba syndrome

is epitomized when men and women in the pinnacle of power with strong personal integrity and intelligence engage in unethical and selfish behavior because they mistakenly believe they are above the law. - a once great and revered leader who got caught up in a downward spiral of unethical decision when his success lead him to feel privileged and self-indulgent that he slept with another mans wife and then covered it up through murder and deception. - This is how power corrupts

Formal leadership

is exerted by persons appointed or elected to positions of formal authority in organizations. - top-down - EX: presidents in organizations

Informal leaders

is exerted by persons who become influential due to special skills or their ability to meet the needs of others. - any direction

Immediacy

is how quickly the repayment is made.

Achievement-oriented leadership

is motivation focused and builds subordinates' confidence to achieve high standards through its focus on excellence and goal setting. - needed for challenging tasks or when subordinates need to take initiative.

The storming stage

is one of high emotionality and tension among team members. - dealing with tensions and defining group tasks

Information power

is possession of or access to information that is valuable to others. - can be either positional or personal

Force

is power made operative against another's will.

Social power

is power that comes from the ability to influence another in a social relation.

The norming stage

is reached when members start to work together as a coordinated team. - building relationships and working together

A problem-solving team

is set up to deal with a specific problem or opportunity.

Political savvy

is skill and adroitness at reading political environments and understanding how to influence effectively in these environments.

Power

is the ability of a person or group to influence or control some aspect of another person or group.

Collective intelligence

is the ability of a team to perform well across a range of tasks

Collective intelligence:

is the ability of a team to perform well across a range of tasks. - higher with teams whose processes aren't dominated by one or a few members. - higher on teams that have more females.

Referent power

is the ability to alter another's behavior because of the individual's desire to identify with the power source.

Connection power - two types:

is the ability to call on connections and networks both inside and outside the organization for support in getting things done and in meeting one's goals. Today, this is becoming increasingly important 1. association power 2. reciprocal alliance

Standardization

is the allowable actions in a job or series of jobs.

Follower readiness

is the amount of experience or ability the follower has to do the job.

Control

is the authority or ability to exercise restraining or dominating influence over someone or something.

Information technology (IT)

is the combination of machines, artifacts, procedures, and systems used to gather, store, analyze, and disseminate information for translating it into knowledge.

Operations technology

is the combination of resources, knowledge, and techniques that creates a product or service output for an organization.

Synergy

is the creation of a whole greater than the sum of its parts. effective teams offer the benefits from it. - Creates the great beauty of teams: people working together and accomplishing more through teamwork than they ever could by working alone.

Social capital

is the current or potential resources gained through one's network. - Resources that come networks of relationships - Represents WHO you know

Cohesiveness

is the degree to which members are attracted to a group and motivated to remain a part of it.

Decentralization

is the degree to which the authority to make decisions is given to lower levels in an organizations hierarchy.

Centralization

is the degree to which the authority to make decisions is restricted to higher levels of management.

Power distance

is the extent to which followers see leaders as having much higher status than them. -- reducing this will help charismatic leader address their problems.

Motivation to lead

is the extent to which individuals choose to assume leadership training, roles and responsibilities.

Power distance orientation

is the extent to which one accepts that power in institutions and organizations is distributed unequally. Believe leaders are in a better position than followers to make decisions and determine direction.

Equivalence

is the extent to which the amount given back is roughly the same as what was received.

Legitimate power

is the formal hierarchical authority that comes with a position. - because it represents a belief that those holding certain positions have a legitimate right to prescribe behavior, and those reporting to the position have a legitimate obligation to follow

The rule of conformity

is the greater the cohesiveness, the greater the conformity of members to team norms.

Human capital

is the knowledge, skills, and intellectual assets employees bring to the workplace. - Represents WHAT you know

Team composition

is the mix of abilities, skills, personalities, and experiences that the members bring to the team. Issues here would be people in diff. ranks, prestige, or social standing.

Interest

is the motive behind the exchange.

The span of control

is the number of individuals reporting to a supervisor.

Expert power

is the power a person has because of special skills and abilities that others need but do not possess themselves.

Decision making

is the process of choosing among alternative courses of action.

Organizational design

is the process of choosing and implementing a structural configuration. 1. size and simple design 2. technology and Org. design 3. Environmental and Org. design

Innovation

is the process of creating new ideas and putting them into practice.

Negotiation

is the process of making joint decisions when the parties involved have different preferences.

The bargaining zone

is the range between one party's minimum reservation point and the other party's maximum.

Zone of indifference

is the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment. - when directives fall within the zone they are obeyed routinely; but if they aren't, they are not considered legitimate. (pg. 6 in print out)

The general environment

is the set of cultural, economic, legal-political, and educational conditions found in the areas in which the organization operates.

Coordination and it's two methods:

is the set of mechanisms that an organization uses to link the actions of its units into a consistent pattern. Coordination is needed at all levels of manage- ment, not just across a few scattered units. 1. personal methods 2. impersonal methods

Coordination

is the set of mechanisms that an organization uses to link the actions of their units into a consistent pattern.

Control and what it deals with: (3)

is the set of mechanisms used to keep action or outputs within predetermined limits. - deals with: 1. setting standards 2. measuring results versus standards 3. instituting corrective action. - effective control occurs before action actually begins

The specific environment

is the set of owners, suppliers, distributors, government agencies, and competitors with which an organization must interact to grow and survive.

Political climate

is the shared perceptions about the political nature of the organization. It is whether people in orgs. work "within" or "around" (more political) formal policies and procedures. When people work around formal policies and procedures, the climate is perceived as more political.

Leadership ethics

is the study of ethical problems and challenges distinctive to and inherent in the processes, practices, and outcomes of leading and following.

Leader-member exchange (LMX)

is the study of manager-subordinate relationship quality. - high quality LMX = characterized by trust, respect, liking, and loyalty. - low quality LMX = characterized by lack of all of that.

Organizational culture or corporate culture

is the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members.

Diversity-consensus dilemma

is the tendency for diversity to make it harder for team members to work together, especially in the early stages of their team lives, even though the diversity itself expands the skills and perspectives available for problem solving. - happen in storming and norming stages of team development.

Social facilitation

is the tendency for one's behavior to be influenced by the presence of others in a group. can be boosted of detriment.

Groupthink

is the tendency of cohesive group members to lose their critical evaluative capabilities. EX: U.S. lack of preparedness in pearl harbor before U.S. entered WWII

Coercive power

is the use of punishment when others do not comply with influence attempts.

Observable culture and what it is made up of: (3)

is the way things are done in an organization. 1. stories and sagas 2. rites and rituals 3. symbols -- combined = core values

Formalization

is the written documentation of rules, procedures and policies to guide behavior and decision making. EX: BAIT manual

Thompson's view of technology: (3)

it classified technologies based on degrees of specification and interdependence among work activities. 1. intensive technology, there is uncertainty as to how to produce desired outcomes. 2. Mediating technology links parties that want to become interdependent. 3. long-linked technology, also called mass production or industrial technology, the way to produce the desired outcomes is known. The task is broken down into a number of sequential steps.

Centralized communication networks (co-acting)

link group members through a central control point. - Independent individual efforts on behalf of common task - Best at simple tasks (wheel network or chain network)

Restricted communication networks (counteracting)

link subgroups that disagree with one another's positions. - Subgroups in disagreement with one another - slow task accomplishment

Virtual communication networks

link team members through electronic communication.

A management philosophy (3)

links key goal-related issues with key collaboration issues to come up with general ways by which the firm will manage its affairs. (1) establishes generally understood boundaries for all mem- bers of the firm, (2) provides a consistent way of approaching new and novel situations (3) helps bond employees by ensuring them of a path toward success.

In order to modify visible aspects of culture managers need to: (2)

managers can modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas. Because of their positions, senior managers can interpret situations in new ways and can adjust the meanings attached to important corporate events. 1. reinforcing ethical standards 2. modifying rewards systems

The performing stage

marks the emergence of a mature and well-functioning team. - Maturing in relationships and task performance - team members become more motivated and better able to deal with conflict

Social construction of leadership

means that leadership is constructed and produced in social and relational interactions among people acting in context. - b/c of this it cannot be meaningfully separated.

Dependence

means that one person or group relies on another person or group to get what they want or need.

Non-substitutable

means that the individual or the work performed by the subunit cannot be easily replaced. EX: ME! you want your work to be this.

Leader-match/ Fiedler's LPC model

means the leader cannot change his or her style and therefore needs to change the situation to match the style. suggests that a manager's leadership style does not change. A manager has a certain style and that is the style he or she has to work with.

An Ex = a quality circle

meets regularly to address quality issues.

An employee involvement team and what they address in meetings: (4)

meets regularly to address workplace issues. - They might discuss ways to: 1. enhance quality 2. better satisfy customers 3. raise productivity 4. improve the quality of work life.

Decentralized communication networks (interacting)

members communicate directly with one another. - high interdependency around a common task - best at complex tasks (star network or all-channel network)

In heterogeneous teams

members differ in many characteristics. - teamwork problems exist in this type of team

In homogeneous teams

members share many similar characteristics. - teamwork = not a problem

In today environment, Bureaucracy =

no longer working.

Inter-team dynamics

occur as groups cooperate and compete with one another. Issues that happen in between teams

Self-interested politics

occur when individuals or groups work to shift otherwise ambiguous outcomes to their personal advantage without consideration of the organization or coworkers.

Workarounds

occur when people work around the system to accomplish a task or goal when the normal process or method isn't producing the desired result.

Inter group conflict

occurs among groups in an organization.

Vertical conflict

occurs between levels and commonly involves supervisor-subordinate and team leader-team member disagreements over resources, goals, deadlines, or performance results.

Interorganizational conflict

occurs between organizations. EX: is business competition between U.S. multinationals and their global rivals: Ford versus Hyundai, or AT&T versus Vodaphone, or Boeing versus Airbus,

Horizontal conflict

occurs between persons or groups working at the same organizational level.

Interpersonal conflict

occurs between two or more individuals in opposition to each other.

Administrative leadership

occurs in formal, managerial roles and focuses on alignment and control aimed at driving business results. (top-down)

Avoidance-avoidance conflict

occurs when a person must choose between 2 negative and equally unattractive alternatives. EX: is being asked either to accept a job transfer to another town in an undesirable location or to have one's employment with an organization terminated.

Approach-approach conflict

occurs when a person must choose between 2 positive and equally attractive alternatives. EX: is when someone has to choose between a valued promotion in the organization or a desirable new job with another firm.

Approach-avoidance conflict

occurs when a person must decide to do something that has both positive and negative consequences. EX: is being offered a higher- paying job with responsibilities that make unwanted demands on one's personal time.

Person-role conflict

occurs when a person's values and needs come into conflict with role expectations. EX: person facing an ethical dilemma involving differences between personal values and the expectations of the team.

Internalization

occurs when an individual accepts influence because the induced behavior is congruent with their value system.

Compromise

occurs when each party gives up something of value to the other.

Hierarchical thinking

occurs when hierarchical systems create positions of superiority and inferiority in organizations.

Identification

occurs when individuals accept an influence attempt because they want to maintain a positive relationship with the person or group making the influence request.

Commitment

occurs when individuals accept an influence attempt out of duty or obligation.

Compliance

occurs when individuals accept another's influence not because they believe in the content but because of the rewards or punishment associated with the requested action. - EX: going to an attendance based class

Upward leadership

occurs when leaders at lower levels influence those at higher levels to create change.

Co-leadership

occurs when leadership is divided so that no one person has unilateral power to lead. - helps overcome problems related to the limitations of a single individual and of abuses of power and authority. - occurs when top leadership roles are structured in ways that no single individual is vested with the power to unilaterally lead. - members play roles that are: 1. specialized 2. differentiated 3. complementary

The functional silos problem (chimneys problem)

occurs when members of one functional team fail to interact with others from other functional teams.

Lose-lose conflict

occurs when nobody really gets what he or she wants in a conflict situation. - avoidance - accommodation - compromise

Conflict

occurs when parties disagree over substantive issues or when emotional antagonisms create friction between them.

Social loafing (also known as the Ringlemann effect)

occurs when people work less hard in groups than they would individually.

Role conflict

occurs when someone is unable to respond to role expectations that conflict with one another.

Role ambiguity

occurs when someone is uncertain about what is expected of him or her.

Effective negotiation

occurs when substance issues are resolved and working relationships are maintained or improved.

Teamwork

occurs when team members live up to their collective accountability for goal accomplishment

Inter-role conflict

occurs when the expectations of two or more roles held by the same individual become incompatible, such as the conflict between work and family demands.

Conflict resolution

occurs when the reasons for a conflict are eliminated. - removing or correcting the antecedents

Role underload

occurs when too little work is expected of the individual. - both over and under can cause stress, dissatisfaction, and performance problems

Role overload

occurs when too much work is expected of the individual.

Intrapersonal conflict and the 3 types:

occurs within the individual because of actual or perceived pressures from incompatible goals or expectations. 1. Approach-approach 2. Approach-avoidance 3. avoidance-avoidance

In win-lose conflict,

one party achieves its desires at the expense and to the exclusion of the other party's desires. - competition - authoritative command

Adaptive leadership

operates in the interface between the administrative and entrepreneurial systems and fosters conditions for emergence. (Middle, in between the other too)

On the horizontal dimension, a team member may also serve on...

organization-wide task forces and committees.

The key to being powerful is to manage yourself in the face of

power.

Ethical leadership theory

prescribes that leaders should be role models of appropriate behavior-- such as openness, honesty, and trustworthiness-- who are motivated by altruism, meaning their concern for others.

Personal methods of coordination

produce synergy by promoting dialogue and discussion, innovation, creativity, and learning, both within and across organizational units. - Perhaps the most popular is direct contact between and among organizational members - direct contact is associated with the ever-present "grapevine." Although the grapevine is notoriously inaccurate in its role as a rumor mill, it is often accurate and quick enough that manag- ers cannot ignore it.

Supportive leadership

promotes a friendly work climate by focusing on subordinate needs and well-being. - needed when subordinates want emotional help, not task help.

Directive leadership

provides clarity and direction for subordinates - it is needed when subordinates want guidance and direction in their jobs. It helps increases role clarity, self-efficacy, effort, and performance.

Idiosyncrasy credits

refer to our ability to violate norms with others based on whether we have enough "credits" to cover the violation. If we have enough credits we can get away with idiosyncrasy (deviation from the norm) as long as they do not exceed the amount of credits. -- all about balancing credits.

Claiming

refers to actions people take to assert their identity as a leader or follower.

Granting

refers to actions people take to bestow an identity of a leader or follower onto another person.

Bass's transactional leadership: (4)

refers to the exchange relationship between leaders and followers to meet their own self-interests. 1. Contingent reward: Leader clarifies what the follower needs to do to be rewarded for the effort. 2. Active management-by-exception: Leader monitors the follower's performance and takes corrective action when needed. 3. Passive leadership: Leader waits for problems to arise before taking corrective action. 4. Laissez-faire: Leader avoids taking any action

Environmental complexity and it's three factors:

refers to the magnitude of the problems and opportunities in the organization's environment. - three main factors: 1. the degree of richness 2. the degree of interdependence 3. the degree of uncertainty stemming from both the general and the specific environment

The romance of leadership

refers to the tendency to attribute organizational outcomes (both good and bad) to the acts and doings of leaders. EX: poor leadership = poor business

Proactive follower orientation

reflects the belief that followers should act in ways that are helpful, useful, and productive to leadership outcomes.

Relationship goals deal with outcomes that

relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the process is concluded

Substance goals deal with outcomes that

relate to the content issues under negotiation.

Societal goals

represent an organization's intended contributions to the broader society.

Reciprocal alliances

represent power arising from alliances with others developed through reciprocity (the trading of power or favors for mutual gain in organizational transactions). - EX: The Godfather - "I owe you one."

Collective leadership

represents views of leadership not as a property of individuals and their behaviors but as a social phenomenon constructed in interaction.

Personal power

resides in the individual, and is generated in relationships with others.

Functional conflict (constructive conflict)

results in positive benefits to the group. - moderate conflict levels = good for performance

Psychological reactance theory

says that people rebel against constraints and efforts to control their behavior. When we feel overpowered it will trigger us to push back very hard in an effort to maintain our autonomy—perhaps without even realizing we are doing it! The idea that force is met with countervailing force.

The norm of reciprocity

says that when one party does something for another, that party is indebted to the other until the obligation is repaid.

Altering Scripts and Myths

scripts or myths cause conflicts. rituals that allow the conflicting parties to vent their frustrations and recognize that they are mutually dependent on one another.

Heroic leadership views

see leadership as the result of acts of great leaders who inspire and motivate others to accomplish extraordinary things.Problem? Leaders are seen as knights while followers as peasants.

Competition

seeks victory by force, superior skill, or domination.

Distributed leadership

sees leadership as a group phenomenon that is distributed among individuals.

Brokers

serve as links between structural holes in a network, providing greater access to resources, information, and opportunities. The BRIDGE that fills the gap between structural holes in the network.

The performance norm

sets expectations for how hard members work and what the team should accomplish.

A policy

sets forth a broad guideline for action.

A procedure

sets forth the best method for performing a task.

Distributed leadership

shares responsibility among members for meeting team task and maintenance needs.

Contingency approaches

state that the relationship between leader behavior and leadership effectiveness depends on the situation.

The shared value view

states that organizations should create economic value in a way that also creates value for society.

The Iron Law of Responsibility

states that when power imbalances get bad enough, and people are not using power appropriately forces are triggered that will rise up and take the power away (to restore power balances).

Position power

stems from the formal hierarchy or authority vested in a particular role.

Maintenance activities

support the emotional life of the team as an ongoing social system.

Research in social psychology suggests that teams have both

task needs and maintenance needs, and that both must be met for teams to be successful.

In multiskilling,

team members are each capable of performing many different jobs.

In the adjourning stage

teams disband when their work is finished. - disbanding and celebrating accomplishments

Upward referral uses

the chain of command for conflict resolution.

In a group negotiation,

the manager is part of a team or group whose members are negotiating to arrive at a common decision.

In an intergroup negotiation,

the manager is part of a team that is negotiating with another group to arrive at a decision regarding a problem or situation affecting both.

In a two-party negotiation,

the manager negotiates directly with one other person.

Powerlessness occurs when power imbalances make people feel that

they have no option but to do what others say.

Power wielders

use power to advance their own interests without considering followers' needs. NOT CONSIDERED A LEADER EX: politicians

Matrix departmentation

uses both the functional and divisional forms simultaneously.

Authoritative command

uses formal authority to end conflict.

Conflict escalates with structural differentiation,

when different teams and work units pursue different goals with different time horizons

Conflict also develops out of domain ambiguities,

when individuals or teams lack adequate task direction or goals and misunderstand such things as customer jurisdiction or scope of authority. - —When people aren't sure what they are supposed to do, conflict with others is likely; task uncertainties increase the odds of working at cross-purposes at least some of the tim

The key to effective leadership is...

willing followership: others follow because they want to, not because they have to.

Members of virtual teams

work together through computer mediation.

Dysfunctional conflict (destructive conflict)

works to the group's or organization's disadvantage. - too much and too little conflict= bad for performance.

Know when to use Alternative conflict management strategies:

• Avoidance may be used when an issue is trivial, when more important is- sues are pressing, or when people need to cool down temporarily and regain perspective. • Accommodation may be used when issues are more important to others than to yourself or when you want to build "credits" for use in later disagreements. Compromise may be used to arrive at temporary settlements of complex issues or to arrive at expedient solutions when time is limited. • Authoritative command maybe used when quick and decisive action is vital or when unpopular actions must be taken. • Collaboration and problem solving are used to gain true conflict resolution when time and cost permit.

How to spot common implicit leadership prototypes: (7)

• Sensitivity—Sympathetic, compassionate, understanding • Dedication—Disciplined, prepared, hard working • Tyranny—Domineering, power hungry, manipulative • Charisma—Inspiring, involved, dynamic • Attractiveness—Classy, well dressed, tall • Intelligence—Clever, knowledgeable, wise • Strength—Forceful, bold, powerful

Characteristics of strong cultural organization: (6)

■ A widely shared understanding of what the organization stands for, often embodied in slogans ■ A concern for individuals over rules, policies, procedures, and adherence to job duties ■ Are cognition of heroes whose actions illustrate the company's shared philosophy and concerns ■ A belief in ritual and ceremony as important to members and to building a com- mon identity ■ A well-understood sense of the informal rules and expectations so that employees and managers understand what is expected of them ■ A belief that what employees and managers do is important and that it is important to share information and ideas

Symptoms of Groupthink: (8)

■ Illusions of invulnerability—Members assume that the team is too good for criticism or beyond attack. ■ Rationalizing unpleasant and disconfirming data—Members refuse to accept con- tradictory data or to thoroughly consider alternatives. ■ Belief in inherent group morality—Members act as though the group is inherently right and above reproach. ■ Stereotyping competitors as weak, evil, and stupid—Members refuse to look realistically at other groups. ■ Applying direct pressure to deviants to conform to group wishes—Members refuse to tolerate anyone who suggests the team may be wrong. ■ Self-censorship by members—Members refuse to communicate personal concerns to the whole team. ■ Illusions of unanimity—Members are quick to accept consensus prematurely, without testing its completeness. ■ Mind guarding—Members try to protect the team from hearing disturbing ideas or outside view point

How to build and ambidextrous organization: (4)

■ Managers must recognize the tension between exploration and exploitation. ■ Managers should realize that one form of thinking based on a single perspective is inappropriate. ■ Managers must discuss with their subordinates the paradoxes arising from simultaneously thinking about big ideas and sound incremental improvements. ■ Managers must encourage subordinates to embrace these paradoxes and use them as motivations to provide creative solution

Challenges posed by bureaucracies: (5)

■ Overspecialization with conflicts between highly specialized units ■ Over reliance on the chain of command rather than bottom-up problem solving ■ Objectification of senior executives as rulers rather than problem solvers for others ■ Over emphasis on conformity ■ Rules as ends in and of themselves

Behavioral foundation/ how to gain integrative agreements:

■ Separate people from the problem. ■ Don't allow emotional considerations to affect the negotiation. ■ Focus on interests rather than positions. ■ Avoid premature judgments. ■ Keep the identification of alternatives separate from their evaluation. ■ Judge possible agreements by set criteria or standards.

Team processes for successful innovation: (6)

■ Vision—the degree of clarity and commitment to goals ■ Support for innovation—support both within and from outside ■ Task orientation—a climate for excellence ■ Cohesion—a commitment to the team and maintenance of group membership ■ Internal communications—quality interactions within the group ■ External communications—quality interactions

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