MGMT 2103 - Exam 3
assigning someone in an organization or group the role of critic
devil's advocate
people who have a low tolerance for ambiguity and are task oriented when making decisions
directive decision-making style
Why should conflict not be avoided?
-can cost you a promotion -many employees are passed over for management and executive positions -conflict won't go away even if avoided
What are the three Cs that team players must possess in order for their team to be successful?
-commitment -competency -collaboration
Group influence brings individuals into the social fabric of an organization by:
-communicating norms -communicating role expectations
The assumptions behind non rational models of decision making
-decision makers lack complete information -managers struggle to make the best decisions -decision making lacks certainty
According the organizational psychologist, E.H. Schein, the size of a group is limited by the possibilities of:
-mutual awareness -mutual interaction
What is part of the criteria for a group?
-two or more freely interacting individuals who share norms and goals and have a common identity
the stages in the evolution of sharing power from domination to delegation (least to most)
1. domination 2. consultation 3. participation 4. delegation
Rank Tuckman's Five Stages of Group Development (in order)
1. forming 2. storming 3. norming 4. performing 5. adjourning
The Four Steps in the rational decision making model (in order)
1. identify the problem or opportunity 2. generate alternative solutions 3. evaluate alternatives and select a solutions 4. implement and evaluate the solution chosen
the steps in Bagley's ethical decision tree (in order)
1. is the proposed action legal? 2. does it maximize shareholder value? 3. is it ethical to take this action? 4. would it be ethical to not take this action?
the creative performance behaviors in order
1. problem formulation/definition 2. preparation/information gathering 3. idea generation 4. idea evaluation/validation
people who have a high tolerance for ambiguity and focus on people and the social aspects of a work situation
conceptual decision making style
a method of eliminating specific negative interactions such as name calling
conflict reduction
a shared perception among group members about the intensity of disagreement over tasks or relationships
conflict state
the process of producing new and useful idea concerning products, services, processes, and procedures
creativity
when specialists from different areas are put on the same team
cross-functional team
computer-based systems that help decision makers use data and models to solve problems
decision support systems
a graphical representation of the process underlying decisions that shows the consequences of making various choices
decision tree
the way an individual perceives stimuli and the general manner in which he or she responds to it
decision-making style
a group process that anonymously generates ideas or judgments from physically dispersed experts
delphi technique
the management practice that enhances employee performance, well-being, and positive attitudes
empowerment
What is a goal of collaboration?
ensuring a collective outcome is completed
the tendency to stick to an ineffective course of action when it is unlikely that a bad situation can be reversed
escalation of commitment bias
the process of conscientiously using the best available data when making managerial decisions
evidence-based decision making
informal groups
exists when members' overriding purpose in getting together is friendship or a common interest
information that can be easily described
explicit knowledge
Workers who meet regularly to discuss ways to improve product quality; assigned by an organization or its managers to accomplish specific goals
formal group
can lead to creative problem solving
functional conflict
consultive interactions, a focus on the issues, mutual respect, and useful give-and-take
functional conflict
when winning an argument with a rival overshadows the primary goal of trying to solve the problem
goal displacement
the feeling that binds group members together
group cohesiveness
Why do people form groups?
groups accomplish more than individuals; it improves individual and team accuracy
when people who are members of a cohesive in-group so strive for unanimity they fail to realistically appraise alternative courses of action
groupthink
the bias that occurs when knowledge of previous outcomes influences decisions about the probability of future occurrences
hindsight bias
Punctuated equilibrium is concerned with:
how a group functions in the face of change
conscious efforts to affect and change a specific behavior
influence tactics
a progressive win-win strategy to find an agreement that is better for both parties and no longer divides a fixed pie among parties
integrative negotiation
when you make a decision that comes to mind without clear awareness or evaluation of the evoking cues
intuition
conflict that reveals varying ideas outside of the personal opinions of the managers
programmed conflict
a shared belief help by team members that the team is a safe place for engaging in risky behaviors and that those who do will not be rejected or punished
psychological safety climate
the decision-making model that assumes managers are fully objective and have all information they need to make a decision
rational decision model
the decision-making heuristic used when people estimate the probability of an event occurring based on impressions about similar occurrences
representativeness bias
obtaining compliance by promising or granting rewards
reward power
a set of expected behaviors for a particular position
role
deciding to choose a solution that meets enough minimum qualifications
satisficing
a commonly used political tactic in organizations is blowing your own horn while not recognizing the accomplishments of others
self-promotion
The tendency for individual effort to decline as group size increases
social loafing
the transfer of authority and responsibilities from management to employees
structural empowerment
Employees in self-managed work groups are acting as their own ___________.
supervisors
enable the work group to define, clarify, and pursue a common purpose
task roles
a group whose effectiveness is measured by its collective outcomes
team
a small number of people with complementary skills committed to a common purpose, goals, and approach for which they hold themselves mutually accountable
team
the ability of a team to adapt to changes such as changing demands or the transition of members in or out of the group
team adaptive capacity
the collection of jobs, personalities, skills, experience, and knowledge of team members
team composition
plans that outline exactly what the team is to do, such as goal setting and defining member roles
team performance strategies
Why is the Reina Model used?
to restore trust when it has been compromised
the least effective way to used evidence-based decision making
to support a decision made intuitively
the extent to which a person has a high need for structure and control in his or her life
tolerance for ambiguity
the divide between an actual and a desired situation
a problem
the method of dispute resolution that is faster and more user-friendly instead of traditional approaches
alternative dispute resolution
high tolerance for ambiguity and focus on tasks and technical concerns
analytical decision-making style
when decision makers are influenced by the first information they receive even if it is irrelevant
anchoring bias
a choice that is made based on a well-known situation and a partly subconscious application of previously learned information
automated experience
the tendency to base decisions on information that is recent and easily recalled from memory
availability bias
Why are hybrid reward systems best for motivating teams?
because they recognize individual and team performance
low tolerance for ambiguity and focus strongly on people and the social aspects of a work situation
behavioral style of decision making
the idea that decision makers face various restrictions when making decisions
bounded rationality
a technique used for solving problems, generating creative ideas for new products, and removing performance roadblocks
brainstorming
an informal group bound together by the active pursuit of a single issue
coalition
the sense of "we-ness" that overrides individual differences and motives in a group
cohesiveness
foster supportive and constructive interpersonal relationships
maintenance roles
the extent to which group members feel comfortable;e disagreeing with other group members
minority dissent
decision making that involves at least two parties with distinct preferences and a give and take between them
negotiation
a group of people wanting social support for their general self-interests
network
the failure to correct misperceptions or conceal the negotiator's own position or circumstance such as a conflict of interest
nondisclosure
an attitude, feeling, opinion, or action shared by two or more people that guides behavior; help create order and allow groups to function more efficiently because they save groups from having to figure out how to do the same things each time they meet; helps groups move through the development process
norm
when you can possibly produce results that surpass goals
opportunity
intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed or aligned with those of the organization
organizational politics
the bias that takes place because we are optimistic based on overestimates of what we are able to do
overconfidence bias
interpersonal opposition based on personal disagreement
personality conflict
the ability to marshal human, informational, and other resources to get something done
power
the extent to which an individual focuses on either task and technical concerns or people and social concerns in making decisions
value orientation
a team that works together over time and distance using electronic media to combine effort and achieve goals
virtual team
the joint novelty and usefulness of a product or service as judged by others
creative outcome effectiveness
the cognitive shortcuts we use to simplify the decision making process
judgmental heuristics
realizing which emotions will best suit your objectives and being mindful of the during negotiation
knowing your ideal emotions