Organizational Behavior Chapter 8

Which of the following is an example of a piece-rate plan?

$2 for each unit produced

Group

(1) two or more freely interacting individuals,who (2) share norms and (3) goals and have (4)common identity

Team adaptive capacity

(adaptability) is the ability to make needed changes in response to demands put on the team

Challenges of using virtual teams:

1. More difficult to establish team cohesion 2. Work satisfaction 3. trust 4. Cooperative behavior Commitment to team goals

Characteristics of High-Performing Teams

1. Participative leadership 2. Shared responsibility 3. Aligned on purpose 4. High communication 5. Future focused 6. Focused on task 7. Creative talents 8. Rapid response

Team

A small number of people who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. The cornerstone of worklife.

Production Blocking

A time constraint in team decision making due to the procedural requirement that only one person may speak at a time

Nominal Group Technique

A variation of brain writing consisting of 3 stages 1. silent and independently document their ideas 2. collectively describe these ideas to the other team members without critique 3. silently and independently evaluate the ideas presented

Brain Writing

A variation of brainstorming whereby participate write(rather than speak about) and share their ideas

With reference to the job characteristics model, which of the following defines task identity?

A) the degree to which a job requires completion of a whole and identifiable piece of work

Norms

Acceptable standards of behavior within a group that are shared by the group's members. OR An attitude, opinion, feeling, or action shared by two or more people that guide behavior.

Adam Sears is an assembly line employee with Swenson Motors. Though Adam is popular among his supervisors and colleagues, Adam experiences low morale and lack of motivation. He feels frustrated that his job is restricted to fixing nuts and bolts on the car parts. He fears that he has no chances of advancing in his career as he cannot completely assemble a car. Which of the following is true with regard to Adam?

Adam's job has low task identity.

Strong Sense of Accountability

An environment in which all team members feel as responsible as the manager for the performance of the work unit.

creative talents

Apply individual talents and creativity. Characteristic of a high performing team

Cross-functional teams

Are teams created with different members from different disciplines within an organization, such as finance, operations, and R&D

Formal Group

Assigned by an organization or its managers to accomplish specific goals.

Identification-based trust

Based on mutual understanding and an emotional bong among team members. It occurs when team members think, feel, and act like one another. High performance teams exhibit this level of trust because they share the same values and mental models. This is potentially the strongest and most robust of all three types of trust

The job characteristics model describes any job in terms of five core job dimensions, and these five dimensions are skill variety, task significance, recognition, reward, and feedback.

FALSE

The major advantage of flextime is that it can be used for all categories of jobs.

FALSE

To enhance the amount of autonomy employees enjoy, a company must provide its employees with tasks combined into natural work units.

FALSE

Competence Trust

Trust of capability. How effectively do people meet or perform their responsibilities and acknowledge other people's skills and abilities?

Contractual Trust

Trust of character.

Communication Trust

Trust of disclosure. How well do people share information and tell the truth?

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Tuckman's Five-Stage Model of Group Development Includes these 5 stages

Group

Two or more freely interacting individuals who share norms and goals and have a common identity

Production/service/leadership teams

Typically multi skilled, team members collectively produce a common product/service or make ongoing decisions High permanence; medium-high skill differentiation; medium authority differentiation

Which of the following statements is true regarding an employee stock ownership plan (ESOP)?

Under this plan, employees acquire company shares, often at below-market prices.

Which of the following statements is true regarding a merit-based pay plan?

Unions typically resist merit-based pay plan.

Recommendations for best practices to use with virtual teams include:

Updating progress to all regularly Adapting communications to different members preferences Knowing when people are available

Task force teams

Usually multi skilled, temporary teams whose assignment is to solve a problems, realize an opportunity, or design a product or service low permanence; medium skill differentiation; medium authority differentiation

72) ________ bases a portion of an employee's pay on some individual and/or organizational measure of performance.

Variable-pay program

Contributes to the teams work

Which Teamwork Competency has these behaviors? 1) Completed work in a timely manner 2) came to work prepared 3) Did complete and accurate work

Constructively interacts with team members

Which team Competency has these behaviors? 1) Communicated effectively 2) listened to teammates 3) Accepted feedback

Keeps team on track

Which teamwork Competency has these behaviors? 1) Helped team plan and organize work 2) Stayed aware of team members' progress 3) Provided constructive feedback

Expects high-quality work

Which teamwork competency has these behaviors? 1) Expected team to succeed 2) Cared that the team produced high-quality work

Possesses relevant knowledge, skills, and abilities for team's responsibilities

Which teamwork competency has these behaviors? 1) Possessed necessary KSAs to contribute meaningfully to the team 2) Applied knowledge and skill to fill in as needed for other members' roles

Virtual teams

Work together over time and distance via electronic media to combine effort and achieve common goals

Virtual Teams

Work together over time and distance via electronic media to combine effort and achieve common goals.

Sally Peterson, who works as an entry-level editor, wants to go for dental reconstruction surgery and sent a query to her HR department asking for a list of preferred hospitals. The HR looked through her healthcare plan, which provides only a minimum coverage for routine drugs and vision care. Consequently, the HR manager informed her that if she wishes to carry on with the dental procedure, she will have to pay for it on her own. Which of the following benefits plans should she choose to meet her needs?

a core-plus plan

According to the job characteristics model, task significance is the degree to which ________.

a job bears an impact on the lives or work of other people

Calculus-based trust

a logical calculation that other team members will act appropriately because they face sanctions if their actions violate reasonable expectations - lowest potential of trust and is easily broken by a violation of expectations

Role

a set of expected behavior patterns attributed to someone occupying a given position in a social unit

Social norms marketing

a social nudge using conformity to norms by asserting a large majority of people adopt a particular behavior

Informal groups

alliances that are neither formally structured nor organizationally determined

Priming

an implicit memory effect in which exposure to one stimulus influences the response to another stimulus

Telecommuting is an option that suits professionals like ________.

analysts

One of the methods of job enrichment is to expand jobs vertically. This method involves modifying the ________ dimension of the job.

autonomy

For employee stock ownership plans to be effective in improving performance, they must ________.

be implemented such that employees psychologically experience ownership

Which of the following represents a pay plan that rewards employees for recent performance rather than historical performance?

bonus

Information seeker

clarifies key issues (task role)

Opinion seeker/giver

clarifies pertinent values (task role)

The use of self-managed teams in organizations requires changes:

in management philosophy to reward systems to systems of authority

To be effective, an employee involvement program must ________.

incorporate the unique demands of different cultures

Group goal are more effective if group members clearly understand them and are both ___ and ___ committed to achieving them.

individually; collectively

A crowd of people on a street corner watching a parade is not a group because they do not ____.

interact

Which of the following factors represents the influence of social aspects of the work environment on motivation?

interdependence

Collaboration

is the act of sharing information and coordinating efforts to achieve a collective outcome

Team interdependence

is the degree to which team members depend on each other for information, materials, and other resources to complete their job tasks

Trust

is the willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you

Groupthink

situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views

Which of the following series of dimensions of the job characteristics model (JCM) combine to create meaningful work?

skill variety, task identity, and task significance

In which of the following variable-pay programs is the pay level based on how many skills employees have or how many jobs they can do?

skill-based pay

The job characteristic model fails to consider the role ________ plays in employee motivation.

social support

Subgroups may for and procrastination occur during the ___ stage of group development.

storming

Employee involvement and participation (EIP) management is a method of management where ________.

subordinates share a significant degree of decision-making power with their immediate superiors

Initiator

suggests new goals or ideas (task role)

Samantha Barnes is an emergency medical technician. Recently, during an emergency call, she was able to resuscitate a man who had a cardiac arrest. Subsequently, she spent some time calming the 12-year-old daughter of the patient and looked after her until the rest of the patient's family arrived at the hospital. Based on this description, it can be concluded that Samantha's job is high in ________.

task significance

Two distinctions between groups and teams are that

teams gather to accomplish a common task teams require collaboration

44) The option of working at home at least twi days a week on a computer linked to the employer's office is termed as ________.

telecommuting

Amanda McPherson is a working mother with one child and an ailing parent to look after in addition to her duties as a wife and job responsibilities as a legal consultant. Since Amanda always feels pressed for time, the news that the consultancy she works for would allow her to work from home two days a week came as a great relief to her. She now feels more motivated to work for the company, as the company has taken into account her personal and professional needs. The company has allowed Amanda to use the option of ________.

telecommuting

rapid response

identifying and acting on opportunities

Harmonizer

Mediates conflict through reconciliation or humor (maintenance role)

________ are predesigned packages, or modules of benefits, each of which meets the needs of a specific group of employees.

Modular plans

Nominal group technique

- A problem is presented to the group... Each member writes down ideas - After a silent period, each member presents one idea to the group - the ideas are discussed for clarity - Each group member rank-orders the ideas - The idea with the highest aggregate ranking determines the final decision

What are Teams?

- Groups of 2 or more people - Exist to fulfill a purpose - Interdependent - interact and collaborate - Mutually accountable for achieving common goals - Perceive themselves as a social entity within an organization

Conformity

- In 1951 Solomon Asch conducted a social experiment on conformity. - Group of eight men. Seven were confederates and only one was the test subject. - They gave their responses in order, with the subject last. The confederates gave the wrong responses. - 75% of subjects conformed at least once, even though they knew it was wrong. And were wrong 37% of the time on average.

Team Norms Development

- Initial team experiences - Critical events in teams history - Experience/values members bring to the team

Encourage cohesiveness by:

- Make the group smaller - Increase the time members spend together - Increase the status of the group - Increase the perceived difficulty of attaining membership in the group - Stimulating competition with other groups - Give rewards to the group rather than to the individual members - Physically isolate the group

Social identity theory

- People have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group - Social identities help us understand who we are where we fit in with people

Preventing and changing dysfunctional team norms

- State desired norms when forming teams - Select members with preferred values - Discuss counter-productive norms - Introduce team-based rewards that counter dysfunctional norms - Disband teams with dysfunctional norms

General Guidelines for Team Decisions

- Team norms should encourage critical thinking - Sufficient team diversity - Checks/balances to avoid dominant participants - Maintain optimal team size - Introduce effective team structures

Brainstorming

- the group leader states the problem clearly - members then "free-wheel" as many alternatives as they can - no criticism is allowed - one idea stimulates another, - and group members are encouraged to "think the unusual"

Contractual trust

- trust of character - do people do what they say they are going to do?

Build Effective Teams

1. Break the Ice. Have each member share relevant details about his or her experience. Doing so helps everybody learn what types of skills and abilities the team possesses and it also facilitates cooperation. 2. Don't reinvent the wheel. Ask team members what has worked in the past. This can help signal respect for their competence and judgment and lead to greater engagement and commitment. 3. Communicate a purpose and a plan. Clearly explain the team's purpose and how they will work together. 4. Play to strengths. Set individuals and the larger team up to win. Match individual members' skills to responsibilities and goals of the team. 5. Clarify decision making. Think about and explain how you approach decision making in dealing with conflicts. 6. Information is essential-make it flow. Establish clear processes and expectations for sharing information within the team. Explicitly include your expectations for giving and receiving feedback.

Types of Team Building

1. Clarify teams performance goals 2. improve teams problem-sovling skills 3. Improve role definitions 4. Improve relations

Best Tasks for Teams

1. Complex tasks divisible into specialized roles 2. Well structured tasks - easier to coordinate 3. Higher task interdependence - team members must share materials information or expertise to perform their jobs - teams usually better because high interdependence; requires better communication/coordination and motivates team membership - Teams less effective if task goals differ (such as serving different clients) - use other coordinating mechanisms

Team Development: Forming Identities and Mental Models

1. Develop team identity - Viewing team as us rather than them - team becomes part of the peso's social identity 2. Developing team mental models and coordinating routines - forming habitual routines with team members - forming shared/complementary mental models

Effective Team Charters

1. Mission Statement: The teams purpose, why the team exists, what the team needs to accomplish 2. Team vision: A clear and concise statement of the ideal end state the team desires to achieve in terms of all of the entities that will be affected by the team's outcomes. 3. Team identity: Team name, logo, team roster, assessment of each member 4. Boundaries: Clarifies polices, procedures, and values the team subscribes to that cannot be violated, limitation on the team's performance; the decisions the tam can make on its own versus needing permission from others; the activities that are legitimate for the team to engage in; the stakeholders affected by the team's activities. 5. Operating guidelines: Describes the team structure and processes including how leaders will function, how decisions will be made, how work will be allocated, communication procedures, how conflict will be managed, and how member growth and development will be facilitated. 6. Performance norms and consequences: Describes norms needed to facilitate goal attainment in member satisfaction, including the standards of performance; how team and member performance will be evaluated; how members will treat each other; how dysfunctional behaviors will be managed; how team members will be disciplined for not adhering to team norms; the due process for terminating a member from the team; expectations for team meetings; expectations for team project contributions; consequences for work that is late or is of poor quality; how grades for team projects will be allocated to individual team members. 7. Charter endorsement: All team members sign the team charter agreement to verify their endorsement and commitment to uphold the team charter. Those not agreeing to all terms should leave the team for reassignment.

Competence trust

Trust of capability

Benefits of using a virtual team

1. Reduce real estate 2. Ability to leverage diverse knowledge, skill, and experience across geography and time 3. Ability to share knowledge diverse markets 4. Reduce commuting and travel expenses 5. flexibility can reduce work-life conflicts

Success Factors of Self-Directed Teams

1. Responsible for entire work process 2. High interdependence within the team 3. Low interdependence with other teams 4. Autonomy to organize and coordinate work 5. Work site/technology support team communication/coordination

Virtual Team Success Factors

1. Virtual team member characteristics 2. Toolkit of communication channels and freedom to choose channels that work best for them 3. Fairly high task structure 4. Opportunities to meet face - to - face

goal-directed roles

1. initiator 2. orienter 3. energizer

1) initiator 2) information seeker/giver 3) opinion seeker/giver 4) Elaborator 5) Coordinator 6) Orienter 7) Evaluator 8) Energizer 9) Procedural Technician 10) Recorder

10 Task roles are:

1) Contractual Trust 2) Communication Trust 3) Competence Trust

3 Forms of trust are:

1) limit group size 2) Ensure equity of effort 3) Hold people accountable

3 ways to guard against social loafing include:

1) Two or more freely interacting individuals 2) Collective norms 3) Collective goals 4) Common identity

4 Criteria of a group are

1. Pooled Interdependence 2. Sequential Interdependence 3. Reciprocal Interdependence 4. Comprehensive Interdependence

4 types of team interdependence are:

1) Leadership becomes a shared activity 2) Accountability shifts from individual to individual and collective 3) The group develops its own purpose or mission 4) Problem solving becomes a way of life, not a part-time activity 5) Effectiveness is measured by the groups collective outcomes and products

5 Characteristics of teams:

1) Leadership becomes a shared activity 2) Accountability shifts from individual to individual and collective 3) The group develops its own purpose or mission 4) Problem solving becomes a way of life, not a part-time activity 5) Effectiveness is measured by the groups collective outcomes and products Effective teams typically have fewer than 10 members.

5 Characteristics of teams:

1) Contributes to team's work 2) Constructively interacts with team members 3) Keeps team on track 4) Expects high-quality work 5) Possesses relevant knowledge, skills, and abilities for team's responsibilities

5 Common teamwork competencies

1) Work teams 2) Project teams 3) Cross functional teams 4) Self-managed teams 5) Virtual teams

5 Types of teams discussed are:

1) communication 2) support 3) Respect 4) Fairness 5) Predictability 6) Competence

6 Behaviors to building trust

1) Encourager 2) Harmonizer 3) compromizer 4) gatekeeper 5) Standard setter 6) Commentator 7) Follower

7 Maintenance roles are:

1) Shared leadership 2) Strong sense of accountability 3) Alignment on purpose 4) Open communication 5) High trust 6) Clear role and operational expectations 7) Early conflict resolution 8) Collaboration

8 Characteristics of high-performing teams

Open Communication

A climate of open and honest communication.

Electronic Brainstorming

A form of brain writing that relies on networked computers for submitting and sharing creative ideas

Brainstorming

A freewheeling, face-to-face meeting where team members aren't allowed criticize but are encouraged speak freely, generate as many ideas as possible, and build on the ideas of others - has been dismissed by lab research, but supported in field research and by leading creative firms -limitation - production blocking, conformity effect

After the training and development manager at Add Worth, Nicole Hayes, resigned, the CEO has made it a priority that the position be filled soon by someone of equal expertise and experience as Nicole. To locate the right candidate, Jennifer Ray, the HR manager, has been contacting recruitment firms, checking job sites, and pushing for referrals from the employees. However, she has only found candidates with little or no experience in the field who were willing to work full time for the position. At the next meeting with the CEO, Jennifer proposes an alternative strategy; she suggests hiring two experienced candidates who are open to the idea of handling the training needs on a part-time basis as a team. The CEO listens to her proposal but is not too convinced by it. Which of the following, if true, would strengthen Jennifer's proposal to use job sharing for the vacant position?

A good proportion of the company's prized workforce comprises employees from the baby boomer generation who are set to retire in the impending future.

Self-managed teams

A groups of workers who have administrative oversight over their work. Duties: planning scheduling monitoring staffing

Team Building

A process that consists of formal activities intended to improve the development and functioning of a work team. Experiential exercises such as role play and trust exercises are techniques used.

Alignment on Purpose

A sense of common purpose about why the team exists and the function it serves.

Role

A set of behaviors that people are expected to perform because they hold certain poisons in a team and organization

Role

A set of expected behaviors for a particular position

Group role

A set of expected behaviors for members of a group as a whole

Group Role

A set of expected behaviors for members of the group as a whole.

Team

A small number of people who are committed to a common purpose, performance goals, and approach for which they hold themselves collectively accountable

Role expectations

how others believe one should act in a given situation

Knowlege-based trust

Based on the predictability of another team members behavior. Includes our confidence in the other person's ability or competence, such as the confidence that exists when we trust a MD. Knowledge based trust offers a higher potential level of trust and is more stable because it develops overt time.

The reasons for social loafing include:

Being uninterested in the task. Not liking one or more team members

High Trust

Belief that member actions and intentions focus on what's best for the team and its members.

Team Structures for Creative Decision Making

Brainstorming, Brain writing, Electronic Brainstorming, nominal group technique

According to the job characteristics model, autonomy is defined as the degree to which ________.

C) a job provides the worker freedom, independence, and discretion

Research on individual and group goal setting agree that:

Commitment to the goals will achieve better outcomes Goals are more effective if they are clearly understood Challenging but achievable goals are motivating and associated with better results

Team Composition - 5 competencies

Cooperating, conflict resolving, comforting, communicating, coordinating

Collaboration

Cooperative effort to achieve team goals.

Cross-Functional Teams

Created with members from different disciplines within an organization, such as finance, operations, and R&D.

Participative Leadership

Creating interdependency by empowering, freeing up, and serving others.

Which of the following statements is true regarding employee recognition?

Critics argue that employee recognition programs are highly susceptible to political manipulation by management.

Self-Directed Teams

Cross functional work groups that are organized around work processes, complete an entire piece of work requiring several inter depended tasks, and have substantial autonomy over the execution of those tasks

________ is not a benefit of flextime.

Decreased work/life balance

Group Cohesiveness

Defined as the "we feeling" that binds members of a group together. It is the principal by-product of Stage 3.

Clear Role and Operational Expectations

Defined individual member responsibilities and team processes.

Team Composition

Describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members.

Team composition

Describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team memebers

Team Charters

Detail members' mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its commitments. Aplan for how the team will make decisions, share communications and strategies that should be agreed to early in the group development process is a team charter.

Coordinating

Effective team members actively manage the teams work so that it is performed efficiently and harmoniously

Conflict Resolving

Effective team members have the skills and motivation to resolve disagreements among team members. This requires the effective use of various conflict-handling styles, as well as diagnostic skills to identify and resolve the structural sources of conflict

Comforting

Effective team members help coworkers maintain a positive and healthy psychological state. They show empathy, provide psychological comfort, and build coworkers feeling of confidence and self-worth

________ is a participative process that uses employees' input to increase their commitment to the organization's success.

Employee involvement

What is an advantage of bonuses over merit-based pay plan?

Employees are rewarded for recent performance.

Exsell is a popular consumer goods company known for hiring the best resources and using the best technology to produce an extensive range of goods. The manufacturing units consider productivity to be the only criterion; targets are upgraded, supervised, and rewarded amply. The groups with the highest productivity in each manufacturing unit owned by Exsell are incentivized using a substantial monthly monetary reward program. Of late, there have been some rumors about the company not doing very well in the market. Many claims of defective quality, declining market share, and employee unrest have been doing the rounds. However, the CEO of Exsell recently held a conference with the organization and the media to share its expansion plans for the coming year. He ended the conference with a discussion of how the profit margin of the company had grown substantially but many employees were left in doubt. Which of the following, if true, would indicate the need for Exsell to replace gainsharing with profit sharing as a variable pay program for its employees?

Executives who receive and evaluate client feedback have found a lot of quality concerns with the products dispatched in recent times.

Informal Group

Exists when the members' overriding purpose in getting together is friendship or a common interest.

A flexible benefits package is designed for a male with a wife and two children at home.

FALSE

Job enrichment improves employees' skills by periodically shifting an employee from one task to another with similar skill requirements at the same organizational level.

FALSE

John Dunker is one of the best firefighters in his squad, and he recently received an award for his outstanding performance. From this information, it may be concluded that John's job has low task significance.

FALSE

TRUE OR FALSE On an organizational level, job design and by the extrinsic rewards of pay and benefits are the only ways to motivate employees.

FALSE

TRUE OR FALSE Participative management is characterized by the symbolic representation of employees in work councils and board meetings.

FALSE

When the profits of Emm Corp rose steadily over two quarters three years back, the employees of the company were given the offer of purchasing the company's shares at subsidized rates. Many of the employees who bought the shares have become extremely rich after the phenomenal growth Emm Corp has had in the following years. This is an example of a bonus.

FALSE

Adjourning

Fifth and final stage of team development - occurs when the team is about to disband; the work is done; team members shift their attention away from task orientation to a relationship focus. The return to independence can be eased by rituals celebrating "the end" and "new beginnings." Parties, award ceremonies and graduations can punctuate the end.

Which of the following statements is true regarding flexible benefits?

Flexible benefits can be altered to meet employee needs based on age, marital status, and number and age of dependents.

1) Organizational 2) Individual See Organizational Group Functions and/or Individual Group Functions

Formal groups have these 2 functions

Maintenance Roles

Foster supportive and constructive interpersonal relationships. Keep the group together.

Encourager

Fosters group solidarity by accepting and praising various points of view (maintenance role)

________ is a formula-based group incentive plan that uses improvements in group productivity from one period to another to determine the total amount of money allocated.

Gainsharing

Which of the following statements is true regarding gainsharing?

Gainsharing focuses on productivity gains rather than profits.

Forming "ice-breaking" stage

Group members tend to be uncertain and anxious about such things as their roles, the people in charge and the group's goals. Mutual trust is low, and there is a good deal of holding back to see who takes charge and how. Focuses around the initial entry of members to a team. The first stage of team development - a period of testing and orientation in which members learn about one another and evaluate the benefits and cost of continued membership. People tend to be polite, defer to authority, and try to find out what is expected of them and how they will fit into the team

Punctuated Equilibrium

Groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives. The group then establishes and maintains new norms of functioning, returning to equilibrium.

Self-Managed Teams

Groups of workers who have administrative oversight over their work domains.

Informal Groups

Groups that exist primarily for the benefit of their members Reason why informal groups exist: -innate drive to bond -social identity -we define ourselves by group memberships -Goal accomplishment -emotional support

The purposes served by norms in an organization include:

Having per-established guidelines for groups. Reducing time spend on the development process for groups.

Team Cohesion and Performance

High cohesion teams perform better because 1. motivated to maintain membership and achieve team objectives 2. share information more frequently 3. higher coworker satisfaction 4. better social support (minimizes stress) 5. resolve conflict more swiftly and effectively

Influences on Team Cohesion

Higher/Faster Team Cohesion Occurs With: 1. Member similarity - higher member similarity 2. Team size - with smaller team size 3. Member interaction - regular/frequent team member interaction 4. Somewhat difficult team entry (membership) 5. Higher team success 6. More external competition/challenges

3 levels of trust

Identification based trust, knowledge-based trust, calculus-based trust

1) satisfy the individual's need for affiliation 2) Develop, enhance, and confirm the individuals self-esteem and sense of identity 3) Give individuals an opportunity to test and share their perceptions of social reality 4) Reduce the individuals anxieties and feelings of insecurity and powerlessness 5) Provide a problem-solving mechanism for personal and interpersonal problems

Individual group functions (5)

Shared Leadership

Interdependence created by empowering, freeing up, and serving others.

Norm

Is an attitude, opinion, feeling, or action--shared by two or more people--that guides behavior

outcome interdependence

Is the degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions

Which of the following statements is true regarding job sharing?

It allows two or more individuals to split a traditional 40-hour-a-week job.

Which of the following statements is true regarding job rotation?

It decreases productivity in the short run.

To evaluate whether team building exercises have been effective, those who design them should

Link the team building exercises to the desired changes in behavior. Have clear objectives

Team Advantages

Make better decisions, products/services Better information sharing Increase employee motivation/engagement

Woodworth & Baines is a retail chain that has taken up numerous measures to improve employee attitude, motivation, and organizational performance. New training programs, employee engagement initiatives, and an employee welfare council were the three main strategies implemented as part of the employee empowerment program. Norman Kilner was one of twenty employees nominated to the employee welfare council where they were required to interact with the management to promote the interests of the employees. Additionally, the job roles of these twenty employees were vertically enhanced to give them more autonomy in the organization. However, six months into the employee empowerment program, a survey by HR revealed no actual change in employee attitudes. Similarly, a survey conducted by the production manager revealed that work productivity had not increased by any substantial measure either. Which of the following, if true, would best explain this outcome?

Management retained the degree of control they had in the organizational affairs.

Skunkworks

Multi skilled teams that are usually located away from the organization and are relatively free of it hierarchy; often initiated by an euntrepreneurial team leader who borrows people and resources(bootlegging) to design a product or service Medium permanence; medium to high skill differentiation; medium authority differentiation

1) accomplish complex, interdependent tasks that are beyond the capabilities of individuals 2) generate new or creative ideas and solutions 3) Coordinate interdepartmental efforts 4) Provide a problem-solving mechanism for complex problems requiring varied information and assessments 5) implement complex decisions 6) Socialize and train newcomers

Organizational group functions (6)

Many types of teams

Permanence - how long that type of team usually exists Skill Differentiation - Degree of skill/knowledge diversity in the team Authority Differentiation - Degree that decision making responsibility is distributed throughout the team or centralized

Team Challenges

Process losses - resources needed for team maintenance Social loafing - members potentially exert less effort in teams than alone

1) Acknowledge what caused trust to be compromised 2) Allow feelings and emotions to be discussed, constructively 3) Get and give support to others in the process 4) Reframe the experience and shift from being a victim to taking a look at options and choices 5) Take responsibility 6) Forgive yourself and others 7) Let go and move on

Reina Seven-Step Model to Rebuilidng Trust has these 7 steps

Evaluation Apprehension

Reluctance to mention ideas that seem silly because of belief of evaluation by other team members

Early Conflict Resolution

Resolution of conflicts as they arise, rather than avoidance or delay.

Process losses

Resources (including time and energy) expended toward team development and maintenance rather than the task

Organizational/Team Environment

Reward System Communication Systems Organizational structure Organizational leadership Physical space

Storming

Second stage of team development - marked by interpersonal conflict as members become more proactive and compete for various team roles, members try to establish norms of appropriate behavior and performance standards. Individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure. Subgroups take shape, and subtle forms of rebellion, such as procrastination, occur.

Characteristics of High-Performing Teams

Shared leadership, Strong sense of accountability, Alignment on purpose, Open communication, High trust, Clear role and operational expectations, Early conflict resolution, and Collaboration

Self-Directed Teams

Similar to production/service teams except 1. organized around work processes that complete an entire piece of work requiring several interdependent tasks 2. have substantial autonomy over execution of those tasks High permanence; medium-high skill differentiation; low authority differentiation

Action Teams

Similar to task forces, these highly skilled teams are formed for a short duration and given considerable autonomy to resolve an urgent problem opportunity such as solving an emergency or crisis low permanence; medium skill differentiation; low authority differentiation

Team Size

Smaller teams are better because: - less process loss - need less time to coordinate roles and resolve differences - require less time to develop - more engaged with team - know members, more influence on the team - feel more responsible for teams success **but team must be large enough to complete task**

Peer Pressure to Conform

Suppressing opinions that oppose team norms

15) Jobs with high autonomy give workers a feeling of personal responsibility for the results.

TRUE

92) A variable-pay program bases a portion of an employee's pay on some individual and/or organizational measure of performance.

TRUE

A flextime arrangement requires all employees to be at their jobs during the common core period.

TRUE

Feedback is the degree to which carrying out work activities generates direct and clear information about one's own performance.

TRUE

Flexible spending plans allow employees to set aside pretax dollars up to the dollar amount offered in the plan to pay for particular benefits, such as healthcare and dental premiums.

TRUE

Internal equity refers to the worth of the job to the organization.

TRUE

Job rotation can be applied in any setting where cross-training is feasible, from manufacturing floors to hospital wards.

TRUE

TRUE OR FALSE Employee involvement and participation (EIP) is a process that uses employees' input to increase their commitment to organizational success.

TRUE

TRUE OR FALSE Recent studies indicate that employee recognition programs are associated with self-esteem, self-efficacy, and job satisfaction and the broader outcomes from intrinsic motivation are well documented.

TRUE

The chief concern of both individual and team piece-rate workers is financial risk.

TRUE

The term virtual office describes working from home on a relatively permanent basis.

TRUE

Overconfidence

Team efficacy usually beneficial (motivates performance) Inflated team efficacy: -false sense of invulnerability, less vigilant decisions, less task conflict - caused by collective self-enhancement, high cohesion, external threats

Diversity in Team Composition

Team members have diverse knowledge, skills, perspectives, values, etc. Advantages: -view problems/alternatives from different perspectives - broader knowledge base - better representation of team's constituents Disadvantages: - Takes longer to become a high performing team - susceptible to "faultiness" - less motivation to coordinate

performance norms:

how to get the job done, how much tardiness is acceptable, etc

Communities of practice

Teams (or often informal groups) bound together by shared expertise and passion for a particular activity or interest; main purpose is to share information; often rely on information technologies as the main source of interaction medium permanence; low-medium skill differentiation; low authority differentiation

Departmental Teams

Teams that consist of employees who have similar or complementary skills and are located in the same unit of a functional structure High permanence; low-medium skill differentiation; high authority differentiation

Advisory Teams

Teams that provide recommendations to decision makers; includes committees, advisory councils, work councils, and review panels; may be temporary but often permanent some with frequent rotation of members low-medium permanence; medium - high skill differentiation; medium authority differentiation

virtual teams

Teams whose members operate across space, time, and organizational boundaries; and are linked through information technologies to achieve organizational task; may be a temporary task force or permanent service team variable permanence; medium-high skill differentiation; medium authority differentiation. Members operate across space, time, and organization boundaries - linked through information technologies

1) Charters and strategies 2) Composition 3) Capacity

The 3 C's of effective teams

1) Committed 2) Collaborative 3) Competent

The 3 C's of team players are:

Yoda and mini-me

The Yoda can be a bottleneck, everyone uses them. Maybe there's someone else who can contribute?

Team Adaptive Capacity

The ability to make needed changes in response to demands put on the team (adaptability).

Team Efficacy

The collective belief among team members of the teams capability to successfully complete a task

Which of the following, if true, would strengthen the argument in favor of adopting job rotation?

The company can enhance productivity of existing employees in various areas for different projects.

CalTrack Services has been facing employee-related issues like decreased productivity, low morale, and poor organizational commitment in recent times. At a meeting to discuss strategies to address these issues of immediate concern, Joe McEnroe, the production manager, proposed that the roles of employees working on key projects be enhanced to increase autonomy. He felt that this would enhance productivity, motivation, and accountability. Taking a cue from McEnroe, Paul Wilbur suggested job rotation as a solution to the problem they were facing. Wilbur felt that a change of job roles would make the employees keener to learn and perform. He emphasized that job rotation would help management create a larger skill base to choose from, depending on the needs of specific projects. 25) Which of the following, if true, would weaken the argument of adopting job rotation?

The company is now entering its busiest business season with multiple project deadlines.

Team Cohesion

The degree of attraction people feel toward the team and their motivation to remain members

Task Interdependence

The degree to which team members depend on each other for information, materials, and other resources to complete their jobs.

Outcome Interdependence

The degree to which the outcomes of task work are measured, rewarded, and communicated at he group level so as to emphasize collective outputs rather than individual contributions.

Task Interdépendance

The extent to which team members must share materials, information, or expertise to perform their jobs

Performing

The fourth stage of team development - team members have learned to efficiently coordinate and resolve conflict. In high performance teams members are highly cooperative, have a high level of trust in one another, are committed to group objectives, and identify with the team Characteristics: open communication goal achievement constructive conflict resolution strong cooperation helping behavior Conflicts and job boundary disputes are handled constructively and efficiently. cohesiveness personal commitment

Normalization of deviance

The gradual process through which unacceptable practice or standards become acceptable. As the deviant behavior is repeated without catastrophic results, it becomes the social norm for the organization

Swift Trust

The idea that says that when joining a new team employees typically have a moderate to high level - not low level - of trust in their new coworkers because people usually believe fellow team members are reasonably competent(knowledge based trust) and they tend to develop some degree of social identity with the team (identification based trust).

Norms

The informal rules and shared expectations that groups establish to regulate the behavior of their team members

Which of the following statements is true regarding the job characteristics model?

The operation of the model is relatively individualistic in nature.

Brook's Law

The principle that adding more people to a late software project only makes it later

Social Loafing

The problem that occurs when people exert less effort(and usually perform at a lower level) when working in teams that when working alone

Trust

The willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you.

Task Roles

The work group to define, clarify, and pursue a common purpose. Keep the group on track.

Norming

Third stage of team development - the team develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or complementary team based mental model

Team Decision Making Constraints

Time constraints, Evaluation Apprehension, Peer Pressure to Conform, Overconfidence (inflated team efficacy)

Time Constraints

Time to organize/coordinate Production blocking

29) The job characteristics model describes five dimensions of a job. A job can be enriched by modifying one or more of these five dimensions. Which of the following methods of job enrichment involves modifying skill variety and task identity dimensions of a job?

combining tasks

62) Representative participation is characterized by ________.

compliance with the legal need to redistribute power within organizations

high communication

creating a climate of trust and open, honest communication

An example Smart Collaboration is

cybersecurity Devices are now in the supply chain, customer service, and in IT. It requires collaboration.

Operating Guidelines

decision making, work methods, participation, conflict resolution, work completion, team improvement

Team performance strategies

deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities

Team charters

describe how the team will operate, such as through processes for sharing information and decision making (teamwork)

Which of the following is the major drawback of job sharing from management's perspective?

difficulty in finding compatible partners

Nominal group technique restricts

discussion or interpersonal communication during the decision making process

appearance norms:

dress codes, rules about "looking busy"

Cooperating

effective team members are will and able to work together rather than alone. This includes resource sharing and being sufficiently adaptive or flexible to accommodate needs and preferences of other team members

Communicating

effective team members transmit information freely, efficiently, and respectfully. They also actively listen to coworkers

Which of the following is an example of an intrinsic reward?

employee recognition

At Esco Retail, all employees are constantly driven to work hard. The company places maximum emphasis on stocking high quality goods and providing high quality service to retain the edge they have in the retail industry. To promote organizational commitment further, the company incentivizes employees by enabling them to purchase company shares at below-market prices as a part of their benefits. This mode of providing incentives represents the use of ________.

employee stock ownership plans

Gatekeeper

encourages all group members to participate

Core-plus plans consist of ________.

essential benefits and a menu-like selection of other benefits that an employee can choose from

Charters

establish norms that govern individual behavior, provide criteria for measuring team outcomes and develop guidelines for assessing member behavior.

shared responsibility

establishing an environment in which all team members feel as responsible as the manager for the performance of the work unit

Standard setter

evaluates the quality of group processes (maintenance role)

Job enrichment is the process of ________.

expansion of jobs by increasing the degree to which the worker controls the planning, execution, and evaluation of the work

Group influence weaves individuals into the organization's social fabric by communicating and enforcing both role ___ and ___.

expectations; norms

The external competitiveness of an organization's pay relative to elsewhere in the industry is measured by its ________.

external equity

According to the job characteristics model, ________ indicates the degree to which carrying out work activities generates direct and clear information about your own performance.

feedback

98) Individualized rewards that allow each employee to choose the compensation package that best satisfies his or her current needs and situation are called ________.

flexible benefits plans

Beyond redesigning the nature of the work itself and involving employees in decisions, another approach to making the work environment more motivating is to alter work arrangements to meet employee needs. Which of the following is designed to give employees greater control of their schedule?

flextime

Research has shown that, during the ____ stage, this is just the time in a group's development where some conflict among group members is beneficial.

forming

An advantage of the ________ plan is that because benefits accrue to groups of workers, high-performing workers pressure weaker performers to work harder, improving performance for the group as a whole.

gainsharing

At Dortix, a manufacturing company, at the end of every quarter, the total production of each department is calculated and compared with the predetermined targets; the rewards for each set of divisional employees are determined this way. Dortix uses a ________ plan to incentivize its employees.

gainsharing

Which of the following variable pay programs is free from dependence on company profits?

gainsharing

Informal group

group exists when the members overriding purpose of getting together is friendship or a common interest

People join groups because

groups accomplish more than individuals.

aligned on purpose

having a sense of common purpose about why the team exists and the function it serves

Compromiser

helps resolve conflict by meeting others halfway (maintenance role)

Trust

is the willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you. The reciprocal (give and take) nature of trust means that when we feel or observe that others trust us, we are more likely to trust them. The converse also is true.

The main drawback of representative participation as an employee involvement measure is that ________.

it is primarily symbolic in its impact

22) The periodic shifting of an employee from one task to another with similar skill requirements at the same organizational level is defined as ________.

job rotation

24) Managers at Flavors, a restaurant chain, train their employees such that in the absence of employees, someone trained in the same skills can step in and do the job equally well. Thus, many modules in training are extensive as they provide employees with details of the skill sets required for different jobs. In practice, this lengthy training program does help the company as a well-trained and flexible workforce is at their disposal at all times. The managers at Flavors use

job rotation

An arrangement that allows two or more individuals to split a traditional 40-hour-a-week job is called ________.

job sharing

Janice and Shane are both senior software analysts. They have worked together on projects for six years and get along very well. Janice is anticipating the arrival of her first child and will not be able to work on a full-time basis in the future. Shane is contemplating opening his own business as a home media installation consultant and does not want to continue to work full time. They both need some income. Which of the following alternative job structures would be best for Janice and Shane?

job sharing

Which of the following alternative work arrangements enables the organization to draw on the talents of more than one individual in a given job?

job sharing

Which of the following is the distinct characteristic of participative management programs?

joint decision making

focused on task

keeping meetings focused on results

Orienter

keeps group headed toward its stated goal(s) (task role)

47) For management, the major downside of telecommuting is ________.

less direct supervision of employees

Tuckman's stages of group development are similar to ____ ____ processes in other disciplines.

life cycle

A(n) ________ pay plan pays for individual performance based on performance appraisal ratings.

merit-based

Daichi Inc. is a Japanese software development firm known for its high quality products. Recently, the company held its annual conference and awarded all those employees who were in the top five percent with substantial monetary rewards. Their performance was evaluated on the basis of target achievement, client feedback, and quality ratings. Employees whose performance had not changed drastically were given a minor raise and those who fared badly received no incentives. Many employees blamed the company for creating differences among employees because they felt that it would harm the company in the long run, but Daichi Inc. truly believes that to retain and motivate its best performers, a large incentive is a good step. Daichi Inc. is using a(n) ________ here.

merit-based plan

The core dimensions of the job characteristics model can be combined into a single predictive index called ________.

motivating potential score

The stage in Tuckman's group development process when the group resolves its power struggles in order to accomplish its goals in the ____ stage.

norming

Role perception

one's perception of how to act in a given situation

Brainstorming can

overcome pressures of conformity

recorder

performs "group memory" function by documenting discussion and outcomes (task role)

Procedural technician

performs routine duties (task role)

The ________ pay plan has long been popular as a means of compensating production workers by paying a fixed sum for each unit of production completed.

piece-rate

A prerequisite condition for job rotation is the ________.

presence of employees with similar skill sets and requirements

Flexible spending plans consist of ________.

pretax dollars up to the dollar amount offered in the plan that an employee sets apart to pay for particular benefits

Engergizer

prods group to move along to accomplish more (task role)

A ________ plan distributes compensation based on some established formula designed around revenue of the company.

profit-sharing

Elaborator

promotes greater understanding through examples or exploration of implications (task role)

Coordinator

pulls together ideas and suggestions (task role)

Jack Holmes is a middle-aged, lower-level employee at an automobile service center. Though he is not paid very well, he loves his job. His supervisor speaks to him with respect, and he is the favored candidate for mentoring new employees because of the vast experience he holds in the job. Based on this information, which of the following is most likely to be the reason Jack likes his job?

recognition

Commentator

records and comments on group processes/dynamics (maintenance role)

The two major forms of employee involvement are participative management and ________.

representative participation

future focused

seeing change as an opportunity for growth

Follower

serves as a passive audience (maintenance role)

Role conflict

situation in which an individual faces divergent role expectations

An MNC in a developing country is operating amidst severe space constraints, and the infrastructural conditions in the city are bad, causing a lot of lost man-hours. Anticipating rapid growth in the months to come, the company has created a recruitment plan based on its revenue expectations. However, it wants to manage this expansion without undertaking an expensive physical expansion. Which of the following could be a solution for the company?

telecommuting

Evaluator

tests group's accomplishments with various criteria such as logic and practicality (task role)

Which of the following is Theory X consistent with?

the autocratic style of managing people

With reference to the job characteristics model, which of the following defines skill variety?

the degree to which a job requires a variety of different activities tapping different abilities

Cohesiveness

the degree to which members are attracted to each other and are motivated to stay in the group

Smart Collaboration refers to

the integration of specialized expertise to solve problems that no expert, no matter how smart or hardworking, could solve alone.

Social loafing

the tendency for individual effort to decline as group size increases

Social loafing

the tendency for individuals to expend less effort when working collectively than alone

hybrid rewards

those that include team and individual components, reduced social loafing and improved information sharing

Communication trust

trust of disclosure

People bond when they see each other, so it is important to have face time with a ____ team.

virtual

Job design is defined as the ________.

way the elements in a job are organized

Social identity theory considers

when and why individuals consider themselves members of groups

resource allocation norms:

who gets the difficult jobs, who gets the good equipment

social-arrangement norms:

whom to eat lunch with, relationships with coworkers

The two most common forms of representative participation are ________ and board representatives.

work councils

Employees who use the flextime option have to ________.

work from the office during the common core period and put in the extra hours per their convenience

Internal equity refers to the ________.

worth of the job to the organization