Principles of Management: Chapter 18 (Wesson)
you probably think that conflict is negative, but conflict can be good for teams, too. when conflict is positive, it has specific characteristics. which characteristic could you use to help ensure that conflict will have a positive influence on a group that you manage a. the ground rules are equitable b. participants perceive that the contest is designed to reward your favorite employees c. measures of productivity are regularly changed d. participants are reminded that the whole team benefits from hard work
a
norm generalization is (internal/external)
external
the process in which two or more parties reach agreement on an issue even though they have different preferences regarding that issue
negotiation
at the martin agency, employees dress casually on most days. but if a client or prospective client will be on site, professional dress is expected - that is, except for the creative department. they only appear in jeans. this is an example of (normative anomaly/norm generalization/norm conformity/norm variation)
norm generalization
the norms of one group cannot always be applied to another group
norm generalization
norms and their application are different within a group or team
norm variation
stage of group and team development: establishing and maintaining team ground rules
norming
stage of group and team development: more friendliness and confiding in one another, can start working towards goal progression
norming
standards of acceptable and unacceptable behaviors that a group sets for its members
norms
increasing competition among individuals and teams is a method to (stimulate/control/resolve) conflict
stimulate
stage of group and team development: defensiveness, intragroup competition, and the formation of factions
storming
stage of group and team development: general lack of unity and uneven interaction patterns
storming
a group created by the organization to accomplish a relatively narrow range of purposes within a stated time horizon
task group
the result of role _ is likely a subordinate that does not know what to do
ambiguity
stage of negotiation: the goal is for each party to walk away feeling like it has gained something of value
bargaining
stage of negotiation: entails the process of formalizing an agreement reached
closing and commitment
the degree of mutual attractiveness within the group
cohesiveness
the extent to which members are loyal and committed to the group
cohesiveness
type of conflict: boss says to be precise and specific, but we're behind and hurry up
intrasender
our class has (low/high) task interdependence
low
low performance norms + low cohesiveness
low performance
stage of negotiation: each party determines what its goals are for the negotiation
preparation
stage of negotiation: researching to find out value of job, how much company pays, etc.
preparation
which type of conflict is worse (relationship/task)
relationship
hire outsiders to shake things up is a method to (stimulate/control/resolve) conflict
stimulate
an interdependent group of workers who function as a unit, often with little or no supervision, to carry out work-related tasks, functions, and activities
team
(too little/too much/moderate) conflict and the organization becomes complacent and apathetic
too little
a grade is an example of a (competitive-based/cooperative-based) reward
competitive-based
in order to get high group productivity when task interdependence is low, you should be offering (competitive-based/cooperative-based) rewards
competitive-based
a disagreement between two or more individuals, groups, or organizations
conflict
enhance coordination of interdependence is a method to (stimulate/control/resolve) conflict
control
expand resource base is a method to (stimulate/control/resolve) conflict
control
match personalities and work habits of employees is a method to (stimulate/control/resolve) conflict
control
set superordinate goals is a method to (stimulate/control/resolve) conflict
control
in order to get high group productivity when task interdependence is high, you should be offering (competitive-based/cooperative-based) rewards
cooperative-based
disagreement on goals (increases/decreases) cohesiveness
decreases
domination (increases/decreases) cohesiveness
decreases
group size (increases/decreases) cohesiveness
decreases
intragroup competition (increases/decreases) cohesiveness
decreases
unpleasant experiences (increases/decreases) cohesiveness
decreases
stage of negotiation: each party makes a case for its position
exchanging information
stage of negotiation: saying you're willing to take the position at a particular salary
exchanging information
at ideo, every project is addressed with teams. because the company is fairly large, people who have never worked together before may be assigned to a project team. before they can begin to truly function, the team must go through the _ process (forming/storming/norming/performing)
forming
stage of group and team development: attempting to define the task and how it will be accomplished through discussions of task-related concepts/issues
forming
stage of group and team development: members of the group get acquainted and begin to test which interpersonal behaviors are acceptable/unacceptable to other members
forming
stage of group and team development: very beginning stage
forming
a permanent group created to accomplish a number of organizational purposes with an indefinite time horizon
functional
the advertising department at target or nursing staff at a clinic are examples of _ groups
functional
some departments dressing up vs others wearing casual clothes is an example of norm _
generalization
this class is a (group/team)
group
two or more people who interact regularly to accomplish a common purpose or goal
group
a reason for joining groups/teams: bowling team, flag football, etc
group activities
a reason for joining groups/teams: supporting the american cancer society
group goals
high performance norms + high cohesiveness
high performance
agreement on goals (increases/decreases) cohesiveness
increases
favorable evaluation (increases/decreases) cohesiveness
increases
interaction (increases/decreases) cohesiveness
increases
intergroup competition (increases/decreases) cohesiveness
increases
personal attraction (increases/decreases) cohesiveness
increases
a group created by its own members for purposes that may or may not be relevant to organizational goals
informal/interest
a reason for joining groups/teams: filling space on your resume (something extra that you got by joining)
instrumental benefits
norm variation is (external/internal)
internal
conflict with competition/consumer groups/employees creates _ conflict
interorganizational
personality clash is an example of (interpersonal/intergroup) conflict
interpersonal
a reason for joining groups/teams: attraction to members of the team
interpersonal attraction
members in your chapter of the society for the advancement of management disagree about whether to attend this year's annual conference, creating conflict in the group. _ like this is quite common in organizations (interorganizational conflict/intragroup conflict/intergroup conflict/interpersonal conflict)
interpersonal conflict
the result of a conflict between roles
interrole conflict
caused by conflicting demands from different sources
intrarole conflict
arises when a single source sends contradictory messages
intrasender
low performance norms + high cohesiveness
lowest performance
(too little/too much/moderate) conflict in an organization fosters motivation, creativity, innovation, and initiative and can raise performance
moderate
high performance norms + low cohesiveness
moderate performance
a reason for joining groups/teams: satisfying the need for affiliation
need satisfaction
in your family, you have a certain way of doing things. your family's approach might differ from those of your friends families. just like with other types of groups, these standard behaviors refer to your family (norms/cohesiveness/role structure/affinity)
norms
stage of group and team development: the ability of the group/team to prevent or work through problems
performing
stage of group and team development: the basic structure of the group/team is no longer an issue but has become a mechanism for accomplishing the purpose of the group
performing
a working parent is an example of which type of conflict
person-role
the discrepancy between role requirements and an individual's values, attitudes, and needs
person-role conflict
avoid conflict is a method to (stimulate/control/resolve) conflict
resolve
bring conflicting parties together to confront and negotiate conflict
resolve
convince conflicting parties to compromise is a method to (stimulate/control/resolve) conflict
resolve
the part an individual plays in helping the group reach its goals
role
can stem from poor job descriptions, vague instructions from a supervisor, or unclear cues from coworkers
role ambiguity
occurs when the sent role is unclear
role ambiguity
your teacher asks you to complete a team project. the due date is in 5 weeks, but beyond that, you don't have any details on the project deliverables. you are experiencing (role ambiguity/role structure/role conflict/inter-role conflict)
role ambiguity
occurs when messages and cues of the sent role are clear but contradictory or mutually exclusive
role conflict
you always strive to be a good student. but your accounting teacher wants you to attend the career even though it conflicts with your management class. your management professor demands class participation. you are experiencing (role ambiguity/inter-role conflict/role conflict/role structure)
role conflict
when role expectations exceed an individual's capacities
role overload
the set of defined roles and interrelationships among those roles that the group or team members define and accept
role structure
camp war eagle and new hire orientation are examples of _
socialization
norm conformity that occurs when a person makes the transition from being an outsider to being an insider in the organization
socialization
change established procedures is a method to (stimulate/control/resolve) conflict
stimulate
(too little/too much/moderate) conflict creates a dysfunctional organization where hostility and non-cooperation predominate, suffers from low performance
too much
the youngest member of a group having to deal with unpleasant tasks is an example of norm _
variation
