MGMT 310A Exam 3

13: Legitimate Power

"formal authority"; has the title

14: All of the following are tasks associated with leadership (as opposed to managers) except:

-Controlling or solving problems

14: Time Driven Model

7 factors to consider when making a decision Based on two styles: Autocratic: Reserved for decisions that are significant, where commitment is not important Delegative: reserved for circumstances with employees with strong teamwork skills and employees are not likely to engage in blind obedience -Decision Significance -Importance of commitment -Leader Expertise Likelihood of commitment -Shared objectives -Employee expertise -teamwork skills

12: GroupThink

A pitfall of Team Decision Making The tendency of group members to conform to the consensus viewpoint in group decision making - pressure towards uniformity - disagreement/dissent can be uncomfortable - Overestimation of groups abilities

12: Taskwork Processes

Activities of team members that relate directly to the accomplishment of team tasks (hoping to increase process gains, and decrease process losses)

12: Transition Processes

Activities that focus on preparation for future work; can happen before teamwork begins, or be 'readjustments' Mission Analysis: involves an analysis of the team's task, the challenges that face the team, and the resources available for completing the team's work Strategy formulation: Refers to the development of courses of action and contingency plans, and then adapting those plans in light of changes that occur in the team environment Goal Specification: involves the development and prioritization of goals related to the team's mission and strategy

14: delivery

Animated voice facial features gestures

16: Physical structure

Aspects about the physical space, building, office layout is the workplace open? does top management work in separate part of the building

13: Collaboration

Assertive and Cooperative -> both groups concerns are too important to be compromised -> gain commitment; need other party to help execute

13: Competition

Assertive and Uncooperative -> No long term relationship -> unpopular courses of action needs implementations -> its an issue of survival

11: Reciprocal Type

Back-and-Forth type work between an employee ad the person his/her part of the task is linked with

16: Socialization Stage 2: Encounter

Begins the day the employee starts Compares OC info he/she encounters to what was expected Mismatch of info = a reality shock

13: BATNA

Best Alternative to a Negotiated Agreement #1 power source - "if your negotiation fails, what will you do?"

14: transactional Leader

Built around exchanges of rewards and punishments, or laissez-faire leadership, which is the absence of action

11: Member Personality

CANOE; want members that are high on: - Conscientiousness, Agreeableness, Extraversion

13: Personal power

Captures the 'something else' factor not captured in formal roles (closer to 'status') think personal 'informal' influence Expert and referent

12: Coordination Loss

Cause of process loss Members need to not only accomplish their own tasks, but work together to coordinate their activities with their teammate's activities - lots of energy, time, and resources

11: Member Ability

Cognitive, emotional, and physical abilities Depending on the type of task, the ability of each group member carries more or less weight Disjunctive Tasks: member who possesses the highest level of ability relevant to the task while having the most influecne on the team; requires that only one group member needs to perform well to achieve success Conjunctive Tasks: Tasks where it is critical that every member of the team possesses the abilities; require every group member perform at a minimally acceptable level Additive Tasks: abilities of members add up; require summing each group members effort or output, where each member has an equal part to play

12: Team States

Cohesion, potency, mental models, transactive Specific types of feelings and thoughts that occur in the mind of team members due to working together all together these states enhance team effectiveness and process gain will occur when teams possess effective task work, teamwork processes, communication, and team states

13: styles of Conflict Resolution

Competing, collaboration, avoiding, accommodating how assertive leaders want to be in pursuing their goals How cooperative they are with regard to the concern of others

11: The highest level of interaction and coordination among members is required in ____ interdependence.

Comprehensive

12: Production Blocking

Coordination loss can create production blocking Team members have to wait on one another before they can do their part of the team task

13: Organizational Power

Derived from a person's position within an organization (positional 'formal' influence - control over resources that are valued by others - based on hierarchical differentiation - influence is coercive coercive, legitimate, reward, information

11: The type of task a team is assigned affects how that team opperates. At MHR Corporation, your team is assigned a project in which the group's score depends on the strongest member's score. This type of tasks is known as:

Disjunctive

11: Comprehensive Type

Each team member has high levels of discretion in who they work with/how the team functions

13: organizational Politics

Efforts to increase one's power to get the organization to pursue goals that an individual/group favor Politics often happen when critical, limited resources are at stake Political Skill: the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

13: fast forward 30 years. Sam has been working at MHR Corporation for most of his life. He has assisted in the development of the company's computer system, and there are only a few people who understand its inner workings and can fix a problem should one arise. If you have any concerns about this computer system, Sam is the person to go to with your questions. Because of this Sam has ______ power.

Expert

11: Project teams are formed to take on recurring tasks that are generally simple. T or F

False

14: Path-Goal Leader

Focuses on getting a follower along their tasks by removing barriers and utilizing the followers motivation leaders can help people: - believe they are capable of accomplishing task, clearly see a connection between accomplishing the task and a desirable outcome

13: Referent Power

Followers have the desire to identify and/or be associated with the person

11: Franco is part of a group which must resolve a quality control issue at his company. Franco is not sure who is in charge. What stage of development is this group most likely in at this time?

Forming

11: Stages of Development - Teams

Forming to Storming to Norming to Performing to Adjoirning

14: Charisma triangle Factors

Frame, Delivery, Substance

12: Creative Behavior

Generate novel and useful solutions/ideas organizations can foster creativity Openness to Experience use tactics to generate positive moods

12: Process Gain

Getting more from the team than you would expect according to the capabilities of its individual members - Synergy, critical in highly complex work environments, critical when team members need to combine their KSAs to engage in problem solving

12: Communication (network structure)

Given the interdependence of teamwork, effective communication between members is critical Information goes from the Sender -> encoding -> message -> decoding -> Receiver Lack of Communication Competence: needs to be able to encode and process messages and then transmit them to team members - also applys to recievers who aren't skilled in processing communications Emotions and emotional intelligence: impacts how well people are able to articulate thoughts, ideas, etc. to teams Noise

14: Consultative Decision Making

Gives employees a say in the process, but ultimately makes the decision alone

14: Delegative Decision Making

Gives employees responsibility to make decision with some set of specified boundary conditions (leader plays no role in deliberations)

16: Socialization Stage 1: Anticipatory

Happens prior to an employee even starting the job Involves info communicated during recruitment, selection, etc Sets expectations for what it might be like working at a company

13: Centrality

High centrality: leader's role is important to others roles; leaders role is critical to others success

13: Discretion

High discretion is when the leader has the ability to make decision; not bound by organizational policies and rules

16: Communal

High sociability and High Solidarity -> employees think alike and are friendly to each other

16: Networked

High sociability and Low solidarity -> employees think differently, but are friendly to each other

13: Visibility

High visibility is how aware others are that the leader is in a position of power and influence; if everyone knows it, ability to use power goes up

12: Transactive memory

How specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team

11: Forming Stage

Ice breaking stage; uncertain about who is in charge but formal or informal leader should emerge; some conflict can be beneficial during this stage (boosts creativity)

12: Interpersonal Processes

Important before, during or between periods of taskwork; related to how team members manage relationships Motivating and confidence building: refers to things team members do or say that affect the degree to which members are motivated to work hard on the task Conflict management: involves activities that the team uses to manage conflicts that arise in the course of its work

11: Storming Stage

Individuals test leader's policies and assumptions as they try to determine how they fit in; subgroups form; subtle forms of rebellion (procrastination) takes place

13: Moderately Effective Influence Tactics

Ingratiation: use of favors, compliments, friendly behaviors, e.g. 'sucking up' and 'brown nosing' -- more likely to see this in upward influence Personal Appeals: requestor asks for something based on personal friendship and/or loyalty Appraising: requestor explains how the task will benefit the person being asked; answers the 'whats in it for me?' question (differs from rational persuasion because it focuses solely on benefit of the target as opposed to simple logic or benefits to the organization)

14: Four I's of Transformational leadership

Inspirational Motivation, Intellectual stimulation, individualized consideration, idealized influence

11: Management Team

Integrat activities of subunits across business functions; moderate member involvement Not just focused on a single work related task/project, but concerned with functioning of a whole department, division etc. MTs make strategic decisions about the ENTIRE organization

12: Teamwork Processes

Interpersonal activities that facilitate the accomplishment of the team's work, but do not directly involve task accomplishment of the team's work, but do not directly involve task accomplishment itself Transition vs action processes

13: Substitutability

Leader is in position where there are no others to compare

14: Facilitative Decision Making

Leader presents problem to a gorup of employees and seeks consensus on solution; everyone gets equal say (leader is more facilitator than decision maker)

14: Intellectual Stimulation

Leader stimulates followers to 'think outside the box" and creatively leader encourages followers to think for themselves and challenge the typical way of doing things

14: Autocratic Decision Making

Leaders make decisions without asking for other's opinions or suggestions; employees not asked to generate solutions

12: Mental Models

Level of common understanding among team members with regard to important aspects of the team and tasks Awareness of 'who knows what' and how situations should typically be handled

13: Positional(formal) Source of Influence

Level of hierarchy, control over rewards, resources, Centrality, relevance, visibility of position

16: Mercenary

Low sociability and High solidarity -> employees think alike but aren't friendly to one another

16: Fragmented

Low sociability and Low solidarity -> employees are distant, disconnected from one another

11: Factors of Team Composition

Member Roles, Member Ability, Member Personality

11: Performing Stage

Members are comfortable within their work roles, and team starts making goal progress

12: Motivational Loss

Members don't work as hard as they could Often difficult to gauge how much people contribute to a team

11: Adjourning Stage

Members experience anxiety/emotion as they disengage and separate from the team

11: Norming Stage

Members realize that they need to work together to accomplish team goals; need to cooperate

11: Hybrid Outcome Interdependence

Members recieve rewards that are dependent on - their team members - How well they perform as individuals

11: Task Interdependence

Moderate positive effect Team Performance, however the correlation is higher in teams involved in more complex knowledge work rather than less complex Weak relationship with Team Commitment, however, the correlation is stronger for teams involved in more complex knowledge with then in tams with less complex

Responses to Influence tactics

Most Effective -> internalization: target agrees with and becomes committed to the request (behavioral and attitudinal changes) Moderately Effective -> Compliance: target is willing to perform request, but does so with indifference (behavioral change only) Least Effective -> Resistance: Target is opposed to request and attempts to avoid doing it (no change in behavior or attitude)

16: Stories

Narrative based on true events that is repeated and shared among organizational employees stories told to new employees to keep the org's values alive

12: Cross Training

Need to foster transportable teamwork competencies - transport competencies developing in one team content and bring it to the next team experience - develop and share mental models of what is expected in other members roles - personal clarification: receive info about other members job requirements - positional modeling: observing how other team members perform - Positional Rotation: actually trying other team members roles

13: Stages of Negotiation

Negotiation is a process of which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences Preparation -> Exchanging INfo -> Bargaining -> Closing and commitment

11: The Kohler Effect

Occurs when less capable members on teams working on conjunctive tasks (where poorest performance defines the groups score) increase their efforts Two Explanations: - Upward social comparison/goal setting - Increased responsibility

12: Abilene Paradox

Paradox where a group collectively decide a course of action that is counter to the preferences of any of the individuals in the group - pressure to conform -> don't want to rock the boat

11: Member Roles

Patterns of behavior that a member is expected to display consistently Team Task Roles: Behaviors that directly facilitate the accomplishment of team tasks - Initiator, contributor, orienter, devils advocate, energizer Team Building Roles: Behaviors that are targeted at positively influencing the quality of the team's social climate - Encourager, Harmonizer, compromiser Individualistc Roles: Behaviors that benefit (or intended to benefit) the individual at the expense of the team - Aggressor, blocker, recognition seeker, self-confessor, slacker, dominator

11: Action team

Perform complex tasks that vary in duration and take place in highly visible/challenging circumstances; member involvement varies Time that group is together is brief, but the tasks at hand are very complex

13: Coercive Power

Person controls punishments

13: Reward Power

Person has control over rewards/resources (money, salary raises)

11: Task Interdependence

Pooled, Sequential, Reciprocal, Comprehensive

13: Least Effective Influence Tactics

Pressure: pressure coercive power; threats, demands - may be effective, but only in the short term; not effective for long term influence and subsequent performance Coalitions: influencer enlists other people to help influence target (peers, subordinates, other supervisors in the organization) Exchange: offers rewards/resources in exchange for a request

14: management

Process of dealing with and controlling people or things - Planning and budgeting - Organizing and staffing - Controlling and solving problems Carrying out the vision

14: Leadership

Process of directing and influencing people toward attaining defined organizational goals - setting direction - aligning people; getting buy in - providing motivation - building and communicating a vision

11: Project Team

Produce a one time output (product,service); involvement varies Time commitment varies because some projects need full time commitment whereas others require only part time Timeline will also vary depending on length of projects

11: Work Teams

Produce goods or provide services; high member involvement

11: Parallel Team

Provide recommendations and resolve issues; low involvement Requires only part time commitment from team members since their goals, while related, are not directly overlapping. Quality circle teams may only meet periodically to try and identify opportunities for improvement

14: Servant Leader

Putting others needs first, highest ethical standards Listen first, act after Aware of surroundings, utilizes resources, manages growth and builds community, persuasive with foresight, empathetic and healing

13: Most Effective Influence tactics

Rational persuasion: use of logical arguments and hard facts Consultation: target is allowed to help decide how to carry out tasks (voice in the decision making process) Inspirational Appeal: appeals to target's ideals/values; creates an emotional attachment to the leader Collaboration: leader helps make task accomplishment easier for the target; leader may help with task, give resources, etc.

11: Sequential Type

Really depends on the person doing the task in front of you

12: Staff Validity

Refers to the degree to which members make good recommendations to the team leader

16: Safety Culture

Reflects the extent to which safe behaviors at work are both expected and valued - not engaging in workarounds research has found that exhaustion related to engaging in safety workarounds, which leads to more injuries

12: Decision Informity

Reflects whether members possess adequate information about their own task responsibilities

13: Gina promised her employees if they reached the goal of fewer than 5 customer complaints during December she would give them each a $500 gift card. What type of power is Gina using and what is likely her result?

Reward, compliance

14: Authentic Leader

Self Aware, internalized moral perspective, balanced processing, relational transparency Confidence, hopefulness, optimism, resilience

12: A psychology class has been assigned an individual case study project as well as a group project. Group members will recieve the same grade for the group project, but they will be graded separately for their individual projects. Drew, Ben and Donna, and Julia are members of one group. Drew and Donna worked very ahrd on the group project. Ben and Julia however, did not contribute much to the group project because they felt that Drew and Donna would manage to get good grades for it. Instead they focused their efforts on their individual projects. Ben and Julia's behavior is an example of

Social Loafing

16: Espoused Values

Stated values (mission statements) the desired culture

13: Contingencies

Substitutability, Discretion, Centrality, Visibility

16: Artifacts

Symbols, physical structures, languages, stories, rituals, ceremonies relating to the organization

16: Observable artifacts

Tangible aspects that can be seen, heard, observed game rooms, open office spaces for gathering, formal and informal social events, performance metrics

13: Susie is looking for a TV for her new apartment. She hopes to negotiate a price of $250 for a used TV she found online. She has decided that if they charge more than $400 she is walking away from the TV and will take an old box tv that her parents said they might have in the basement. The $250 in this case is Susie's _____, the $400 is her ____, and the tv in her parents basement is her _____. (which is target point, BATNA, and reservation point)

Target point, reservation price, BATNA

12: Boundary Spanning

Tasks/activities with individuals other than team members Ambassador activities,: communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team Task Coordinator Activities: Communications that are intended to coordinate task related issues with people/groups in other functional areas Scout Activities: things team members do to obtain information about tech, competitors, or the broader marketplace

11: Diversity in Teams

Team Diversity: Degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people (physical, values, beliefs) Pros and Cons associated with team Diversity- Value in Diversity Problem Solving Approach: diversity is beneficial because it provinces a larger pool of knowledge Similarity-Attraction Approach: people tend to be more attracted to others who are perceived as more similar and avoid interacting with dissimilar others to reduce uncomfortable disagreements Surface Level Diversity: diversity reagrding physical attributes; might have negative effects at first, but negative tends to dissipate over time - salience of ingroup differences also get minimized in presence of an out-group Deep level Intensity: diversity regarding attitudes, beliefs, values, etc; time tends to increase the negative effect of deep level diversity

11: Goal Interdependence

Team members have a shared vision of the team's goal and align their individual goals with that vision as a result 'Rowing the Boat' analogy

11: Team Interdependence

Team members interact with and rely on other team members for the information. materials, and resources needed to accomplish work for the team

11: Outcome interdependence

Team members share in the rewards that the team earns Same reward for all members of the team, be it pay, bonuses, feedback, recognition awards, extra time off, etc.

11: Pooled Type

Team members work separately and 'pool' their parts of the project together in the end

14: Readiness

The degree to which employees have the ability and willingness to accomplish their specific tasks

14: _____ Leadership focuses on motivating followers by providing them with positive and negative rewards contingent on performance.

Transactional

12: ____ Processes are primarily important before and between periods of taskwork, whereas ___ processes are primarily important as the taskwork is being accomplished

Transition, Action

12: Getting more from the team than you would expect given the capabilities of its individual member refers to process gain. T or F

True

12: Team Processes

Two behaviors that teams share 1. Team members spoke for equal amounts of time; this enhanced the collective intelligence of the team 2. Higher levels of social sensitivity; team members were adept at reading nonverbal and social cues from team members to determine how everyone was thinking/feeling during team time

13: Accommodation

Unassertive and Cooperative -> realize you are wrong, issue is more important to other party -> build credit for the future

13: Avoidance

Unassertive and Uncooperative -> need to let people cool down

16: Strong Culture Strength

Values, assumptions, beliefs are widely held and agreed upon Exert a strong impact on behavior

13: Integrative Bargaining:

Win-win style utilziing mutual respect and problem solving - similar to the collaboration approach in conflict resolution - ideal negotiation strategy

14: Transformational

a pattern of behaviors that inspires followers to commit to a shared vision that provides meaning to their work and sets the leader up as a role model who helps people reach their potential

13: We discussed 5 different conflict management styles and when they might be appropriate. Which conflict management style is appropriate when the issue is much more important to the other group than yours, you want to build credit for the future, or you realize you might have been wrong?

accommodation

14: Situational leader

changes and adapts as the jobs, tasks, and followers needs change

14: idealized influence

charismatic leader

12: Action Processes

critical as the task work being accomplished; monitoring progress towards goals; Differs from transition processes that occur before/between periods of task work System monitoring: involves keeping track of things that the team needs to acomplish its work Helping behavior: involves members going out of their way to help or back up other team members Coordination: refers to synchronizing team member activities in a way that makes them mesh effectively and seamlessly

16: Rituals

daily or weekly routines that occur in organizations

14: Leader effectiveness

degree to which a leader's actions result in the achievement of the unit's goals, continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads

12: Potency

degree to which team members believe the team can be (is) effective across different types of situations/tasks - Develops from: team members confidence, trust in other team members, feedback about past performance - High potency = high levels of effort and motivation -> can lead to over confidence - Low potency = lack of confidence

12: Cohesion

development of strong emotional bonds to other team members; emotional attachment - high levels of motivation and commitment to the team, can promote higher performance, BUT can promote Groupthink

16: Weak Culture Strength

disagreement of confusion around values, assumptions, beliefs Behavior is influenced through formalized systems, bureaucracy

16: Diversity Culture

extent to which company embraces having a diverse workforce Hiring women/minorities, diversity sensitivity training, how to be inclusive of all employees

12: Brainstorming

face-to-face meetings used to generate as many potential solutions as possible (quantity of quality)

16: Customer Service Culture

focused o service quality (customer is always right) Important since 65% of US orgs are service based Goal is to change employee attitudes/behaviors towards customers to increase customer service

12: Process Loss

getting less from the team than you would expect based on the capabilities of its individual members - Having high potential/ability but lacking synergy

12: Network Structure

important determinant in team effectiveness and team performance; pattern of communication that occurs regularly between team members - All channel: highly decentralized; all members can communicate with everyone - Wheel: highly centralized; typical of situations with a 'team leader'

14: Life Cycle Theory

initiating structure/consideration behavior may be more or less important depending upon the readiness of employees on the work unit

14: Individualized consideration

leader provides a supportive climate in which he/she listens carefully to the needs of followers

14: Inspirational Motivation

leaders communicate high expectations Leader inspires followers and fosters enthusiasm for a common goal/vision leader is 'team spirit' oriented

16: Socialization Stage 3: Understanding/Adaption

learns from socialization and begins to internalize norms and expected behaviors

14: Frame

metaphors and stories contrasts rhetorical questions lists and repetitions

14: Substance

moral convictions sentiments of the collective Ambiguous goals confidence in goals

13: Compromise

mutual exclusive goals -> outcome is less important to your group than to the other group -> temporary settlement is needed or intense time pressure

16: Symbols

objects, acts, or events that convey organizations important values

12: Social Loafing (nominal group technique)

occurs because team members feel reduced accountability for team outcomes - relying on the 'star' to shine (opposite of Kohler effect

13: Information Power

person has access to and control over information that others need to complete their work

13: Expert power

person has the expertise, tacit knowledge, skills, etc, that others depend on

16: Languages and Slogans

phrases or sentences that succinctly expresses a key organizational value

16: ceremonies

planned affairs that make up a special event and is conducted for the benefit of an audience

16: Enacted Values

preceived values the "real" culture

12: Hierarchical Sensitivity

reflects the degree to which the leader (of the team) effectively weighs the recommendations of the members

13: Personal(informal) Source of Influence

relationships, expertise and knowledge, Personal attributes

16: Organizational Culture

set of values, attitudes, beliefs, and expected behavior shared by members of an organization Internal personality of an organization Similar to national culture: common values, shared understandings "shared social knowledge"; it lets employees know what rule, norms, and values are within the organization

16: Creativity Culture

stresses importance of innovation and new ideas Can affect both the quantity and quality of creative ideas generated from employees in the organization

16: Attraction-Selection-Attrition Theory

the culture of a whole organization is largely a product of the personalities of its workers Individuals with similar personalities tend to be: -attracted to the same kind of organization (attraction) -Hired by the same organization (selection) Individuals with other types of personalities tend to: -Leave the organization (attrition)

13: Influence

the most effective strategies take advantage of more personal forms of power (leader/follower relationship) rather than explicit power categorized in most effective, moderately effective, and least effective

14: leader emergence

the process of becoming a leader in the beginning

13: Leadership

the use of influence to direct the activities of followers toward goal achievement

12: Decision Making

there are 3 factors that come into play to determine whether teams make effective decisions Decision Conformity, Staff Validity, and Hierarchical sensitivity

13: Distributive Bargaining

win-lose style with fixed pie, zero sum conditions - buying a car: you know the price is negotiable, but every dollar you save, dealership loses and vice versa - similar to the competing approach to conflict resolution