MGMT Final (Topic 11-15)

Punctuated Equilibrium Model

Groups do not necessarily progress through specific stages. 1) Periods of stable functioning until an abrupt change (an inciting event or innovation) which changes norms, roles, and/or objectives. 2) Group then establishes and maintain new norms of functioning, returning to equilibrium.

Common forms of conflict

Personality-interpersonal opposition based on personal dislike or disagreements (individual-level conflict) Intergroup- conflict among work groups, teams, departments, and/or organization (group-level conflict)

Trait approach (traits and personal characteristics)

Positive: -Cognitive ability, conscientiousness, openness, emotional stability -Height, physical attractiveness -Extraversion, agreeableness, emotional intelligence, communication skill Negative: -"Dark side" traits- narcissism (thoughts and feelings of superiority), machiavellianism (moral code puts results over principles), psychopathy (lack of concern for others, impulsive behavior)

Decision making

Process of identifying and choosing from alternative solutions that lead to a desired state of affair

Functional vs. Dysfunctional Conflict

Functional: cooperative or constructive; characterized by consultive interactions, focus on the issues, mutual respect, useful give-and-take Dysfunctional: threatens or diminishes interests of organization

Group roles and norms

Group role- a set of shared expected behaviors for members of a group as a whole (task and maintenance roles) Norms- an attitude, opinion, feeling, or action shared by two or more people that guides behavior

Two general decision making models

Rational model (how people SHOULD make decisions): -Analytical and conscious -Slow, deliberate, logical Non-rational model (how people ACTUALLY make decisions): -Intuitive and subconscious -Fast, automatic, emotional

Structural and Psychological Empowerment

Structural empowerment- transferring authority and responsibilities from management to employees Psychological empowerment- instilling in employees a sense of competence, self-determination, meaning, and impact at work

Task vs. Maintenance Roles

Task roles- help team achieve its goals (ex: clarifying and defining a common purpose) Maintenance roles- foster supportive interpersonal relationships

The relationship between team size and team performance

Teams become less productive as they grow in size (usually 10 or fewer members is optimal for performance)

Follower reactions to power

Tend to produce compliance (or resistance): Coercive, Reward, Legitimate negative Tend to foster commitment: Referent, Expert, Legitimate positive

Negotiation

The collaborative decision making process involving two or more parties with different preferences

Big data

The vast quantity of data available to decision makers, which can: -enhance productivity -be used to develop new products and services -make information more transparent and usable

Evidence-based decision making

process of conscientiously using the best available data and evidence to make decisions

Social loafing

tendency for individual effort to decline as group size increases

Power

the ability to marshal human, informational, and other resources to get something done

Conflict

the energy created by the perceived gap between what is wanted and what is experienced

Groupthink

the tendency of group members to conform, resulting in a narrow view of some issue

Reasons for avoiding conflict

- harm - rejection - damage or loss of relationships - anger - being seen as selfish - saying the wrong things - hurting someone else

Best practices for effective virtual teams

-Build relationships by creating opportunities for members to meet face-to-face -Communication- ensure all members receive the same/sufficient resources (training and technology and support -Ensure distributed decision making -Make extra efforts to meet, get to know, and support team members. -If members are in different locations and have different cultures, ensure they understand and respect them.

Strategies for avoiding social loafing

-Limit group size -Hold people accountable by using clear roles and responsibilities -Build in feedback throughout the project -Cultivate cohesion among members

Work team

-They are usually permanent -They have a well-defined purpose -They have a common purpose

Group decision making disadvantages

-a few people dominate -social pressure reduces creativity -goal displacement -groupthink

Group decision making advantages

-greater pool of knowledge -different approaches to a problem -greater commitment to a decision -better understanding of decision rational -more visible role modeling

Path-Goal Theory

1. Reducing obstacles to goal accomplishment 2. Providing guidance and support to employees 3. Linking values rewards to goal accomplishment

Three practical problem-solving techniques

1) Brainstorming- a technique used to help groups generate ideas by silently and individually writing them down and then sharing them 2) Delphi technique- the group process that anonymously generates ideas or judgments from physically dispersed experts 3) Decision Support Systems (DSS)- computer-based interactive systems that help decision makers use data and models to solve unstructured problems

Common decision making biases

1) Confirmation- when a decision maker recognizes information that supports a decision, while ignoring contracting information 2) Overconfidence- overestimating one's skill, knowledge, abilities, or accuracy in making predictions 3) Availability- making a decision based on recent information, even if that information is irrelevant (ex: news media by emphasizing unusual events) 4) Representativeness- estimate the probability of an event occurring based on impressions about similar occurrences 5) Anchoring- when decision-makers are influenced by the first information they receive even if it is irrelevant 6) Hindsight- when knowledge of an outcome influences our belief about the probability that we could have predicted it 7) Framing- the way an issue is framed influences one's interpretation of the alternatives 8) Escalation of commitment- the tendency to stick to an ineffective course of action when it is unlikely that a bad situation can be reversed

Common Teamwork Competencies

1) Contributes to the team's work- contributes work accurately and on time 2) Constructively interacts with team members 3) Keeps team on track- helps plan and organize work 4) Expects quality work- expects the team to succeed and cares about producing quality work 5) Possesses relevant KSAOs for team's responsibilities- is able to make meaningful contributions to the team

Functions of Formal Groups

1) Organizational -Accomplish complex, interdependent tasks that are beyond the capabilities of individuals -Generate new ideas and solutions -Socialize and train newcomers 2) Individual -Satisfy individual's need to belong -Develop, enhance, and confirm sense of identity and self esteem

Characteristics of High-Performing Teams

1. Compelling team purpose 2. Clear goals and responsibilities 3. Appropriate mix of KSAOs 4. Effective incentives and motivations 5. Trust and communication 6. Power and empowerment 7. Early and effective conflict resolution 8. Norms for collaboration

Relationship-oriented behaviors

1. Consideration -Creating mutual respect or trust 2. Empowerment and facilitation -Delegating authority and responsibilities; encouraging participation 3. Role modeling ethical leadership -Modeling appropriate behaviors when interacting with others 4. Servant leadership* -Good leaders must first become good servants

Most frequent styles of conflict handling

1. Dominating (competition)- seeking solution that satisfies self at the expense of other 2. Obliging (accommodations)- seeking solution that satisfies other at the expense of self 3. Avoiding- avoiding solution that satisfies neither self nor other 4. Integrating (collaboration)- seeking solution that fully satisfies self and other 5. Compromising- seeking solution that partially satisfies both self and other

Contingency approaches

1. Fiedler's Contingency Model -Leadership effectiveness goes beyond traits and behaviors to also account for context -Task-oriented effective in high and low control -Relationship-oriented effective in medium control 2. Path-Goal Theory -Leader behaviors are effective when employees see them as a source of satisfaction

Four steps in the rational decision making model

1. Identify the issue 2. Come up with potential solutions 3. Evaluate the possibilities and select a solution 4. Put the solution into practice and evaluate it

Five tips for managing emotions in the negotiation process

1. Identifying ideal emotions 2. Managing emotions 3. Knowing emotional hot buttons 4. Keeping emotional balance 5. Identifying emotions after

Task-oriented behaviors

1. Initiating structure -Organizing and defining what members should do 2. Goal emphasis -Encouraging enthusiasm and commitment to group goals 3. Transactional leadership -Clarifying role and task requirements, then providing positive and negative rewards based on performance

Servant Leadership characteristics

1. Listening 2. Empathy 3. Healing 4. Awareness 5. Persuasion 6. Conceptualization 7. Foresight 8. Stewardship 9. Commitment to the growth of people 10. Building community

Influence tactics

1. Rational persuasion- using logic, reason, or facts to convince another 2. Inspirational appeals- appealing to emotions, ideals, of values 3. Consultation- involving others in planning and making decisions about changes 4. Ingratiation- using praise, flattery, humor, or helpfulness before making a request 5. Personal appeals- referring to friendship or loyalty when making a request 6. Exchange- making explicit or implied promises and trading favors 7. Coalition- getting others to support your efforts to persuade someone 8. Pressure- demanding compliance using intimidation or threats 9. Legitimating- basing a request on authority or right, organizational rules or policies, or support from higher ups

Summarize the evolution of leadership theories

1. Trait approach -Attempts to identify personal traits (tendencies to think, feel, or act in certain ways) that differentiate leaders from followers -Traits impact leader effectiveness 2. Behavioral approach -Attempts to identify observable behaviors that leaders actually do -Behaviors more important than traits when it comes to leadership effectiveness -Leadership behaviors can be improved and developed -There is no one best style of leadership behavior (see Leadership Grid) 3. Contingency approach -Leadership effectiveness is dependent on how well a leader's style fits the situation at hand 4. Transformational leadership -An interactive process whereby leaders and followers alike are transformed to pursue collective objectives over self-interest -Leaders contribute to transformation by using their behavior to appeal to followers' self-concepts (values, motives, or personal identity)

Five steps of the added-value negotiation process

1. clarify interests 2. identify options 3. design alternative deal packages 4. select a deal 5. perfect the deal

Groupthink symptoms

1. invulnerability: breeds excessive optimism/risk taking 2. inherent morality: belief that encourages group to ignore ethical implications 3. rationalization: protects pet assumptions 4. stereotyped views of opposition: cause group to underestimate opponents 5. self-censorship: stifles critical debate 6. illusion of unanimity: silence interpreted to mean consent 7. peer pressure: loyalty of dissenters is questioned 8. mindguards: self-appointed protectors against adverse information

Virtual teams

A team that works together over time and distance using electronic media to combine effort and achieve goals

Non-rational model concepts

Bounded rationality- decision makers are limited by various constraints when making decisions (ex: technology, gender, time available) Satisficing- deciding to choose a solution that meets enough minimum qualifications Intuition- decisions that come to mind on their own and are not evaluated for validity

Too little conflict

Characterized by apathy, lack of creativity, indecision, and missed deadlines

Too much conflict

Characterized by eroding performance, political infighting, dissatisfaction, lack of teamwork, and aggression

Which influence tactics are most effective at building commitment

Consultation, Inspirational appeal, Rational persuasion

Distributive vs. Integrative Bargaining

Distributive (win-lose)- Usually a single issue; a "fixed pie" in which one person gains at the expense of another (ex. allocating raise or bonus) Integrative (win-win)- Usually numerous interests, that when considered, results in satisfying agreement for all

When to use conflict handling styles

Dominating- issue is trivial and speedy decision is needed Obliging- you believe you may be in the wrong or issue is more important to the other party Avoiding- issue is trivial and potential dysfunctional effect of confronting the other party outweighs benefits of resolution Integrating- issues are complex and time is available for problem solving Compromising- goals of parties are mutually exclusive and consensus cannot be reached

4 categories of leadership behavior

Effective: 1. Task-oriented 2. Relationship-oriented 3. Change-oriented (transformational leadership)* Ineffective: 4. Passive (behavior is not leaderly at all: sometimes reactive behavior i.e. putting out fires, or other times total negligence)

Explicit vs tacit knowledge

Explicit- information gained can be put into words Tacit- information gained by experience, but difficult to put into words

Formal vs informal groups

Formal group- Group assigned by organizations or its managers to accomplish specific goals Informal group- Group formed by people whose overriding purpose is getting together for friendship or a common interest

Transformational Leadership

Four Constituent Behaviors: 1. Inspirational motivation -Use of charisma to establish an attractive vision of the future 2. Idealized influence -Sacrificing for the good of the group; being a role model with high ethical standards 3. Individualized consideration -Pay special attention to needs of followers; find ways for people to develop and grow 4. Intellectual stimulation -Encourage creativity, innovation, and problem-solving

Tuckman's Model

Groups progress through five stages 1) Forming- members are uncertain about the group's leaders and goals 2) Storming- individuals may test or rebel against the leader's policies 3) Norming- the group resolves its power struggles in order to accomplish its goals 4) Performing- activity is focused on problem solving 5) Adjourning- work is done; group moves on to other things

Two types of intuition

Holistic hunch: -System 1 (intuitive and unconscious thought) Automated experience: -System 2 (analytical and conscious thought)

Leading vs Managing

Leadership functions: -People-oriented -Influencing, inspiring, providing support Management functions: -Task-oriented -Planning, investigating, organizing, controlling

Bases of power

Legitimate- obtain compliance primarily because of formal authority Reward- obtain compliance by promising or granting rewards Coercive- make threats of punishment and deliver actual punishment Expert- have valued knowledge or information Referent- using one's personal characteristics and social relationships to obtain compliance

Common causes of conflict

Non-exhaustive list but examples include: -irritating workplace behaviors -personality differences -perceived inequalities of resources and policies -unclear roles and responsibilities -competing responsibilities -change -poor management -poor communication -differences in methods for doin work moral, political, or idealogical differences -etc etc

Two main non-rational models

Normative model (good enough is good enough) Intuition model (it just feels right or a gut feeling)

Fiedler's Contingency Model

Three dimensions of situational control: 1. Leader-member relations- extent to which leader has the support, loyalty, and trust of work group 2. Task structure- extent to which the tasks performed by the work group are well-defined and structured 3. Position power- extent to which the leader has to formal power to reward, punish, or gain compliance from work group

Leadership

When an individual influences a group of individuals to achieve a common goal

Three desired outcomes of conflict management

change, goal alignment, and innovation