MGT 310 Final Exam

contingency approach to leadership

-combines trait, behavior, and situation approaches to leadership -link traits or behaviors to situations

Why are we competitive?

-culture -personality -organizational rewards

intergroup competition

competition between groups that relies on performing better than others creates long run problems: winning team- ignores problems/ stifles creativity losing team- blames and scapegoat

False Dichotomy

considering only two extremes when there are other possibilities

diffusion of responsibility

expecting others/ assuming someone else to manage the task

cognitive interference

negative thoughts that distract a person from focusing

startups

new business ventures created "from scratch", now past idea creation and now using money

concept of technology transfer

process by which a new invention/ innovation is turned into products & commercialized

advantages of decision making

process gain, motivational effects, and higher quality decisions

Disadvantages of Group Decision Making

process loss, communication problems, and failure to pool knowledge

displacement of responsibility

process of blaming one's unethical behavior on others

psychological safety

the belief that you wont be punished/ humiliated for speaking up with ideas, questions, or mistakes

Bad Barrels vs bad apples in teams

bad barrels= organizational issues bad apples= bad members of the organization

profit- sharing

based on how the company is doing and gives everyone at the company a piece

mind guards

"Protect" and preventing the group from negative information.

behavioral leadership approach

- leadership is a set of appropriate behaviors - decision making style -trains people to be good leaders

Trait/ Personality Approach

- leaders posses certain "big 5" traits that make them good leaders -uses tests to select good leaders

how to overcome mechanisms of moral disengagement

- collect data - shape your environment - broaden decision making

entrepreneurial team processes

- conflict - power/ politics - communication

problems with cooperation

- conformity - unhealthy agreement (abilene paradox example)

group technique to decision making

- democratic: team votes on a decision - uses mathematical techniques - uses structured decision techniques

what do people/ teams need to be creative?

- domain relevant skills - creativity relevant skills - task motivation

entrepreneurial team composition

- homogeneous vs heterogeneous teams -surface level characteristics - deep- level characteristics

ethical problems within teams

- implicit prejudices - in-group favoritism - over-claiming credit - conflicts of interest

Types of reward systeams

- individual - team - organizational - hybrid

various ways conflict is managed

- integrative agreements - team maintenance (prepping for conflict)

Full participation decision making

- involves consensus between members (discussion of issues until all members agree)

leader oriented decision making

- leader decides - leader assigns expert example: one person with authority to make decisions but consults the team for advice before deciding

Brainstorming & it's drawbacks

- not superior to individuals working alone - MAIN PROBLEM: waiting for your turn to speak - virtual or electronic brainstorming is more effective

how do we resolve some of these decision making problems?

- process mapping: creates a shared mental model - structured approaches: reduce unequal status, increase commitment and participation

how do we evaluate the success of group decisions?

- quality -speed -support

Four elements of emotional intelligence:

- self awareness - empathy - emotional regulation - relationship management

conflict resolutions approaches

- separate people from the problem - focus on the shared interests of all parties - develop many options to solve the problem - evaluate the options using objective criteria -try again

types of performance measures

- specific, quantifiable goals set ahead of time - team participation

external environment

- stable vs turbulent - type of industry - growth vs stagnant market

how do we manage conflict in virtual teams?

- stop using electronic messages to advocate opinions/ express emotions - leader intervention - face-to-face meeting

what factors inhibit creativity?

- stuck in ones own paradigms - extrinsic rewards - evaluation apprehension

types of evaluations

- traditional individual - team peer evaluations - evaluations of the entire team

Situational Leadership Approach

-adjusting leadership style relative to readiness of the team, characteristics of the job, and team structure -understand substitutes for leadership

4 categories of moral disengagement:

-cognitive misconstrual - minimization of role - obscuring or distorting consequences - reduction of identification with targets of harmful acts

interaction of trust and communication

-trust evolves from shared values, attitudes, and emotions - based on social relationships - impacts teamwork & cooperation

determinants of entrepreneurial team performance:

1. external environment 2. entrepreneurial team composition 3. entrepreneurial team processes

Entrepreneurial team

2 or more who have an interest, both financial and otherwise in a commitment to a ventures future success

avoidance

A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.

equity distress

An internal tension that results from being over-rewarded or under-rewarded relative to some comparison other

Satisficing

Choosing an option that is acceptable, although not necessarily the best or perfect.

Mixed- motives

Contexts in which people have reasons both to cooperate and to compete (team and individual goals conflicting)

the direct pressure of dissenters

Members are under pressure not to express arguments against any of the group's views

inflation bias

Positively distorting messages when giving feedback to others because of empathetic buffering or fear of conflict (soft on someone)

Define leadership

Process whereby an individual or individuals influence(s) the progress of team members towards achieving mutual goals

babble effect

The tendency for group members who talk at a high rate in the group to emerge as leaders, even if the information they share with the group is of low quality.

euphemistic labeling

Using "kind language" to make the behavior sound acceptable

bypassing

a communication problem that arises when the same words mean different things to different people

accommodation

a convenient arrangement; a settlement

patenting

a document that confers a right/ privilege (excludes others from using)

Self-managing teams

a team that manages and controls all of the major tasks of producing a product or service - shifts responsibility to team members and empowers employees

confirmation bias

a tendency to search for information that confirms one's preconceptions

compromise

an agreement or a settlement of a dispute that is reached by each side making concessions.

mental model approach

an explanation of someones thought process about how something works in the real world

alleviating equity distress

by restoring balance to the ratios of inputs and outputs: 1. alter the ratio: change inputs or outcomes 2. cognitive distortion: change perception of self/others 3. change your comparison

competition

communication and goal confusion leading to team conflict distrust --> reduced communication

labels of the transactional model

consists of senders and receivers, messages, channels, noise, and feedback

Success of Self-Managing Teams

depends on abilities within: - routine tasks - goal setting - experience in task performance - teamwork

various ways that conflict may start

during task processes (transitions and actions) and social processes (interpersonal, boundaries)

confrontation

face to face conflict

how do we overcome problems with cooperation?

focusing on 1. common goals and 2. rebuilding trust & communication

licensing

follows patenting process where someone pays a royalty to use a patent to make/ own

Formal vs. Informal Technology transfer

formal= involves a patent and legal contract informal= usually personal contacts and individual knowledge

what are some decision making problems?

group polarization: when group discussions lead to a final decision that is more extreme than the average position of its members

illusion of invulnerability

groups belief that misfortunes cannot happen to them because they feel invulnerable within a group

healthy vs unhealthy sources of conflict

healthy conflict: focuses on tasks, difference of opinion about the task, different values/ perspectives, different expectations about the impact of decisions unhealthy conflict: competition over power, poorly run team meetings, personal grudges, conflict between individual/ team goals

moral justification

justifying otherwise immoral behavior in terms of a higher purpose

attribution of blame

lays blame on the victims of harm for a variety of reasons ("it's their own fault"/ "you brought it on yourself")

benefits to cooperation

members are motivated, supportive communication, improved performance, less tension/ fewer conflict, greater cohesion

moral disengagement

rationalizing immoral behavior as legitimate, as a way of justifying one's own bad acts

transactional model of communication

recognizes that we simultaneously send and receive messages; a cyclical model of the communication process

gain- sharing

recognizing a specific departmental teams effort by just giving them bonuses for their efforts

redundancy bias

restating other members words/ ideas instead of contributing unique ideas

process gain

successfully pulling knowledge; getting more from the team than you would expect according to the capabilities of its individual members

emotional intelligence

the ability to perceive, express, understand, and regulate emotions

collaboration

the action of working with someone to produce or create something

Dehumanization

the attribution of nonhuman characteristics and denial of human qualities to groups other than one's own

over-rewarded inequity

the employee believes that the reward/ recognition they are receiving is higher than their contribution compared to other employees

Under-rewarded inequity

the employee believes that the reward/ recognition they are receiving is lower/ less than their contribution compared to other employees

illusion of unanimity

the false sense of agreement within the group due to no one speaking up

equity theory

the idea that people are happiest with relationships in which the rewards and costs experienced by both parties are roughly equal (employees valuing fairness)

shared leadership

the notion that leadership functions can be shared or performed by various members of the team - focuses on: participative decision making, developing social relations/ support, and empowerment

advantageous comparison

the process of comparing oneself to others who are worse

process loss

the reduction in group performance due to obstacles created by group processes, such as problems of coordination and motivation (working more poorly as a group than as individuals)

social loafing

the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable

reciprocity bias

they were nice to me so I'll be nice to them (even if they are a bad worker)

Process Mapping

used to describe the process visually; clarifies what each step does and who does it (creates a shared mental model)

360-degree feedback

uses multiple raters, including self-rating, team members, customers, etc. to appraise employee performance and guide development

team halo effect

viewing them as perfect because the team is so cohesive

when are individual decisions superior to group decisions?

when -action from most members is not required - simple - quick

social inhibitors

when a personal alters or restrains their behavior when around others in a social setting for fear of being judged

When are group decisions superior to individual decisions?

when resources are successfully pooled - team composition - good communication

self-censorship

withholding information or opinions in group discussions

cooperation

working together for the good of all

effective feedback is:

•Important •Specific and Descriptive •Timely •Honest, based on trust and sincerity •Focused on controllable behavior or outcomes •Delivered by a "competent" source