BSAD 120 Exam 2 Terms

Zero Acquaintance situations

Associated with extraversion, a way to judge extraversion, situations in which two people have only just met.

Status Striving

Associated with extraverted people, reflects a strong desire to obtain power and influence within a social structure as a means of expressing personality

Differential Exposure

Associated with neuroticism, means that neurotic people are more likely to appraise day-to-day situations as stressful (and therefore feel like they are exposed to stressors more frequently)

Project Teams

Formed to take on "one-time" tasks that are generally complex and require a lot of input from members with different types of training and expertise.

Myers-Briggs Type Indicator

Most widely administered personality measures in organizations. Evaluates individuals on the basis of four types of preferences: Extraversion vs. Introversion Sensing vs. Intuition Thinking vs. Feeling Judging vs. Perceiving

Multivoting

Multivoting narrows down a large list of possibilities to a smaller list of the top priorities or to a final selection

Production Blocking

Occurs when members have to wait on one another before they can do their part of the team task

Pressure to Conform

People can feel reluctant to disagree with the majority opinion (or with high status members), in cohesive teams To reduce pressure to conform: -Make it okay to disagree (manage norms) -Encourage people to challenge "normal" approaches & think outside the box -Appoint a Devil's Advocate

Conscientiousness

People higher on it are more ambitious, dependable, responsible, careful, self-disciplined, persevering, & hardworking

Openness to Experience

People higher on it are more curious, imaginative, & intellectual

neuroticism (or Emotionality)

People higher on it are more hostile, anxious, easily-annoyed, & emotional

Extraversion

People higher on it are more outgoing, talkative, sociable, & assertive (vs. introverted)

Agreeableness

People higher on it are more tolerant, courteous, good natured, & caring

Similarity-attraction approach

People tend to be more attracted to others who are perceived as more similar

Action Teams

Perform tasks that are normally limited in duration. However, those tasks are quite complex and take place in contexts that are either highly visible to an audience or of a highly challenging nature.

Personal Values Also Drive Decisions

Personal values denote a sense of right or wrong, good or bad, & help us decide how things "out to be" Personal values serve 5 purposes in organizations: 1. Create standards of behavior 2. Guide decision making & conflict resolution 3. Impact our thoughts & actions 4. Influence our motivation & perceptions of various situations 5. Influence our attitude & behavior

Additive Tasks

Tasks for which the contributions resulting from the abilities of every member "add up" to determine team performance

Conjunctive Tasks

Tasks for which the team's performance depends on the abilities of the "weakest link"

Cross-Training

Team members can develop shared mental models of what's involved in each of the roles in the team and how the roles fit together to form a system

Potential Benefits of Teams to Team Members

Team membership can fulfill important psychological needs (ABCS) Members often derive a sense of identity & can feel valued & proud of their team Teams can provide emotional support Teams provide learning and mentoring opportunities and enrich your work experience

Transportable Teamwork Competences

Team training that involves helping people develop general teamwork competencies that they can transport from one team context to another

Potential Benefits of Teams to Organizations

Teams can be better than individuals at: Identifying problems & alternatives Sharing information & coordinating tasks Serving customers with more expertise Making decisions, especially when the task is complex & requires different skills, judgement & experience

Creative Behavior

Teams generate ideas and useful solutions Team members need different tools to be creative

Virtual Teams

Teams in which members are geographically dispersed, and interdependent activity occurs through electronic communications

Transition Processes

Teamwork activities that focus on preparation for future work

Action Processes

Teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place

Interpersonal Processes

Teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members

Taskwork Processes

The activities of team members that relate directly to the accomplishment of team tasks

Information Richness

The amount and depth of information that gets transmitted in a message

Team Diversity

The 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

Potency

The degree to which members believe that the team can be effective across a variety of situations and tasks

Staff Validity

The degree to which members make good recommendations to the leader

Task Interdependence

The degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team

Hierarchical Sensitivity

The degree to which the leader effectively weighs the recommendations of the members

Team Process

The different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals

Teamwork Processes

The interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself

Leader-staff teams

The leader makes decisions for the team and provides direction and control over members who perform assigned tasks, so this distinction makes sense in that the responsibilities of the leader and the rest of the team are distinct

VOMP Model of Conflict Resolution

Vent Ownership Moccasins Plan

Collaboration

(high assertiveness, high cooperation) When both parties work together to maximize outcomes

Competing

(high assertiveness, low cooperation) When one party attempts to get his or her own goals met without concern for the other party's result

Accomodating

(low assertiveness, high cooperation) When one party gives in to the other and acts in a completely unselfish way

Avoiding

(low assertiveness, low cooperation) When one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down

Compromise

(moderate assertiveness, moderate cooperation) When conflict is resolved through give-and-take concessions

What makes someone a great team member?

1. They understand themselves-abilities, personality, strengths & weaknesses-& then use it to alter their own behavior 2. They understand their team members & then use that knowledge to interact more effectively

5 Constraints on Team Decision Making

1. Time Use 2. Evaluation Apprehension 3. Pressure to Conform & Groupthink 4. People 5. Relationship/Destructive Conflict vs. Task Conflict

Principles of Creative Team Decision Making

1. Allow creative thought to provide new perspective in problem solving and decision making 2. Creativity is not something we have to learn. It is something we have to relearn 3. Generate ideas without judgement. Analyze later 4. Support and build on new ideas 5. Creativity is an act of faith and requires a willingness to change 6. "Fail often in order to succeed sooner" 7. Go ugly early

Golden Rule of Communication

1. Send messages in the language of the receiver not of the sender 2. Do unto others as you want to be done unto.

Ethnocentrism

A propensity to view one's own cultural values as "right" and those of other cultures as "wrong"

Values Drive Decision Making

A company's values drive the decisions they make just as a person's values drive the decisions he or she makes Example: Benefits

Role

A pattern of behavior that a person is expected to display in a given context

Team Process Training

A team experience that facilitates the team being able to function and perform more effectively as an intact unit

Action Learning

A team is given a real problem that's relevant to the organization and then held accountable for analyzing the problem, developing an action plan, and finally carrying out the action plan

nominal Group Technique

A team process used to generate creative ideas, whereby team members individually write down their ideas and then take turns sharing them with their group

Cohesion

A team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself

Maximum Performance

Ability is a key driver, reflects performance in brief, special circumstances that demand a person's best effort

Differential Reactivity

Also associated with neuroticism, means that neurotic people are less likely to believe they can cope with the stressors that they experience

Clear purpose tests

Ask applicants about their attitudes toward dishonesty, beliefs about the frequency of dishonesty, endorsements of common rationalizations for dishonesty, desire to punish dishonesty, and confessions of past dishonesty

Communion Striving

Associated with agreeableness, a strong desire to obtain acceptance in personal relationships as a means of expressing personality

Accomplishment Striving

Associated with conscientiousness, a strong desire to accomplish task-related goals as a means of expressing personality

Positive Affectivity

Associated with extraversion, a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation

Team task roles

Behaviors that directly facilitate the accomplishment of team tasks

Team-building roles

Behaviors that influence the quality of the team's social climate

Groupthink

Behaviors that support conformity and team harmony at the expense of other team priorities

Ambassador Activities

Boundary-spanning activities that are intended to protect the team, persuade others to support the team, or obtain important resources for the team

Parallel Teams

Composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organizations production process.

Typical Performance

Conscientiousness is a key driver, Reflects performance in the routine conditions that surround daily job tasks

Big Five Taxonomy

Conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion. Five broad dimensions or "factors" that can be used to summarize our personalities.

network Structure

Defined as the pattern of communication that occurs regularly among each member of the team

Culture

Defined as the shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations

Team Composition: Team Diversity-Demographics

Demographic diversity can help teams -Better customer service -Diversity of ideas & thinking styles It can hurt teams that aren't managed well -More destructive conflict -Less cohesive -Demographic "fault lines"-visible differences among members-can lead to subgroups

Management Teams

Designed to be relatively permanent. Participate in managerial-level tasks that affect the entire organization.

Work Teams

Designed to be relatively permanent. Their purpose is to produce goods or provide services, and they generally require a full-time commitment from their members

Sequential Interdependence

Different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks

Task Conflict

Disagreements among members about the team's task

Relationship Conflict

Disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferances

Value in diversity problem-solving approach

Diversity in teams is beneficial because it provides for a larger pool of knowledge and perspectives from which a team can draw as it carries out work

Veiled purpose tests

Do not reference dishonesty explicitly instead assess more general personality traits that are associated with dishonest acts

Faking

Exaggerating your responses to a personality test in a socially desirable fashion

Goal Interdependence

Exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result

Process Loss

Getting less from the team than you would expect based on the capabilities of its individual members

Process Gain

Getting more from the team than you would expect according to the capabilities of its individual members

Pooled Interdependence

Group members complete their work assignments independently, and then this work is simply "piled up" to represent the group's output.

Transactive Memory

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

Disjunctive Tasks

In tasks with an objectively verifiable best solution, the member who possesses the highest level of the ability relevant to the task will have the most influence on the effectiveness of the team

Punctuated Equilibrium

Initially, teams will assume how the team will function. They realize however halfway through the project that they will need to change their ways if they want to complete their project on time

Boundary Spanning

Interactions among team members and individuals and groups who are not part of the team

Brainstorming

Involves a face-to-face meeting of team members in which each offers as many ideas as possible about some focal problem or issue

Task Coordinator Activities

Involves communications that are intended to coordinate task-related issues with people or groups in other functional areas

Positional Modeling

Involves team members observing how other members perform their roles

Performing

Members are comfortable working within their roles, and the team makes progress towards goals

Reciprocal Interdependence

Members are specialized to perform specific tasks. However, instead of a strict sequence of activities, members interact with a subset of other members to complete the team's work

Adjourning

Members experience anxiety and other emotions as they disengage and ultimately separate from the team

Coordination Loss

Members have to work to not only accomplish their own tasks, but also coordinate their activities with the activities of their teammates. Called Coordination loss because it consumes time and energy that could otherwise be devoted to task activity

Forming

Members orient themselves by trying to understand their boundaries in the team

norming

Members realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another

Hybrid Outcome Interdependence

Members receive rewards that are dependent on both their team's performance and how well they perform as individuals

Storming

Members remain committed to ideas they bring with them to the team

Personal Clarification

Members simply receive information regarding the roles of the other team members

Traits

Recurring regularities or trends in people's responses to their environment

Surface-level Diversity

Refers to diversity regarding observable attributes such as race, ethnicity, sex and age

Deep-level Diversity

Refers to diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience

Integrity Tests

Sometimes called "honesty tests", are personality tests that focus specifically on a predisposition to engage in theft or other counterproductive behaviors

Team States

Specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together

Individualistic Roles

Reflect behaviors that benefit the individual at the expense of the team

Decision Informity

Reflects whether members possess adequate information about their own task responsibilities

Comprehensive Interdependence

Requires the highest level of interaction and coordination among members as they try to accomplish work. Each member has a great deal of discretion in terms of what they do and with who they interact in the course of the collaboration involved in accomplishing the team's work

Cultural Values

Shared beliefs about desirable end states or modes of conduct in a given culture

Hofstede's Dimensions of Cultural Values

Shows that employees working in different countries tended to prioritize different values, and those values clustered into several distinct dimensions. These dimensions include: Individualism-Collectivism Power distance Uncertainty avoidance Masculinity-Femininity Short-term vs. Long-term orientation

Locus of control

Strongly related to neuroticism, reflects whether people attribute the causes of events to themselves or to the external environment

Situational Strength

Suggests that "strong situations" have clear behavioral expectations, incentives, or instructions that make differences between individuals less important, whereas "weak situations" lack those cues

Trait Activation

Suggests that some situations provide cues that trigger the expression of a given trait

negative Affectivity

Synonymous with neuroticism, a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance

Mental Models

The level of common understanding among team members with regard to important aspects of the team and its task

Team Viability

The likelihood that the team can work together effectively into the future

Motivational Loss

The loss in team productivity that occurs when team members don't work as hard as they could

Team Composition

The mix of people who make up the team

Communication

The process by which information and meaning gets transferred from a sender to a receiver

Personality

The structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior

What makes someone a great team member?

They seek to fulfill & never violate other team members' psychological needs Achievement: Help others grow & achieve Belonging: Make all members feel valued & celebrate team success Control: Reduce uncertainty (e.g., copying team members on emails) Self-Esteem: Make others feel good about their contributions to the team

Scout Activities

Things team members do to obtain information about technology, competitors, or the broader marketplace

Social Loafing

Type of motivational loss resulting from members feeling less accountable for team outcomes relative to independent work that results in individually identifiable outcomes

Positional Rotation

Type of training that gives members actual experience carrying out the responsibilities of their teammates

Team Building

Type of training that is normally conducted by a consultant and intended to facilitate the development of team processes related to goal setting, interpersonal relations, problem solving, and role clarification

Team Composition: Team Diversity-Abilities & Skills

When tasks are complex, teams are more effective when members have diverse skills Implications: You need to know & leverage team members' skills and strengths You will work with people who are more & less competent than you on certain tasks

Outcome Interdependence

When team members share in the rewards that the team earns, with reward examples including pay, bonuses, formal feedback and recognition, pats on the back, extra time off, and continued team survival