BUSI 405: Exam 2

task conflict

(constructive conflict) a type of conflict in which people focus their discussion around the issue while showing respect to people who have differing view points

PROS (conflict)

- better decision making because it tests the logic of arguments and questions existing assumptions - more responsive to changing environments - stronger team cohesion because you could be going against external competitors

how to claim value

- claiming value is the act of trying to obtain the best possible outcome for yourself or your team 1. prepare and set goals (what is it that you are trying to achieve and get from the negotiation) 2. know your BATNA (best alternatives to a negotiated agreement), which estimates your power in a negotiation because it looks at how much it would cost you to walk away 3. manage time because the more time that is put into a negotiation, the more committed that parties will be at finding a solution 4. manage 1st offer and concessions

avoiding (preferred)

- conflict has become too emotionally charged - cost of trying to resolve the conflict outweighs the benefits

how do you reduce interdependence?

- create buffers (any mechanism that loosens the coupling between two or more people or work units) - use integrators (or employees who coordinate the activities of work units toward the completion of a common task) - combine jobs

Contingencies (employee involvement)

- decision structure: programmed decisions are less likely to need employee involvement because the solutions area already worked out from past incidents. the benefits of employee involvement increase with the novelty and complexity of the problem or opportunity. - source of decision knowledge: employees tend to be closer to customers and other parts of the business and should be included in some parts of the decision making process - decision commitment: participation tends to help employees commit to decisions. - risk conflict: sometimes employees goals conflict with the organizations goals and thus, are not beneficial in participating in the decision-making process. the degree of involvement depends on whether or not employees will agree with one another on a decision.

CONS (avoiding)

- doesn't usually resolve the conflict - may increase other party's frustration

PROS (power)

- empowerment increases motivation, job satisfaction, organizational commitment, and job performance - can increase sense of responsibility and duty and make people more mindful of their actions

CONS (forcing)

- highest risk of relationship conflict - may damage long-term relations, reducing future problem solving

PROS (employee involvement)

- improves decision making (potentially can improve the number and quality of solutions generated) - improves the evaluation of alternatives because involvement brings out more diverse perspectives - strengthens employee agreement with a decision - positive effect on motivation, satisfaction, and turnover - increases skill variety, feelings of autonomy, and task identity which increase job enrichment and potentially employee motivation

CONS (power)

- increases automatic rather than mindful thinking - people who feel powerful rely more on stereotypes, don't empathize well, and have less accurate perceptions

problem solving (preferred)

- interests are not perfectly opposing - parties have trust, openness, and time to share information - the issues are complex

a team is effective when...

- it benefits the organization and its members - when it survives long enough to accomplish its goals - when it actually accomplishes said goals - relies on the satisfaction and well-being of its members (need fulfillment)

why are virtual teams growing?

- it's easier than ever to communicate with people around the globe - there has been a shift from production based to knowledge based work

PROS (team diversity)

- make better decisions because they tend to have different backgrounds and tend to have broader pools of competencies - better representation of teams constituents, which helps give stakeholders a better feeling that they have a voice in the decision making process

CONS (teams)

- not always as effective as working alone - not good for simple tasks that can be performed alone - processes losses are increased when more people are added or replace another team member

yielding (preferred)

- other party has substantially more power - issue is much less important to you than to other party - the value and logic of your position isn't as clear

points about negotiations

- parties compete to reach their target point - competition exists because each party tries to claim value - best negotiations have cooperation and competition (people must cooperate in order to create value or discover ways to mutually satisfy outcomes for both parties) - need some degree of trust

compromising (preferred)

- parties have equal power - time pressure to resolve the conflict - parties lack trust/openness for problem solving

CONS (team diversity)

- take longer to become high-performing teams because bonding is slower - susceptible to "fault lines", which are hypothetical dividing lines that may split a team up based on gender, age, ethnic, or other groups (reduces the motivation to communicate) - not as much group satisfaction, more conflict, and less interpersonal relations

team effectiveness model

- team design - organizational and team environment - team processes - team effectiveness

In self-directed teams what does success depend on?

- the group being responsible for the entire project and process - they should have sufficient autonomy over how to organize and do their work - have a work site that allows for better communication and coordination

team development (key facts)

- the longer teams are together the better they get - developing a team identity is important and happens when members begin to see themselves as a part of that team - need to develop team mental models and coordinating routines (habitual habits, norms) - assign roles to members

PROS (teams)

- under the right conditions teams make better decisions, develop better products, and create a more engaged work force - shared information and coordinated tasks - typically provide better customer service - more motivational than working alone

CONS (conflict)

- uses productive time that could be spent doing other things - less information sharing - higher stress, dissatisfaction, and turnover - increases organizational politics - wastes resources - weakens team cohesion because of conflict among members

what are the success factors of a virtual team?

- virtual teams require more than good team competencies, they need great communication, technology, leadership skills, and higher emotional intelligence among individuals - should have a toolkit of information technologies and the autonomy to decide which platforms to use - need a lot of structure - should meet face-to-face at the beginning of the project

forcing (preferred)

- you have a deep conviction about you position - dispute requires a quick solution - the other party would take advantage of a more cooperative approach(es)

factors of centrality

1. "betweenness" or how much you are located between other in a network - the more betweennes you have the more power you have over how information is shared 2. # of connections to others that you have in the network or "degree centrality" - increases visibility within your network with the more people you know, direct connections make resource sharing more fluid 3. "closeness" of the relationship with other in the network (strong ties) - centrality increases with the increase of closeness to other members

stages of team development

1. Forming: a period of testing where members learn more about each other 2. Storming: marketing by interpersonal conflict as members become more proactive and compete for various roles 3. Norming: development of first real sense of cohesion as roles are established and consensus is formed among group objectives 4. Performing: members efficiently coordinate and resolve conflicts 5. Adjourning: when the team is about to disband, members focus more on relationships than tasks

ways to improve creativity

1. brainstorming 2. brainwriting 3. electronic brainstorming 4. nominal group technique

types of trust

1. calculus-based trust 2. knowledge-based trust 3. identification-based trust

team composition (5 c's)

1. cooperating 2. coordinating 3. comforting 4. communicating 5. conflict resolving **employees who demonstrate these skills are usually highly conscientious, extroverted, and have high emotional intelligence

how to develop team norms

1. developed when teams are formed because people need to be able to anticipate the behavior of others 2. develop as members discover behaviors that help with team effectiveness 3. developed with the help of experiences and values that members bring with them to the team

how to prevent task conflicts from becoming relationship conflicts

1. emotional stability and intelligence make conflict less like to occur or escalate 2. cohesive teams can help suppress relationship conflicts because the teams has been able to develop trust and bond with each other, people can anticipate others behaviors 3. supportive team norms, such as norms that allow openness and communication, humor, etc.

structural approaches to conflict management

1. emphasizing superordinate goals (higher-order aspirations, such as the organization's strategic objectives rather than objectives specific to the individual or work unit) 2. reducing differentiation 3. improving communication and mutual understanding 4. reducing interdependence

things to remember about empowerment

1. employees are much more likely to experience self-determination when working in jobs with a high degree of autonomy and minimal bureaucratic control 2. employees experience more empowerment in organizations in which resources add info are more readily available 3. empowerment requires a learning orientation component

conflict handling styles

1. forcing (winning something on the other parties expense) 2. problem solving (win-win situation) 3. compromising (looking for a solution that has equally valued gains) 4. yielding (giving in completely to the other sides desires) 5. avoiding (smoothing over or evading a conflict altogether)

how to create value in a negotiation?

1. gather information (information is power, so never divulge too much, but try to gather as much from the other party as possible) 2. discover priorities: what are the priorities (spoken and unspoken) of the other parties 3. build the relationship because in order for a negotiation to be successful there has to be some element of trust involved

Sources of Conflict

1. incompatible goals 2. differentiation 3. interdependence 4. scarce resources 5. ambiguous rules 6. poor communication

negotiation process

1. initial offer point = opening offer (people will adjust their expectations based on this offer) 2. target point = the teams realistic goal 3. resistance point = point beyond which the team will not make any further concessions ** these steps go back and forth between the feuding parties

why should parties make concessions?

1. it enables both parties to move towards an area of potential agreement 2. they symbolize each party's motivation to bargain in good faith 3. it tells the party of the relative importance of the negotiated items to the other party

how to change norms

1. leaders DO have the ability to change norms if they have power/influence over their group 2. introduce team based rewards that counter bad norms 3. last resort could be to disband the group and bring in members that don't have those norms

sources of power

1. legitimate 2. reward 3. coercive 4. expert 5. referent

situational influences

1. location 2. physical setting 3. audience characteristics

team cohesion (INFLUENCES)

1. member similarity 2. team size 3. member interaction: members should interact regularly 4. somewhat difficult entry (people will be more inclined to belong to a group that they feel is somewhat exclusive and allows them to feel a part of something special) 5. team success: team cohesion increases with the level of success because people are attracted to group that meet their needs 6. external competition and challenges

how to manage uncertainties in a business environment

1. prevention (most effective) 2. forecasting (predict environmental occurrences) 3. absorption (absorb/neutralize the impact of environmental shifts)

how people respond to influence tactics

1. resistance 2. compliance 3. commitment

influence tactics

1. silent authority 2. assertiveness 3. information control 4. coalition formation 5. upward appeal 6. persuasion 7. impression management 8. exchange

contingencies of power

1. substitutability 2. centrality 3. discretion 4. visibility

task characteristics (RULES)

1. the higher the level of task interdependence, the greater the need to organize people into teams rather than have them work alone 2. a team structure improves personal and interpersonal communication and thus, better cooperation and coordination

constraints on team decision making

1. time constraints 2. evaluation apprehension 3. pressure to conform 4. overconfidence (team efficacy)

why aren't team building exercises usually successful?

1. usually used as a general solution to general team problems, when you should diagnose the problem and then select the exercise that will address the weakness. 2. treated as a one-shot cure, when development is a continual process 3. team building occurs on the job

contingencies of influence

1. which source of power is the strongest 2. is the person who is influencing higher, lower, or at the same level as the person they're trying to influence in the organization 3. most important influence tactic depends on personal, organizational, and cultural values

team design

= team characteristics + team size + team composition

centrality

a contingency of power pertaining to the degree and nature of interdependence between the power holder and others *high centrality = your role is important to your team/organization

legitimate power

a form of power in which the power holder can request a set of behaviors from others - come from formal rules and job descriptions - only gives the power holder the right to ask for a range of behaviors from others known as the 'zone of indifference' - people with control over information have legitimate power because they have control of a resource that other people will need in order to complete their tasks

calculus-based trust

a logical calculation that other team members will act appropriately because they face the same sanctions if their actions violate expectations (this refers more to trust in the system than trust in an individual person and CANNOT alone sustain a team)

charisma

a personal characteristic or special "gift" that serves as a form of interpersonal attraction and referent power over others

inoculation effect

a persuasive communication strategy of warning listeners that other will try to influence them in the future and they should be wary about their opponents

constraints on team decision making (evaluation apprehension)

a problem that arises when group members are scared to voice their ideas or opinions because they are worried that other members are judging them (people want to protect their self-esteem)

empowerment

a psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization

zone of indifference

a set of behaviors that individuals are willing to engage in **size of the zone of indifference increases with the level of trust in the power holder

roles

a set of behaviors that people are expected to perform because they have been assigned this certain position within a team and are usually established near the formation of the team (can be both formal or informal roles)

win-win orientation

a situation in which people using this style believe the resources at stake are expandable rather than fixed if the parties work together.

win-lose orientation

a situation in which the parties believe they are drawing from a limited resource (pie) and each party wants the other to have smaller pieces

brainstorming

a team event where members are encouraged to think of as many ideas as possible Rules 1. speak freely 2. don't criticize others ideas 3. provide as many ideas as possible 4. build on the ideas of others

advisory teams

a team that provides recommendations to decision makers; may be temporary, but are usually permanent, some with frequent rotation of members. Permanence: Low to medium Skill Differentiation: Medium to high Authority Differentiation: Medium

production blocking

a time constraint developed by the fact that there should only be one person speaking at a time during a team meeting

relationship conflict

a type of conflict that focuses on interpersonal differences between or among adversaries - things escalate more quickly - attacks individuals personally and people get more defensive

brainwriting

a variation of brainstorming that minimizes the problem of production blocking by removing conversation from the idea generation process and they write out their ideas (produces more and better ideas than brainstorming)

nominal group technique

a variation of brainwriting that has 3 stages 1. silently and independently document their ideas 2. collectively describe them to the other team members without critique 3. silently and independently evaluate the ideas presented **this is the best form of brainstorming and generates the most and best ideas

assertiveness

actively applying legitimate and coercive power by applying pressure and threats

impression management

actively shaping the image you give off to others, this includes ingratiation

team building

activities that help improve the development and functioning of a work team 3 types 1. task focused 2. problem solving improvement 3. clarifies and constructs each members perception

brooke's law

adding more people to a late project will make the project even later

structural hole

an area between two or more dense social network areas that lacks network ties

ingratiation

an attempt at getting a target person or group to like you more. can be beneficial to career development if used properly; however, it could be seen as brown nosing if taken to far

third-party conflict resolution

any attempt by a relatively neutral person to resolve a conflict between feuding parties

influence

any behavior that attempts to alter someone's attitude or behavior

arbitration

arbitrators have high control over the final decision but low control over the process - applied at the final stage of grievances by unionized employees in many countries, but it is also becoming more common in non-unionized countries.

identification-based trust

based on a mutual understanding and an emotional bond among team members **the strongest and most robust of all types of trust

knowledge-based trust

based on the predictability of another members actions - refers only to positive actions because you wouldn't trust someone if you predicted they were going to have bad actions - includes you confidence in another persons ability or competence - higher level potential of trust and is more stable

whats the best strategy for claiming value?

be moderately tough and give just enough concessions to communicate sincerity and motivation to resolve the conflict

if employee involvement is so great, why don't leaders leave all decisions to employees?

because the optimal level of employee involvement depends on the situation

CONS (social networks)

can create formidable barriers ex: women not being able to get into male dominated bonding activities

does trust increase or decrease with time?

decrease

information control

explicitly manipulating someone else's access to information for the purpose of changing their attitudes and/or behaviors

coalition formation

forming a group that attempts to influence others by pooling the resources and power of its members

superordinate goals

goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties.

teams

groups of two or more people who interact and influence one another, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves to be a part of a social entity within an organization.

action teams

highly skilled teams that are like task force teams and are formed for a short period of time, given autonomy over their decisions on how to resolve an urgent problem or opportunity, such as an emergency or crisis. Permanence: Low Skill Differentiation: Medium Authority Differentiation: Low

task interdependence

how much team members need to share resources and information in order to complete organizational tasks and perform their jobs 1) pooled interdependence 2) sequential interdependence 3) reciprocal interdependence

CONS (yielding)

increases other party's expectations in future conflict episodes

silent authority

influencing behavior through legitimate power without explicitly referring to that power based

norms

informal roles and shared expectations that a team has for its members and are established to regulate the behavior of said members **helpful because you can develop norms that help avoid negative behaviors from being formed.

inquisition

inquisitors control all discussion about the conflict and like arbitrators they have high decision control because they determine how to resolve the conflict. they also have high process control because they choose which information to examine and how to examine it, and they generally decide how the conflict resolution process will be handled

what internal locus of control best fits a manager?

internal locus of control because it makes supervisors act as though they have discretion when they don't

pooled interdependence

least interdependent because each employee shares a common resources ex: machinery, administrative support, or budget

what is the most preferred third-party intervention strategy?

mediation because it gives employees more responsibility for resolving their own disputes and when employees can not resolve their own problems arbitration is the best tactic.

mediation

mediators have high control over the intervention process and their main purpose is to manage the process and context of interaction between the disputing parties... the parties; however, make the final decision about how to resolve their differences meaning that mediators have little to no control over the conflict resolution decision.

sequential interdependence

medium interdependence; the output of one person becomes the input of another person ex: assembly line

reciprocal interdependence

most interdependent; work output is exchanged back and forth between individuals - individuals with reciprocal interdependence should be put into teams ex: people designing a new product

skunkworks

multi-skilled teams that are usually apart from the organization and are relatively free of its hierarchy and bureaucracy; often brought in my entrepreneurial team leaders who borrow people and resources to design a product or service. Permanence: Medium Skill Differentiation: Medium to high Authority Differentiation: Medium

referent power

originates from within the power holder and is based on the capacity of the individual to influence others on the basis of an identification with and respect for the power holder (associated with charisma)

expert power

originates from within the power holder and is based on the knowledge they possess that gives them power over a situation ex: one important form is the ability to manage uncertainties in the business environment

trust

positive expectations that someone has about someone else **crucial for the development of a productive team

visibility

power increases with your visibility to your team, supervisor, organization, etc.

exchange

promising benefits or resources in exchange for the target persons compliance

upward appeal

relying symbolically or in reality on people with higher authority or expertise to suggest your decision

process losses

resources (including time and energy) expended toward team development and maintenance rather than the task or project at hand

CONS (problem solving)

sharing information that the other party might use to their advantage

electronic brainstorming

similar to brain writing but instead uses computer technology to document and share ideas (better than brain writing and produces more and better ideas because the process is anonymous) --- people are encouraged to build off of others ideas and then the team gets together to vote for the ideas

self-directed teams

similar to production/service teams except that they are organized around work processes that complete an entire project and require several interdependent tasks and also have substantial autonomy over the execution of those tasks. *increase productivity and job satisfaction Permanence: High Skill Differentiation: Medium to high Authority Differentiation: Low

social networks

social structures of individuals or social units that are connected through one ore more forms of interdependence (people need to bond with other people). social networks receive power from the social capital that they generate.

what type of tactics do people respond more to?

soft tactics because they tend to build commitment

CONS (compromising)

suboptimal solution where mutual gains are possible

constraints on team decision making (pressure to conform)

team members may be reluctant to offer dissenting opinions

relationship between team performance and team cohesion?

team performance has a strong effect on team cohesion and vice versa; however the relationship between team performance on team cohesion is stronger than the latter.

communities of practice

teams (usually informal groups) that are bound together by shared expertise and passion for something and where their main purpose is to share information with each other - often rely on information technologies for communication Permanence: Medium Skill Differentiation: Low to medium Authority Differentiation: Low

team size

teams should be large enough to provide the necessary skills and competencies needed to complete the project at hand, yet small enough to maintain efficient coordination and meaningful involvement of each member

constraints on team decision making (time constraints)

teams take longer to make decisions than do individuals

departmental teams

teams that consist of people with similar or complementary skills and are working in the same functional structure; little to no task interdependence because each person works with their own clients or employees in their own departments. Permanence: High Skill Differentiation: Low to medium Authority Differentiation: High

virtual teams

teams who operate across time/space/organizational boundaries and who communicate primarily through various information technology sources to achieve organizational tasks; can be temporary or permanent Permanence: Varies Skill Differentiation: Medium to high Authority Differentiation: Medium

concessions should be accompanied by what idea?

that the other party will reciprocate and provide concessions, as well

coercive power

the ability of a person to punish someone else ex: can be supervisor to employee and employee to employee

substitutability

the availability of alternatives; power is the strongest when someone has absolute power over a resource **non-substitutability is strengthened by controlling access to the resource

team efficacy

the belief among team members that the team is capable of successfully complete the task at hand

BATNA (best alternative to a negotiated agreement)

the best outcome you might achieve through smoother course of action if you abandon the current negotiation ** high BATNA if the other party is willing to negotiate, low BATNA if they are not

power

the capacity of a person, team, or organization to influence others - not the act of changing someones attitudes or behavior; it is only the potential to do so - based on the targets perception that the power holder controls a valuable resource that can help the target achieve his/her goals - power involves the asymmetric dependence of one party on another

countervailing power

the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship

team cohesion

the degree of attraction people feel toward their team and their motivation to remain members **exist when team members make the team a part of their social identity

employee involvement

the degree to which employees influence how their work is organized and carried out

norm of reciprocity

the feeling that you should/must help someone because they have helped you in the past (this is a form of legitimate power because it an informal rule of conduct that we are expected to follow)

discretion

the freedom to exercise judgment or make decisions without referring to a specific role or receiving permission from someone else

social capital

the goodwill and resulting resources that come from members of a social network. this goodwill can be in the form of trust, support, sympathy, forgiveness and motivates employees to share resources. - increases visibility of members and helps enhance their individual power - increases referent power because members bond and begin to trust each other and develop bonds

centrality in social networks

the more central a person is located in their network the more power they have within that network because centrality is the measure of a person's importance in the network

which party/offer has the most power in a negotiation?

the party who brings the first offer

social loafing

the problem that occurs when people do less work when working in a group than if they were working alone because they are piggy-backing on the work of others

conflict

the process in which one party perceives that its interest are being opposed or negatively affected by another party

negotiation

the process where two or more conflicting parties attempt to resolve their differing goals by redefining the terms of their interdependence

reward power

this power is derived from the ability of a person to reward individuals for their work and/or take away negative reinforcement ex: pay, promotions, feedback about supervisors from employees

creating value

trying to obtain the best possible outcomes for both parties

what level of trust to employees usually have for new team members?

usually a moderate to high level of trust because people usually believe in their fellow team members to be competent and to develop a social identity with the team

task force teams

usually multi-skilled and temporary teams who work together to solve a problem, realize an opportunity, or design a product or service. Permanence: Low Skill Differentiation: Medium Authority Differentiation: Medium

production/service/leadership teams

usually multi-skilled team members who work together to collectively produce a common product, service, or ongoing decision. Permanence: High Skill Differentiation: Medium to high Authority Differentiation: Medium

constraints on team decision making (overconfidence)

when a team develops a false sense of invulnerability - in other words, the teams efficacy far exceed reality - group members become less vigilant, engage in less discussions, less likely to seek out and accept information for people outside of the team