Management Quiz 3

Decision making

The process of choosing among alternatives courses of action

Power bases

The sources of power individuals and subunits develop in organizations Individuals without established power bases are more susceptible to powerlessness Two main ways to build within organizations- establishing non-substitutability, developing iconnection powers

Personal power

resides in the individual and is independent of position; it is generated in relationships with others Includes expert power and referent power

Psychological reactance theory

says that people rebel against constraints and efforts to control their behavior

behavioral foundations

separate people from the problem don't allow emotional consideration to affect the negotiation focus on interests rather than positions avoid premature judgements keep the identification of alternatives separate from their evaluation Judge possible agreements by set criteria or standards

Broker

serves as links between structural holes in a network, providing greater access to resources information and opportunities

Performance norms

sets expectations for how hard members work and what the team should accomplish

Political savvy

skill and adroitness at reading political environments and understanding how to influence effectively in these environments

Quality circle

small team of persons who meet periodically to discuss and make proposals for ways to improve quality

Control

the authority or ability to exercise restraining or dominating influence over someone or something. dependence in organizations is most often associated with control

Social capital

the current or potential resources gained through ones network

d. restricted

A co-acting group is most likely to use a(n) _________ communication network.

c. substance and relationship

Both _______ goals should be considered in any negotiation

a. position

Legitimate power is a form of ___________ power.

Reward power

Comes from the ability to administer outcomes that have positive valance and remove or decrease outcomes that have negative valence

inputs

Task characteristics, reward systems, and team size all __________ that can make difference in team effectiveness.

Structural holes

the gaps between individuals and groups in a social network

The FIRO-B theory

(fundamental interpersonal relations orientation) examines differences in how people relate to one another based on their needs to express and receive feelings of inclusion, control and affection Suggests that teams whose members have compatible needs to express and receive feelings of inclusion, control, and affection.

What teams do

-Teams that recommend things are set up to study specific problems and recommend solutions for them -Teams that run things lead organizations and their component parts -Teams that make or do things are work units that perform ongoing tasks such as marketing sales, systems analysis, manufacturing or working on special projects with assigned due dates.

A zero sum game

means one persons gain is equal to another person's loss Viewing power as a zero sum game causes you to lose power in the long run

Role overload

occurs when too much work is expected of the individual

c. soft distributive negotiation leads to accommodation or compromise

of the following statement, only ____________ is true.

Bargaining zone

range between one party's minimum reservation point and the other party's maximum reservation point

Approaches to distributive negotiation

1. "Hard"-- takes place when each party holds out to get its own way. This leads to competition, whereby each party seeks dominance over the other and tries to maximize self-interests. 2. "soft"-- takes place when one party or both parties make concessions just to get things over with. This soft approach leads to accommodation—in which one party gives in to the other—or to compromise—in which each party gives up some- thing of value in order to reach agreement.

Negotiation goals and outcomes

1. substance goals- deal with outcomes that relate to content issues under negotiation. 2. relationship goals- deals with outcomes that relate to how well people involved in the negotiation are able to work with one another one the process sin concluded.

How to gain integrative agreements:

1. attitudinal foundations 2. behavior foundations 3. informational foundations

a. workaround

A ____________ is when individuals go outside the formal system to accomplish a task or goal.

a. all-channel

A complex problem is best dealt with by a team using a(n) __________ communication network.

Substantive conflict

A fundamental disagreement over ends or goals to be pursued and the means for their accomplishment

Team

A group of people brought together to use their complementary skills to achieve a common purpose for which the=y are collectively accountable

c. accommodation

A lose-lose conflict is likely when the conflict management approach is one of _________.

a. person-role

A person facing an ethical dilemma involving differences between personal values and the expectations of the team is experiencing _________ conflict.

Role

A set of expectations associated with a job or position in a team.

c. task

A team member who does a good job at summarizing discussion, offering new ideas, and clarifying points made by others is providing leadership by contributing ____________ activities to the group process

c. substantive

A/an ________ conflict occurs in the form of a fundamental disagreement over ends or goals and the means for accomplishment.

Rules of brainstorming

All criticism is rules out Freewheeling is welcomed Quantity is a goal Piggybacking is good

Functional silos problem

Also called functional chimneys problem, occurs when members of one functional team fail to interact with others from other functional teams Th result is poor integration and poor coordination with other parts of the organization.

c. approach-approach

An ________ conflict occurs when a person must choose between two equally attractive alternative courses of action.

d. team viability

An effective team is defined as one that achieves high levels of task performance member satisfaction, and ___________.

c. principled negotiation

Another name for integrative negotiation is ___________.

Expert power

Comes from special skills and abilities that others need but do not possess themselves Expert power is also relative, not absolute

Stages of conflict

Antecedent conditions- set the conditions for conflict Perceived conflict- Substantive or emotional differences are sensed Felt conflict- Tension creates motivation to act Manifest conflict- Addressed by conflict resolution or suppressed

norms

Are rules or standards for the behavior of group members

informal groups

Are unofficial and emerge and coexist as a shadow to the formal structure and without any assigned purpose or official endorsement.

Task activities

As what team members and leaders do that directly contribute to the performance of important group tasks A team will have difficulty accomplishing its objectives when task activities are not well performed.

Appeals to common goals

Can focus attention of conflicting individuals and teams on one mutually desirable conclusion

Herbert Kelman three levels of conformity

Compliance- occurs when individuals accept another's influence because of the positive or negative outcomes tied to it. The motivation here is purely instrumental- it is done to obtain the specific reward or avoid the punishment associated with not complying Commitment- occurs when individuals accept an influence attempt out of duty or obligation Resistance- involves individuals saying no, making excuses, stalling or even arguing

b. of moderate intensity

Conflict that ends up being "functional" for the people and organization involved would most likely be ____________.

Two types of resistance

Constructive resistance- characterized by thoughtful dissent aimed at constructively challenging the manager to rethink the issue Dysfunctional resistance- involves ignoring or dismissing the request of the influencing agent

Ways teams make decisions

Decision by lack of response- one idea after another is suggested without any discussion taking place. When the team finally accepts an idea, all others have been bypassed and discarded by simple lack of response rather than by critical evaluation Decision by authority rule- the chairperson, manager or leader makes a decision for the team. Decision by minority rule- two or three people are able to dominate or railroad the group into making a decision with which they agree Decision by majority rule usually takes place as a formal vote to find the majority viewpoint and is one of the most common Decision by consensus- Results when discussion leads to one alternative being favored by most team members and other members agree to support it. Decision by unanimity may be an ideal state of affairs and is where all the team members wholeheartedly agree on the course of action to be taken.

Common team norms

Ethics norms Organizational and personal pride norms High-achievement norms Support and helpfulness norms Improvement and change norms

a. disruptive behaviors

Examples of _________ that can harm team performance includes when someone is being aggressive, makes inappropriate jokes, or talks about irrelevant matters in a group meeting

d. the zone of indifference

Failure to comply because a directive does not fall in the acceptable range of requests is called ___________.

Advantages of teams over individuals

First, when there is no clear "expert" for a particular task or problem, teams tend to make better judgments than does the average individuals alone. Second, teams are typically more successful than individuals when problems are complex and require a division of labor and the sharing of information. Third, because they tend to make riskier decisions, team can be more creative and innovative than individuals.

Stages of team development

Forming stage- focuses around the initial entry of members to a team Storming stage- one of high emotionality and tension among team members. Individuals begin to understand one another's interpersonal styles, and efforts are made to find ways to accomplish team goals while also satisfying individual needs. Norming stage- reached when members start to work together as a coordinated team. Performing stage- sometimes called total integration, marks the emergence of a mature, organized, and well-functioning team. Adjourning stage- is especially important for the many temporary teams such as task forces, committees, project teams, and the like.

Formal teams

Found in organizations are created and officially designated to serve specific purposes. They are created to solve specific problems or perform defined tasks and are then disbanded once the purpose has been accomplished.

Types of informal groups

Friendship groups consist of persons who like one another Interest groups consist or persons who share job-related interests, such as an intense desire to learn more about computers, or non work interests, such as community service, sports , or religion.

Delphi technique

Has evolved as useful decision-making technique when team members are unable to meet face to face.

Characteristics of high-performance teams

Have members who believe in team goals and are motivated to work hard to accomplish them Turn a general sense of purpose into specific performance objectives Have members with the right mix of skills Have collective intelligence

Role negotiations

Helpful way of managing role dynamics

b. good for members

Highly cohesive teams tend to be _________.

Two types of commitment

Identification is displayed when individuals accept an influence attempt because they want to maintain a positive relationship with the person or group making the influence request Internalization- occurs when an individual accepts influence because the induced behavior is congruent with their value system.

b. buffering

If two units or teams are engaged in almost continual conflict and the higher manager decides it is time to deal with matters through manager interdependence, which is a possible choice of conflict management approach?

b. organizational and personal pride

If you heard from an employee of a local bank "it's a tradition here for us to stand up and defend the bank when someone criticizes it," you could assume that the bank employees had strong ____________ norm

b. arbitration

In the process of alternative dispute resolution known as __________, a neutral third party acts as a judge to determine how a conflict will be resolved.

a. connection power

In today's interdependent society and knowledge-based organizations, _________ is becoming increasingly important

c. political savvy

Individuals who have ___________ know how to tend to read political situation and respond effectively

Forms of role conflict

Intrasender role conflict occurs when the same person sends conflicting expectations Intersender role conflict when different people send conflicting and mutually exclusive expectations. Person-role conflict occurs when a persons values and needs come into conflict with role expectations Inter-role conflict occurs when the expectations of two or more roles held by the same individuals became incompatible such as the conflict between work and family demands

Empowerment

Involves sharing power, information, and rewards with employees to make decisions and solve problems in their work. When managers empower others, they also empower themselves by gaining a more dedicated and engaged workforce.

Nominal group technique

Involves structured rules for generating and prioritizing ideas. The group technique begins by asking team members to respond individually and in writing to a nominal question Next participants in round robin fashion are asked to read or post their responses to the nominal question. A structured voting procedure us then used to prioritize responses to the nominal question and identity the choice or choices having most support.

Coercive power

Involves the use of threat o punishment. It stems from the expectation that one will be pushed if he or she fails to conform to the influence attempt

Multiskilling

Is important This means that team members are expected to perform many different jobs, even all of the team's jobs, as needed.

b. norming

It is during the __________ stage of team development that members begin to come together as a coordinated unit.

Team effectiveness equation

Team effectiveness= quality of inputs x (process gains- process losses) The stronger the input foundation of a team, the more likely it is that processes will be smooth and performance will be effective.

Centralized communication network

Link group members through a central control point Tasks that allow team members to work independently are best done using this method Aslo called a wheel network or chain network

c. the diversity-consensus dilemma

Members of a multinational task force in a large international business should probably be aware that ____________ might initially slow the progress of the team.

c. norming

Members of a team tend to become more motivated and better able to deal with conflict during the __________ stage of team development.

b. social capital

Networking builds __________ in organizations

Inter-team dynamics

Occur as groups cooperate and compete with one another.

Intergroup conflict

Occurs between teams, perhaps ones competing for scarce resources or rewards or one whose members have emotional problems with one another.

Role conflict

Occurs when a person is unable to meet the expectations of others

Role ambiguity

Occurs when a person is uncertain about his or her role or job on a team

Status congruence

Occurs when a person's position within the team is equivalent in status to positions the individual holds outside of it.

Hierarchical thinking

Occurs when hierarchical systems create environment of superiority among managers and inferiority among employees. Hierarchical thinking is a problem because it can lead employees to defer responsibility and initiative-taking and cripple an organization that needs to be flexible and adaptive to survive.

Lose-lose strategies

Occurs when nobody really gets what he or she wants in a conflict situation Avoidance- the extreme where no one acts assertively and everyone simply pretends the conflict doesn't exist and hopes it will go away Accommodation or smoothing- playing down differences among the conflicting parties and high-lighting similarities and areas of agreement Compromise- occurs when each party shows moderate assertiveness and cooperation and is ultimately willing to give up something of value to the other

Conflict

Occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.

d. collective accountability

One of the essential criteria of a true team is ________.

b. is a temporary solution that sets the stage for future conflict

One of the problem with the suppression of conflicts is that it ________.

Win-lose strategies

One party achieves its desires at the expense and to the exclusion of the other party's desires. Competition- party achieves victory through force, superior skill, or domination Authoritative command- a formal authority simply dictates a solution and specifies what is gained and last by whom.

d. informal system

Organizational politics occurs in the ________ of an organization

Entry of new members concerns

Participation- Will I be allowed to participate? Goals- Do I share the same goal as others? Control- will i be able to influence what takes place? Relationships- How close do people get? Processes- Are conflicts likely to be upsetting?

Team resources and setting

Performance can suffer when team goals are unclear, insufficiently challenging, or arbitrarily imposed Simply said, putting a team in the right workspace can go a long way toward nurturing teamwork.

Information power

Possession of or access to information that is valuable to others Individuals who have information power have wide discretion in how to use

b. association power

Power that comes from who you know is called __________.

Legitimate power

Represents the formal hierarchical authority that comes from a position This power associated with offices rather than between persons, and remains in the office regardless of who the occupant is. Managers who rely only on legitimate power are not likely to be powerful for very long.

b largely eliminate the need for a traditional supervisor

Self-managing teams _________

Brainstorming

Team members actively generate as many ideas and alternatives as possible.

Distributed leadership

Sharing of responsibilities for making task and maintenance contributions to move a team

b. force

Social power differs from __________, which is power made operative against another's will

Maintenance activities

Support the social and interpersonal relationships among team members. When maintenance leadership is poor, members become dissatisfied with one another, the value of their group membership diminishes and emotional conflicts may drain energies otherwise needed for task performance.

Contextual causes of conflict

TASK AND WORKFLOW INTERDEPENDENCIES: cause disputes and open disagreements among people and teams who are required to cooperate to meet challenging goals. STRUCTURAL DIFFERENTIATION: when different teams and work units pursue different goals with different time horizons DOMAIN AMBIGUITIES: when individuals or teams lack adequate task direction or goals and misunderstand RESOURCE SCARCITY: individuals or teams try to position themselves to gain or retain maximum shares of a limited resource pool. POWER OR VALUE ASYMMETRIES: interdependent people or teams differ substantially from one another in status and influence or in values

Social facilitation

Teams are also settings for something known as social facilitation- the tendency for one's behavior to be influenced by the presence of other in a group or social setting. The effect is positive and stimulates extra effort when one is proficient with the task at hand.

a. membership compatibilities

The FIRO-B theory deals with ________ in teams.

b. social loafing

The Ringlemann effect describes ________.

Power

The ability of a person or group to influence or control some aspect of another person or group. In organization, it is often associated with control over resources others need, such as money, information, decisions, work assignments and so on. Power is not an absolute.

Connection power

The ability to call on connections and networks both inside and outside the organization for support in getting things done and in meeting ones goals

5-7 members

The best size for a problem solving team is usually

Synergy

The creation of a whole that is greater than the sum of its part Synergy works within a team, and it works across teams as their collective efforts are harnessed to serve the organization as a whole.

Cohesiveness

The degree to which members are attracted to a group and motivated to remain part of it.

d. empowerment

The idea that social power can be an expanding pie is the basis for the trend toward __________.

Ideal size

The ideal size of creative and problem solving teams is probably between five and seven members, or just slightly larger.

a. upward referral

The indirect conflict management approach that uses the chain of command for conflict resolution is known as ___________.

Advantages and disadvantages of virtual teams

The potential advantages of virtual teams begin with the cost and time efficiencies of bringing together people located at some, perhaps great, distance from one another. The potential downsides to virtual teams are also real. Members may find it hard to get up to speed and work well with one another. The lack of face-to-face interaction limits the role of emotions and nonverbal cues in the communication process, perhaps depersonalizing relations among team members.

b. high achievement

The statement "on our team, people try to do their best" is an example of a(n) _______________ norm.

c. quality of inputs

The team effectiveness equation states: Team effectiveness = _________ x (process gains- process losses)

a. action oriented

The team-building process can best be described as participative, data based.

Diversity-consensus dilemma

The tendency for diversity to make it harder for team members to work together, even though the diversity itself expands the skills and perspectives available for problem solving.

Groupthink

The tendency of cohesive group members to lose their critical evaluative capabilities

a. groupthink

The tendency of teams to lose their critical evaluative capabilities during decision making is a phenomenon called ____________.

a. harmony, efficiency, and quality

The three criteria for effective negotiation are ________.

Proxemics

The use of space as people interact Team communication can be improved by arranging physical space to best support it

c. isolate the group from others

To increase team cohesiveness, one would ____________.

Types of new members

Tough battler- is frustrated by a lack of identity in the new group and may act aggressively or reject authority Friendly helper- is insecure, suffering uncertainties of intimacy and control. Objective thinker- The objective thinker is anxious about how personal needs will be met in the group.

Hierarchical causes of conflict

Vertical conflict- occurs between levels and commonly involves supervisor-subordinate and team leader-team member disagreements over resources, goals, deadlines, or performance results. Horizontal conflict- occurs between persons or groups working at the same organizational level. Line-staff conflict- involves disagreements between line and staff personnel over who has authority and control over decisions Role ambiguity conflicts- occurs when the communication of task expectations is unclear of upsetting in some way such as team member receiving different expectations from the leader and other members.

b. high-performance results

What can be predicted when you know that a team is highly cohesive?

c. coercive power

What form of power stems from the expectation that a person will be punished if he or she fails to conform to influence attempts?

d. appeal to common goals

When a manager asks people in conflict to remember the mission and purpose of the organization and to try and reconcile their differences in that context, she is using a conflict management approach known as ________.

d. control

When a new team member is anxious about questions such as "will I be able to influence what takes place?" the underlying issue is one of

a. myth of the fixed pie

When a person approaches a negotiation with the assumption that in order for him to gain his way the other party must lose or give up something the __________ negotiation pitfall is being exhibited.

c. status incongruence

When a person holds a prestigious position as a vice president in a top management team, but is considered just another member of an employee involvement team that a lower-level supervisor heads, the person might experience ___________.

c. Consensus

When a team decision requires a high degree of commitment for its implementation, a(n) _________ decision is generally preferred.

d. synergy

When a team is able to achieve more than its members could by working individually this is called __________.

d. better define member roles to improve individual accountability

When a team member engages in social loafing, one of the recommended strategies for dealing with this situation is to __________.

c. Instrumental

When individuals respond to power because they want to obtain a reward or avoid punishment, they are being ____________.

Team task

When tasks are clear and well defined, its quite easy for members to both know what they are trying to accomplish and work while doing it. The technical demands of a task include the degree to which it is routine or not, the level of difficulty involved, and the information requirement. The social demands of a task involve the degree to which issues of interpersonal relationships, egos, controversies over ends and means and the like come into play.

Functional conflict

constructive conflict, results in benefits to individuals, the team or the organization

a. greater cohesiveness

When two groups are in competition with one another, ____________ may be expected within each group. (a) greater cohesiveness (b) less reliance on the leader (c) poor task focus (d) more conflict

d. collaboration

Which approach to conflict management can be best described as both highly cooperative and highly assertive?

d. They could let members plan and control their own work

Which statement about self-managing teams is most accurate?

b. dysfunctional resistance

_________ is a passive form of resistance that involves noncompliance.

c. the Iron Law of Responsibility

__________ says that if you do not use power appropriately other will rise up to take it away

d. Power bases

_______________ help individuals have influence in organizations and provide protection against powerful others.

Team building

a collaborative way to gather and analyze data to improve teamwork Team building begins when someone notices an actual or a potential problem with teams effectiveness Out door experience approach to team building formal retreat approach, team building takes place at an off-site retreat Continuous improvement approach- the manager, team leader or group members themselves take responsibility for regularly engaging in the team-building process

Powerlessness

a lack of autonomy and participation Perceptions of powerlessness create spirals of helplessness and alienation.

Arbitration

a neutral third party acts as judge with the power to issue a decision binding for all parties

Mediation

a neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument

Alternative dispute resolution

a neutral third party works with persons involved in a negotiation to help them resolve impasses and settle disputes

Political skill

ability to use knowledge of others to influence them to act in desired ways

Win-win strategies

achieved by a blend of both high cooperativeness and high assertiveness. Collaboration and problem solving- involves a recognition by all conflicting parties that something is wrong and needs attention

Employee involvement team

applies to a wide variety of teams whose members meet regularly to collectively examine important workplace issues. Such employee involvement teams are supposed to mobilize the full extent of workers know-how and experiences for continuous improvements.

Problem-solving teams

are created temporarily to serve a specific purpose by dealing with a specific problem or opportunity

Organizational politics

are efforts by organizational members to seek resources and achieve desired goals through informal systems and structures.

informal systems

are patterns of activity and relationships that arise in everyday activities as individuals and groups work to get things done.

Association power

arises from influence with a powerful person on whom others depend

Benefits of self managing teams

better work quality, faster response to change, reduced absenteeism and turnover, and improved work attitudes and quality of work life. However, the shift from traditional work units to self-managing teams may encounter difficulties. May be difficult to adjust to the self-managing responsibilities and having the absence of s supervisor.

Emotional conflict

involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like

Cross-functional team

consists of people brought together from different functional departments or work units to achieve more horizontal integration and better lateral relations.

managing interdependence

decoupling- taking action to eliminate or reduce the required contact between conflicting parties Buffering- another approach that can be used when the inputs of one team are the outputs of another Linking-pin roles- assigning a person to serve as liaisons between groups that are prone to conflict

Force

describes power that occurs against another's will

Dysfunctional conflict

destructive conflict, works to the disadvantage of an individual of team. Diverts energies, hurts group cohesion, promotes interpersonal hostilities, and creates an overall negative environment for workers.

Formal system

dictate what is to be done in organizations and how work processes are to be coordinated and structured

Reciprocal alliances

represent power arising from alliances with others developed through reciprocity (the trading of power or favors for mutual gain in organizational transactions).

Common negotiation pitfalls

fixed pie myth- tendency to stake out your negotiating position based on the assumption that in order to gain your way, something must be subtracted from the gains of the other party escalating commitment over confidence too much telling- not talking to each other or understanding too little listening- not listening enough to understand

Distributive negotiation

focuses on positions staked out or declared by the parties involved, each of whom is trying to claim certain portions of the available pie

Integrative negotiation

focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it

Symptoms of groupthink

invulnerability- members assume that the team is too good for criticism Rationalizing unpleasant and disconfirming data- members refuse to accept contradictory data or to thoroughly consider alternatives. Inherent group morality- Members act as though the group is inherently right and above reproach Stereotyping competitors- members refuse to look realistically at other groups Applying direct pressure to deviants to conform to group wishes- members refuse to tolerate anyone who suggests the team may be wrong Self-censorship by members- members refuse to communicate personal concerns to the whole team. Illusions of unanimity- members are quick to accept consensus prematurely, without testing its completeness Mind guarding- Members try to protect the team from hearing disturbing ideas or outside viewpoints.

Self-managing team

high involvement workgroup design that is becoming increasingly well established. Sometimes called self-directed work teams, these teams are empowered to make the decisions needed to mange themselves on a day-to-day basis they need to be large enough to provide a good mix of skills and resources but small enough to function efficiently.

John French and Bertram Raven

identified a typology of five bases of power that is still used today. These bases are classified into two main categories position power and personal power

Disruptive behaviors

in teams harm the group process and limit team effectiveness Incivility or antisocial behavior by members can be specially disruptive of team dynamics and performance

Bathsheba syndrome

is epitomized when men and women in the pinnacle of power with strong personal integrity and intelligence engage in unethical and selfish behavior because they mistakenly believe they are above the law A key to being powerful is managing yourself in the face of power

Dependence

means that one person or group relies on another person or group to get what they want or need. If dependence can be easily removed then an individuals has power only as long as the other is willing to give it to him or her. If dependence cannot be easily removed individuals have little choice and must comply. Because power is based on dependence, we need to manage dependencies in order to manage power. We do this by increasing others' dependence on us and reducing our dependence on others. We reduce our dependence on others by increasing employability

Non-substitutable

means that the individual or the work performed by the subunit cannot be easily replaced.

Decentralized communication network

members communicate directly with one another Tasks that require intense interaction among team members are best done with this Information flows back and forth constantly with no one person serving as the center points

Virtual communication networks

members communicate electronically all or most of the time

Heterogenous teams

members differ in many characteristics - teamwork= "if" they fit and can work well together the diversity can be a source of advantage

homogeneous teams

members share many similar characteristics. - teamwork = not a problem but isn't always best

Self interested politics

occur when individuals or groups work to shift otherwise ambiguous outcomes to their personal advantage without consideration of the organization or coworkers

Workarounds

occur when people work around the system to accomplish a task or goal when the normal process or method isn't producing the desired result

interorganizational conflict

occurs between organizations Most commonly thought of in terms of the rivalry that characterizes firms operating in the same markets

Interpersonal conflict

occurs between two or more individuals in opposition to each other

Social loafing

occurs when people work less hard in groups than they would individually Also known as the Ringlemann effect it is the tendency of people to work less hard in group than they would individually Steps that team leaders can take include keeping group size small and redefining roles so that free-riders are more visible and peer pressures to perform are more likely, increasingly accountability by making individual performance expectations clear and specific and making rewards directly contingent on an individuals performance contribution.

Effective negotiation

occurs when substance issues are resolved and working relationships are maintained or improved

Teamwork

occurs when team members accept and live up to their collective accountability by actively working together so that all their respective skills are best used to achieve team goals

Conflict resolution

occurs when the reason for a conflict are eliminated.

Role underload

occurs when too little work is expected of the individual

Effective team

one that achieves high levels of task performance, member satisfaction, and team viability -Task performance- an effective team achieves its performance goals in the standard sense of quantity, quality and timeliness of work results -Member satisfaction- an effective team is one whose members believe that their participation and experiences are positive and meet of an effective teams are sufficiently satisfied to continue working well together on an ongoing basis. -Team viability- the members of an effective team are sufficiently satisfied to continue working well together on an ongoing basis.

Virtual teams

one whose members work together through computer mediation rather than face to face, is now common.

Iron Law of Responsibility

states that when power imbalances get bad enough, forces are triggered that will rise up and take the power away (to restore power balances).

Position power

stems from the formal hierarchy or authority vested in a particular role or position. power stays with the position Includes legitimate, reward, coercive

Referent power

the ability to alter another's behavior because of the individual's desire to identify with the power source Identification comes from a feeling of oneness with another, and it is based on the sense of wanting to be associated with another person or to feel part of a group

Intrapersonal conflict

tension experienced within the individual due to actual or perceived pressures from incompatible goals or expectations. Approach-approach conflict: when a person must choose between two positive and equally attractive alternatives. Avoidance-avoidance conflict: occurs when a person must choose between two negative or equally unattractive options. Approach-avoidance conflict: occurs when a person must decide to do something that has both positive and negative consequences

Collective intelligence

the ability of a group or team to perform well across a range of tasks Associated with gender diversity specifically with ratio of females to males in a group.

Collective intelligence

the ability of a team to perform well across a range of tasks. Collective intelligence is higher on teams having more female members, a finding researchers link to higher social sensitivity in team dynamics

Team or group dynamics

the forces operating in teams that affect the ways members work together They are especially important when teams are taking on new members, addressing disagreements, on goals and responsibilities, resolving decision-making delays and disputes, reducing personality friction and managing conflicts.

Rule of conformity

the greater the cohesiveness, the greater the conformity of members to team norms Cohesiveness tends to be high in teams that are homogenous in makeup

Human capital

the knowledge, skills, and intellectual assets employees bring to the workplace

Team composition

the mix of abilities, skills, personalities, and experiences that the members bring to the team

Negotiation

the process of making joint decisions when the parties involved have different preferences

Zone of indifference

the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment. When directives fall within the zone they are obeyed routinely, but when they fall without subjecting the directives to critical evaluation or judgement

Political climate

the shared perceptions about the political nature of the organization Perception depends- People who are connected with powerful others see the political climate as a vital and important part of their career and professional advancement. Those who are in the "out group" and without access to organizational power and status, have much more negative perceptions of organizational politics.

Restricted communication network

the subgroups contest each other's positions and restrict interactions with one another

Attitudinal foundations

there are 3 attitudinal foundations of integrative agreements: -willingness to trust the other party -willingness to share information -willingness to ask concrete questions

Organizational setting for negotiations

two-party negotiation- manager negotiates directly with one other person Group negotiation- the manager is a part of a team or group whose members are negotiating to arrive at a common decision Intergroup negotiation- the manager is a part of a team that is negotiating with another group to arrive at a decision regarding a problem or situation affecting both Constituency negotiations- each party represents a broader constituency

Social network analysis

used to identify the informal groups and networks of relationships that are active in an organization.

Social power

used to recognize that power comes from the ability to influence another in a social relation Social power is earned through relationships, and if it isn't used properly, it can be taken away.

Upward referral

uses the chain of command for conflict resolution Tempting but has limitations