man 4240 exam 3
aggressor
"puts down" or deflates fellow teammates
The Big Five Taxonomy
CANOE= conscientiousness, agreeable, neuroticism, openness, extraversion
moral awareness
FIRST step in the four component model. occurs when an authority recognizes that a moral issue exists in a situation or that an ethical code or principal is relevant to the circumstance.
production blocking
occurs when members have to wait on one another before they can do their part of the team task
devil's advocate
offers constructive challenges to the team's status quo.
trust
the willingness to be vulnerable to a trustee based on positive expectations about the trustee's actions and intentions
motivating and confidence building
things team members do or say that affect the degree to which members are motivated to work hard on the teams task
affect based trust
trust depends on feelings toward authority that go beyond any rational assessment
cognition based trust
trust is rooted in a rational assessment of the authority's trustworthiness
disposition based trust
your personality traits include a general propensity to trust others. has less to do with a particular authority and more to do with the trustor
team composition
the mix of people who make up the team
energizer
motivates team members to work harder toward team goals
neuroticism
nervous, moody, emotional, insecure, jealous unstable
differential reactivity
neurotic people are less likely to believe they can cope with the stressors that they experience
integrity
the perception that the authority adheres to a set of values and principles that the trustor finds acceptable
motivational loss
the loss in team productivity that occurs when team members don't work as hard as they could
moral judgement
SECOND step in the four component model. reflects the process people use to determine whether a particular course of action is ethical or unethical. most important factor influencing moral judgement is Kohlberg's theory of cognitive moral development.
moral intent
THIRD step in the four component model. reflects an authority's degree of commitment to the moral course of action.
positive affectivity
a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation
negative affectivity
a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance
respect rule
a rule within interpersonal justice. pertains to whether authorities treat employees in a dignified and sincere manner
propriety rule
a rule within interpersonal justice. reflects whether authorities refrain from making improper or offensive remarks
four component model of ethical decision making
argues that ethical behaviors result from a multistage sequence beginning with moral awareness, moral judgement, moral intent, and ethical behavior
team task roles
behaviors that directly facilitate the accomplishment of team tasks. orienter, devil's advocate, and energizer.
team building roles
behaviors that influence the quality of the team's social climate. harmonizer, encourager, compromiser
moral intensity
captures the degree to which an issue has ethical urgency. driven by two concerns: a particular issue is high in moral intensity if the potential for harm is perceived to be high; a particular issue is high in moral intensity if there is social pressure surrounding it.
parallel teams
composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process. require only part time commitment from members.
four rules within procedural justice that are fostered when authorities serve to adhere to equal employment opportunity
consistency, bias suppression, representativeness, and accuracy
openness
curious, imaginative, creative, complex, refined, sophisticated
conscientiousness
dependable, organized, reliable, ambitious, hardworking, persevering
management teams
designed to be relatively permanent. participate in managerial-level tasks that affect the entire organization. responsible for coordinating the activities of organizational subunits to help the organization achieve its long term goals.
work teams
designed to be relatively permanent. purpose is to produce goods and provide services and require a full time commitment from members.
orienter
establishes the direction for the team
employees can judge the fairness of an authority's decision making along what four dimensions?
distributive justice, procedural justice, interpersonal justice, and informational justice
surface level diversity
diversity regarding observable attributes such as race, ethnicity, sex, and age
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. these teams only exist as long as it takes to complete a project. some members work full time while others only need part time commitment
five stage progression model
forming, storming, norming, performing, adjourning
process loss
getting LESS from the team than you would expect based on the capabilities of its individual members. members have to work to not only accomplish their own tasks but also coordinate their activities with the activities of their teammates
process gain
getting MORE from the team than you would expect according to the capabilities of its individual members. most critical in situations in which the complexity of the work is high or tasks require members to combine their knowledge, skills, and efforts to solve problems
compromiser
helps the team see alternative solutions that teammates can accept
"track record"
if the track record has shown the authority to be trustworthy, then vulnerability to the authority can be accepted. if that track record is spotty however, then trust may not be warranted. three dimensions to gauge the track record of an authority figure= ability, benevolence, and integrity
affect management
involves activities that foster a sense of emotional balance and unity
mission analysis
involves an analysis of the team's task, the challenges that face the team, and the resources available for completing the task's work
systems monitoring
involves keeping track of things that the team needs to accomplish its work
helping behavior
involves members going out of their way to help or back up other team members
conflict management
involves the activities that the team uses to manage conflicts that arise in the course of its work
goal specification
involves the development and prioritization of goals related to the team's mission and strategy
agreeableness
kind, cooperative, sympathetic helpful, courteous, warm
dominator
manipulates teammates to acquire control and power
performing
members are comfortable working within their roles, and the team makes progress towards goals
outcome interdependence
members are linked to one another in terms of feedback and outcomes they receive as a consequence of working in the team
adjourning
members experience anxiety and other emotions as they disengage and ultimately separate from the team.
goal interdependence
members have a shared goal and align their individual goals with that vision
cohesion
members of teams can develop strong emotional bonds to other members of their team and to the team itself. tends to foster high levels of motivation and commitment to the team and as a result it promotes higher levels of team performance
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, the begin to cooperate with one another.
storming
members remain committed to ideas they bring with them to the team.
internal locus of control
people believe: people's misfortunes result from the mistakes they make. becoming a success is a matter of hard work. in the case of the well prepared student, there is rarely such thing as an unfair test. the average citizen can have an influence in government decisions. people are lonely because they don't try to be friendly.
external locus of control
people believe: unhappy things in people's lives are partly due to bad luck. getting a good job depends mainly on being in the right place at the right time. exam questions tend to be so unrelated to course work that studying is really useless. world is run by the few people in power, and there is not much the little guy can do about it. there's not much use in trying too hard to please people.
action teams
perform tasks that are normally limited in duration. the tasks are complex and take place in contexts that are highly visible to an audience or of a highly challenging nature. some of these teams work together for an extended amount of time or only as long as the project takes.
encourager
praises the work of teammates
coordination loss
process loss due to the time and energy it takes to coordinate work activities with other team members
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. differences in attitudes, values, and personality are good examples
task interdependence
refers to 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.
strategy formulation
refers to the development of courses of action and contingency plans, and then adapting those plans in light of changes that occur in the team's environment
accomplishment striving
reflects a strong desire to accomplish task-related goals as a means of expressing personality
status striving
reflects a strong desire to obtain a power and influence within a social structure as a means of expressing personality
communion striving
reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality.
individualistic roles
reflects behaviors that benefit the individual at the expense of the team. aggressor, dominator, recognition seeker.
ethics
reflects the degree to which the behaviors of an authority are in accordance with generally accepted moral norms
team process
reflects the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals
justice
reflects the perceived fairness of an authority's decision making
distributive justice
reflects the perceived fairness of decision making OUTCOMES. employees gauge distributive justice by asking whether decision outcomes, such as pay, rewards, evaluations, promotions, and work assignments, are allocated using proper norms
procedural justice
reflects the perceived fairness of decision making PROCESSES. is fostered when authorities adhere to rules of fair process. one of those rules is voice, or giving employees a chance to express their opinions and views during the course of decision making.
interpersonal justice
reflects the perceived fairness of the TREATMENT received by employees from authorities. is fostered when authorities treat employees adhere to two particular rules: respect and propriety rules
informational justice
reflects the perceived fairness of the communications provided to employees from authorities. fostered when authorities adhere to two rules: justification rule and truthfulness rule
locus of control
reflects whether people attribute the causes of events to themselves or to the external environment
five aspects of team composition
roles, ability, personality, diversity, and team size
zero acquaintance
situations in which two people have only just met
ability
skills, competencies, and areas of expertise that enable an authority to be successful in some specific area
harmonizer
steps in to resolve differences among team members
coordination
synchronizing team members activities in a way that makes them mesh effectively and seamlessly
recognition seeker
takes credit for teams success
extraversion
talkative, sociable, passionate, assertive, bold, dominate
interpersonal processes
team work processes, such as motivating and confidence building, that focus on the management of relationships among team members.
monitoring progress towards goals
teams that pay attention to goal-related information-perhaps by charting the team's performance relative to team goals-are typically in a good position to realize when they are "off track" and need to make changes
transition processes
teamwork activities that focus on preparation for future work . mission analysis, strategy formulation, goal specification
virtual teams
the members are geographically dispersed, and interdependent activity occurs through electronic communications-email, IM, and web conferencing
action processes
teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place. monitoring progress towards goals, systems monitoring, helping behavior, coordination
benevolence
the belief that the authority wants to do good for the trustor, apart from any selfish or profit-centered motives
trustworthiness
the characteristics or attributes of a trustee that inspire trust.
teamwork processes
the interpersonal activities that facilitate the accomplishment of the teams work but do not directly involve task accomplishment itself
trust propensity
type of disposition based trust. a general expectation that the words, promises, and statements of individuals and groups can be relied upon. represents a "faith in human nature"
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
sequential interdependence
type of task interdependence; different tasks are done in a prescribed order, and the group is structured such that members specialize in these tasks
pooled interdependence
type of task interdependence; group members complete their work assignments independently, and then this work is simply "piled up" to represent the groups output
reciprocal interdependence
type of task interdependence; members interact with a subset of other members to complete team's work instead of a strict sequence of activities.
comprehensive interdependence
type of task 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 whom they interact in the course of the collaboration involved in accomplishing the team's work.
