MGMT 2103 - Exam 3

assigning someone in an organization or group the role of critic

devil's advocate

people who have a low tolerance for ambiguity and are task oriented when making decisions

directive decision-making style

Why should conflict not be avoided?

-can cost you a promotion -many employees are passed over for management and executive positions -conflict won't go away even if avoided

What are the three Cs that team players must possess in order for their team to be successful?

-commitment -competency -collaboration

Group influence brings individuals into the social fabric of an organization by:

-communicating norms -communicating role expectations

The assumptions behind non rational models of decision making

-decision makers lack complete information -managers struggle to make the best decisions -decision making lacks certainty

According the organizational psychologist, E.H. Schein, the size of a group is limited by the possibilities of:

-mutual awareness -mutual interaction

What is part of the criteria for a group?

-two or more freely interacting individuals who share norms and goals and have a common identity

the stages in the evolution of sharing power from domination to delegation (least to most)

1. domination 2. consultation 3. participation 4. delegation

Rank Tuckman's Five Stages of Group Development (in order)

1. forming 2. storming 3. norming 4. performing 5. adjourning

The Four Steps in the rational decision making model (in order)

1. identify the problem or opportunity 2. generate alternative solutions 3. evaluate alternatives and select a solutions 4. implement and evaluate the solution chosen

the steps in Bagley's ethical decision tree (in order)

1. is the proposed action legal? 2. does it maximize shareholder value? 3. is it ethical to take this action? 4. would it be ethical to not take this action?

the creative performance behaviors in order

1. problem formulation/definition 2. preparation/information gathering 3. idea generation 4. idea evaluation/validation

people who have a high tolerance for ambiguity and focus on people and the social aspects of a work situation

conceptual decision making style

a method of eliminating specific negative interactions such as name calling

conflict reduction

a shared perception among group members about the intensity of disagreement over tasks or relationships

conflict state

the process of producing new and useful idea concerning products, services, processes, and procedures

creativity

when specialists from different areas are put on the same team

cross-functional team

computer-based systems that help decision makers use data and models to solve problems

decision support systems

a graphical representation of the process underlying decisions that shows the consequences of making various choices

decision tree

the way an individual perceives stimuli and the general manner in which he or she responds to it

decision-making style

a group process that anonymously generates ideas or judgments from physically dispersed experts

delphi technique

the management practice that enhances employee performance, well-being, and positive attitudes

empowerment

What is a goal of collaboration?

ensuring a collective outcome is completed

the tendency to stick to an ineffective course of action when it is unlikely that a bad situation can be reversed

escalation of commitment bias

the process of conscientiously using the best available data when making managerial decisions

evidence-based decision making

informal groups

exists when members' overriding purpose in getting together is friendship or a common interest

information that can be easily described

explicit knowledge

Workers who meet regularly to discuss ways to improve product quality; assigned by an organization or its managers to accomplish specific goals

formal group

can lead to creative problem solving

functional conflict

consultive interactions, a focus on the issues, mutual respect, and useful give-and-take

functional conflict

when winning an argument with a rival overshadows the primary goal of trying to solve the problem

goal displacement

the feeling that binds group members together

group cohesiveness

Why do people form groups?

groups accomplish more than individuals; it improves individual and team accuracy

when people who are members of a cohesive in-group so strive for unanimity they fail to realistically appraise alternative courses of action

groupthink

the bias that occurs when knowledge of previous outcomes influences decisions about the probability of future occurrences

hindsight bias

Punctuated equilibrium is concerned with:

how a group functions in the face of change

conscious efforts to affect and change a specific behavior

influence tactics

a progressive win-win strategy to find an agreement that is better for both parties and no longer divides a fixed pie among parties

integrative negotiation

when you make a decision that comes to mind without clear awareness or evaluation of the evoking cues

intuition

conflict that reveals varying ideas outside of the personal opinions of the managers

programmed conflict

a shared belief help by team members that the team is a safe place for engaging in risky behaviors and that those who do will not be rejected or punished

psychological safety climate

the decision-making model that assumes managers are fully objective and have all information they need to make a decision

rational decision model

the decision-making heuristic used when people estimate the probability of an event occurring based on impressions about similar occurrences

representativeness bias

obtaining compliance by promising or granting rewards

reward power

a set of expected behaviors for a particular position

role

deciding to choose a solution that meets enough minimum qualifications

satisficing

a commonly used political tactic in organizations is blowing your own horn while not recognizing the accomplishments of others

self-promotion

The tendency for individual effort to decline as group size increases

social loafing

the transfer of authority and responsibilities from management to employees

structural empowerment

Employees in self-managed work groups are acting as their own ___________.

supervisors

enable the work group to define, clarify, and pursue a common purpose

task roles

a group whose effectiveness is measured by its collective outcomes

team

a small number of people with complementary skills committed to a common purpose, goals, and approach for which they hold themselves mutually accountable

team

the ability of a team to adapt to changes such as changing demands or the transition of members in or out of the group

team adaptive capacity

the collection of jobs, personalities, skills, experience, and knowledge of team members

team composition

plans that outline exactly what the team is to do, such as goal setting and defining member roles

team performance strategies

Why is the Reina Model used?

to restore trust when it has been compromised

the least effective way to used evidence-based decision making

to support a decision made intuitively

the extent to which a person has a high need for structure and control in his or her life

tolerance for ambiguity

the divide between an actual and a desired situation

a problem

the method of dispute resolution that is faster and more user-friendly instead of traditional approaches

alternative dispute resolution

high tolerance for ambiguity and focus on tasks and technical concerns

analytical decision-making style

when decision makers are influenced by the first information they receive even if it is irrelevant

anchoring bias

a choice that is made based on a well-known situation and a partly subconscious application of previously learned information

automated experience

the tendency to base decisions on information that is recent and easily recalled from memory

availability bias

Why are hybrid reward systems best for motivating teams?

because they recognize individual and team performance

low tolerance for ambiguity and focus strongly on people and the social aspects of a work situation

behavioral style of decision making

the idea that decision makers face various restrictions when making decisions

bounded rationality

a technique used for solving problems, generating creative ideas for new products, and removing performance roadblocks

brainstorming

an informal group bound together by the active pursuit of a single issue

coalition

the sense of "we-ness" that overrides individual differences and motives in a group

cohesiveness

foster supportive and constructive interpersonal relationships

maintenance roles

the extent to which group members feel comfortable;e disagreeing with other group members

minority dissent

decision making that involves at least two parties with distinct preferences and a give and take between them

negotiation

a group of people wanting social support for their general self-interests

network

the failure to correct misperceptions or conceal the negotiator's own position or circumstance such as a conflict of interest

nondisclosure

an attitude, feeling, opinion, or action shared by two or more people that guides behavior; help create order and allow groups to function more efficiently because they save groups from having to figure out how to do the same things each time they meet; helps groups move through the development process

norm

when you can possibly produce results that surpass goals

opportunity

intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed or aligned with those of the organization

organizational politics

the bias that takes place because we are optimistic based on overestimates of what we are able to do

overconfidence bias

interpersonal opposition based on personal disagreement

personality conflict

the ability to marshal human, informational, and other resources to get something done

power

the extent to which an individual focuses on either task and technical concerns or people and social concerns in making decisions

value orientation

a team that works together over time and distance using electronic media to combine effort and achieve goals

virtual team

the joint novelty and usefulness of a product or service as judged by others

creative outcome effectiveness

the cognitive shortcuts we use to simplify the decision making process

judgmental heuristics

realizing which emotions will best suit your objectives and being mindful of the during negotiation

knowing your ideal emotions