MGMT 310A Exam 3 Study Guide

What are the strategies for creating win-wins in integrative negotiations?

-gather information (build trust, ask questions, and strategically disclose information) -make multiple offers simultaneously -search for post-settlement settlements

What steps can organizations take to make sure that newcomers 'fit' with the culture?

-make a list of values and personality traits that match the culture of an organization Higher P-O fit relates to higher levels of job satisfaction and positive affect Positive P-O relates to reduced levels of stress

What are the different types of power that leaders possess? Where do they come from? What are the different outcomes? (Internalizaiton vs compliance)

1. Legitimate Power: derives from a position of authority inside the organization and is sometimes referred to as "formal authority". People with legitimate power have sometime--some term on an organizational chart of on their door that says, "Look, I'm supposed to have influence over you." (organizational) 2. Reward Power: exists when someone has control over the resources or rewards another person wants. Managers generally have control over raises, performance evaluations, awards, more desirable job assignments, and the resources an employee might require to a job effectively. (organizational) 3. Coercive Power: exists when a person has control over punishments in an organization. Operates primarily on the principle of fear. It exists when one person believes that another has the ability to punish him or her and is willing to use that power. (organizational) 4. Expert Power: derives from a person's expertise, skill, or knowledge on which others depend. When people have a tract record of high performance, the ability to solve problems, or specific knowledge that's necessary to accomplish tasks, they're more likely to be able to influence other people who need that expertise (personal) 5. Referent Power: exists when others have a desire to identify and be associated with a person. This desire is generally derived from affection, admiration, or loyalty toward a specific individual. (personal)

What contingency factors make it more or less difficult for leaders to exert their power?

1. Substitutability: degree to which people have alternatives in accessing resources. Leader's ability to influence others increases when there are no substitutes for the rewards or resources the leader controls. 2. Discretion: is the free to which managers have right to make decision on their own. Leader's ability to influence others increases when the leader's role is important and interdependent with others in the organization. 3. Centrality: represents how important a person's job is and how many people depend on that person to accomplish their tasks. Leader's ability to influence others increases when the leader has the freedom to make his or her own decisions without being restrained by organizational rules. 4. Visibility: how aware others are of a leader's power and position. Leader's ability to influence others increases when others know about the leader and the resources he or she can provide.

What makes a great team?

1. Team members spoke for equal amounts of time; this enhanced the collective intelligence of the team 2. Higher levels of social sensitivity; team members were adept at reading nonverbal and social cues from team members to determine how everyone was thinking/feeling during team time

What are Cialdini's weapons of persuasion, and how can they be used?

1. reciprocity: "We are obligated to give back to others, the form of behavior that they have first given to us. Essentially thou shall not take without giving in return." - Cialdini 2. consistency: The desire for consistency comes down to wanting to align our external behaviors with our inner beliefs and values. When we make a promise, we feel obliged to fulfil it. When we make a decision, we like to feel it was the right one. When we commit to something, we like to justify it. 3. social proof: Human beings are tribal by nature. If we're uncertain how to act, we take cues from those around us. To demonstrate how strong this urge is, Cialdini references an experiment where one or more people in a public setting suddenly fix their gaze up to the sky. Steadily, a growing number of bystanders would join them, looking up to see what the others were staring at, until crowds would eventually form... all looking at nothing. That's social proof in action. 4. liking: Cialdini uses the example of Tupperware parties to demonstrate the rule of liking. These were basically social get-togethers, engineered by a Tupperware sales rep, to get friends and neighbours to share, discuss and endorse Tupperware products. People are far more likely to buy products if their virtues are communicated by familiar faces. Often, we end up buying a particular product simply because we like the person selling it to us. 5. authority: Ultimately, selling a product is all about building up trust. And in order to be trusted, you need to position your brand as an authority. Cialdini writes about the sense of duty to authority within us all. People tend to obey authority figures, he says, even if asked to perform objectionable acts. The Milgram experiment infamously demonstrated this theory. 6. scarcity: People desire the things they perceive as less available. That's the principle of scarcity. There are plenty of examples of the principle of scarcity in action within e-commerce. For instance, sites like booking.com tell customers how many people have viewed a hotel, how many have booked, and how few rooms are left. Tactics such as this heighten anxiety over the possibility of missing out, generating a sense of urgency to act as soon as possible.

What are the different member roles?

A ROLE is defined as a pattern of behavior that a person is expected to display in a given context. In a team setting, there are a variety of roles that members can take or develop in the course of interacting with one another, and depending on the specific situation, the presence or absence of members who possess these roles may have a strong impact on team effectiveness. Team Task Roles: 1. Initiator-Contributor: proposes new ideas 2. Coordinator: tries to coordinate activities among team members 3. Orienter: determined the direction of the team's discussion 4. Devil's Advocate: offers challenges to the team's status quo 5. Energizer: motivates the team to strive to do better 6. Procedural Technician: Performs routine tasks needed to keep progress moving Team-Building Roles: 1. Encourager: praises the contributions of other team members 2. Harmonizer: mediates differences between group members 3. Compromiser: attempts to find the halfway point to end conflict 4. Gatekeeper-expediter: encourages participation from teammates 5. Standard setter: expresses goals for the team to achieve Individualistic Roles: 1. Aggressor: deflates teammates, expresses disapproval with hostility 2. Blocker: acts stubbornly resistant and disagrees beyond reason 3. Recognition Seeker: brags and calls attention to himself or herself 4. Self-Confessor: discloses personal opinions inappropriately 5. Slacker: acts cynically or nonchalantly, or goofs off 6. Dominator: manipulates team members for personal control

What is a team? How is a team different from a group?

A team consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose Teams are a special type of group, where a group is just a collection of two or more people

How is culture maintained and reinforced? ASA Model; socialization

ASA Framework: holds that potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants won't apply due to a perceived lack of fit. Organizations will select candidates based on whether their personalities fit the culture, further weeding out potential "mitfits". Finally, those people who still don't fit will either be unhappy or ineffective when working in the organization, which leads to attrition (i.e., voluntary or involuntary turnover) Example: FedEx Socialization: primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture. It's a process that begins before an employee starts work and doesn't end until an employee leaves the organization. 6 dimensions: goals and values, performance proficiency, language, history, politics, people

What are the types of action processes?

Action processes: are important as the taskwork is being accomplished. Teamwork processes such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place. -Monitoring Progress Toward 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. -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 -Coordination: refers to synchronizing team members' activities in a way that makes them mesh effectively and seamlessly.

What personality factors are most important for teams?

Agreeableness, Consciousness, Extrversion Agreeableness of team members has an important influence on team effectiveness. Agreeable people tend to be more cooperative and trusting, and these tendencies promote positive attitudes about the team and smooth interpersonal interactions. If a team is composed of too many highly agreeable members, there's a change that the members will behave in a way that enhances harmony of the team at the expense of task accomplishment. Team composition in terms of members' conscientiousness is important to teams. Almost any team would benefit from having members who tend to be dependable and work hard to achieve team goals. The personality characteristic of extraversion is relevant to team composition. People who are extraverted tend to perform more effectively in interpersonal contexts and are more positive and optimistic in general. However, research has shown that having too many members that are very high on extraversion can hurt the team. The reason for this can be attributed to extraverts' tendency to be assertive and dominant. When there are too many members with these types of tendencies, power struggles and unproductive conflict occur with greater frequency.

How does the Life Cycle Theory of Leadership state that situations affect those two dimensions?

Although initiating structure and consideration tend to be beneficial across situations, there may be circumstances in which they become more or less important. Life Cycle Theory of Leadership: argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.

What do we know about how gender influences ratings of leadership effectiveness?

Americans still don't prefer female leaders, but they're warming up to them They found that white male leaders were more likely to rate themselves as more effective than the female leaders were, other people were actually more likely to rate the female as more effective. When the researches combined the effect sizes for the self-ratings and the ratings of others, the gender difference in effectiveness evened out to approximately zero.

What are the pros and cons associated with team diversity?

Another aspect of team composition refers to the degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people (Team Diversity) PROS: Value in diversity problem-solving approach: diversity in teams is beneficial because it provides for a larger pool of knowledge and perspectives from which a team can draw as it carries out its work. Having greater diversity in knowledge perspectives stimulates the exchange of information, which in turn fosters learning among team members. The knowledge that results from this learning is then shared and integrated with the knowledge of other members, ultimately helping the team perform more effectively. Research has shown that these benefits of diversity are more likely to occur when the team includes members who are able and willing to put in the effort necessary to understand and integrate different perspectives. Teams that engage in work that's relatively complex and requires creativity tend to benefit most from diversity, and research on teams that are diverse in terms of many different characteristics related to knowledge and perspectives--ethnicity, expertise, personality, attitudes--supports this idea CONS: Similarity-attraction approach: a theory that's been used widely to explain why diversity may have detrimental effects on teams People tend to be more attracted to others who are perceived as more similar. People also tend to avoid interacting with those who are perceived to be dissimilar, to reduce the likelihood of having uncomfortable disagreements. Consistent with this perspective, research has shown that diversity on attributes such as cultural background, race, and attitudes is associated with communication problems and ultimately poor team effectiveness

What are aspiration points and reservation points?

Aspiration Points: the price/cost/offer you hope or aspire to reach in the final agreement Reservation Point: the minimum you would accept, or the maximum you would offer

What four styles can leaders use to make decisions? (e.g., autocratic, consultative, facilitative, delegative)

Autocratic: the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit. The employees may provide information that the leader needs but are not asked to generate or evaluate potential solutions. In fat, they may not even be told about the decision that needs to be made, knowing only that the leader wants information for some reason. Consultative Style: leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him-or herself. With this style--employees do "have a say" in the process, but the ultimate authority still resets with the leader Facilitative Style: leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight that anyone else's. With this style, the leader is more facilitator than decision maker. Delegative Style: leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions. The leader plays no role in the deliberations unless asked, though he or she may offer encouragement and provide necessary resources behind the scenes. There is no one decision-making style that's effective across all situations, and all styles have their pluses and minuses. There are many factors to consider when leaders choose a deicison-making style. The most obvious consideration is the quality of the resulting decision, because making the correct decision is the ultimate means of judging the leader.

What is a BATNA?

BATNA: a negotiator's best alternative to a negotiated agreement -also good to estimate your opponent's BATNA -identify all of the parties' interests, and think through the relative importance of your own interests

What are the team states? (e.g., cohesion, potency, mental models, transactive memory)

Cohesion: a team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself Potency: refers to the degree to which members believe that the team can be effective across a variety of situations and tasks Mental Models: refer to the level of common understanding among team members with regard to important aspects of the team and its task Transactive Memory: refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team

What are common negotiation traps and common negotiation myths?

Common Negotiation Traps: -leaving money on the table -settling for too little -walking away from the table -settling for teams that are worse than your best alternative ("Agreement Bias") -self-reinforcing incompetence Common Negotiation Myths: -negotiations are all fixed-sum -negotiators are either tough or soft -good negotiators are born -life experience is a great teacher (Without diagnostic feedback, you cannot learn) -good negotiators take risks

What factors influence the communication process in teams?

Communication: the process by which information and meaning get transferred from a sender to a receiver Factors that influence communication process: 1. Communicators 2. Noise 3. Information Richness -Communicators: they need to encode and interpret the messages, and it turns out that these activities can be major sources of communication problems. -Communication Competence: refers to the skills involved in encoding, transmitting, and receiving messages. -Emotions and Emotional Intelligence: emotions can affect how people express themselves and can also cloud their interpretation of information they receive from others Noise: depending on how the message is being transmitted, noise can take on several difference forms. Information Richness: the amount and depth of information that gets transmitted through face-to-face channels have the highest level of information richness because senders convey meaning both through language, and also nonverbally through body language, facial expressions, and tone of voice.

How do leaders use their power/influence to resolve conflicts in the workplace? (competing, collaborating, comprise, avoiding, accommodation) How do assertiveness and cooperativeness fit into this framework? When is each strategy appropriate?

Competing: (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. It could be considered a win-lose approach to conflict management. Used in a quick decision is really important, when you believe you are right other solutions are wrong and there is no middle-ground, and when someone will try to leverage your unwillingness to compete against you. Avoiding: (low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down. Avoiding usually results in an unfavorable result for everyone, including the organization and may result in negative feelings toward the leader. Used if the issue is not as important as others from a timing perspective, when there is no acceptable alternative and you cant' win, arriving at a solution will cause more strife than a solution is worth, when people's emotions are running high and backing off might help to come up with a resolution, and if acquiring more information would help to arrive at a better solution Accommodating: (low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way. Leaders will typically use an accommodating strategy when the issue is really not that important to them but is very important to the other party. Used when if you arrive at the conclusions that your choice or solution is wrong or that an alternative is better, when you want to show that you are reasonable and/or to build up credit with others, when others care substantially more about the outcome that you do and the ongoing relationship is important, and if you are going to lose and want to preserve your dignity. Collaboration: (high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes. Collaboration is seen as a win-win form of conflict resolution. Regarded as the most effective form of conflict resolution. Most difficult to come by because it requires full sharing of information by both parties, a full discussion of concerns, relatively equal power between parties, and a lot of time investment to arrive at a resolution. Used when both parties have legitimate concerns and compromise won't solve the problem, when different perspectives or learning might help arrive at a better alternative, and to build commitment by working together toward a consensus decision. Compromise: (moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give-and-take concessions. Perhaps the most common form of conflict resolution, whereby each party's losses are offset by gains and vice verse. Used when a strong approach isn't worth the damage it might cause, if both parties are committed to their choices and they are equally powerful, arriving at an interim solution allows you to examine a complicated issue more full, when time pressure doesn't allow for a protracted resolution, and when other approaches haven't worked.

Types of conflict?

Conflict tends to have a negative impact on a team, but the nature of this effect depends on the focus of the conflict as well as the manner in which the conflict is managed Relationship conflict: refers to disagreements among team members in terms of interpersonal relationships or incompatibilities with respect or personal values or preferences. This type of conflict centers on issues that are not directly connected to the team's task. Relationship conflict is not only dissatisfying to most people, it also tends to result in reduced team performance Task Conflict: refers to the disagreements among members about the team's task. This type of conflict can be beneficial to teams if its stimulates conversations that result in the development and expression of new ideas. Task conflict tends to result in reduced team effectiveness unless several conditions are present

What is culture strength?

Culture Strength: the degree to which employees agree about how things should happen within the organization and behave accordingly.

What are the specific culture types? (e.g., service, safety, diversity, creativity)

Customer Service Culture: focused on service quality. "The customer is always right". Important since 65% of US organizations are service-based. Goals is to change employee attitudes/behaviors toward customers to increase customer service. Safety Culture: a specific culture focused on the safety of employees. Diversity Culture: s specific culture type focused on fostering or taking advantage of a diverse group of employees Creativity Culture: a specific culture type focused on fostering a creative atmosphere

What are the four key dimensions that make up transformational leadership (e.g., idealized influence, inspirational motivation, intellectual stimulation, individualized consideration)

Idealized Influence: behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader. Represented by statements like: "The leader instills pride in me for being associated with him/her". Inspirational Motivation: behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future. That vision is transmitted through a sort of "meaning-making" process in which the negative features of the status quo are emphasized while highlighting the positive features of the potential future. "The leader articulates a compelling vision of the future" Intellectual Stimulation: involving behaving in ways that challenge followers to be innovative and creative by questioning assumption and reframing old situations in new ways. "The leader gets others to look at problems from many different angles" Individualized Consideration: behaving in a way that help followers achieve their potential through coaching, development, and mentoring. "The leader spends time teaching and coaching"

What are initiating structure and consideration?

Initiating Structure: reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment. Leaders who are high on initiating structure play a more active role in directing group activities and prioritize planning, scheduling, and trying out new ideas. They might emphasize the importance of meeting deadlines, describe explicit standards of performance, ask employees to follow formalized procedures, and criticize poor work when necessary. Consideration: reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings. Leaders who are high on consideration create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees. They might do personal favors for employees, take time to listen to their problems, "go to bat" for them when needed, and treat them as equals.

What are the types of interpersonal processes?

Interpersonal Processes: are important before, during or between periods of taskwork, and each relates to the manner in which team members manage their relationships. -Motivating and Confidence Building: refers to things team members do or say that affect the degree to which members are motivated to work hard on the team's task -Affect Management: involves activities that foster a sense of emotional balance and unity. -Conflict Management: involves the activities that the team uses to manage conflicts that arise in the course of its work

What does it mean for a leader to be effective?

Leader effectiveness: the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads -choosing the most effective leadership style -engaging in adequate levels of initiating structure and consideration -utilize appropriate levels of both transactional and transformational leadership

What is leader-member exchange?

Leader-member exchange: a theory describing how leader-member relationships develop over time on a dyadic basis

Can leaders be trained to be more effective?

Leaders can be trained to be effective. In fact, such training can be used to increase transformational leadership behaviors, despite the fact that charisma is somewhat dependent on personality and genetic factors.

What is leadership, and what role do power and influence play in leadership?

Leadership: as the use of power and influence to direct the activities of followers toward goal achievement. Leaders use their ability to influence the behavior of others and resist unwanted influence in return.

What is leadership?

Leadership: use of power and influence to direct the activities of followers toward goal achievement

Which strategies tent to work for subordinates/followers influencing leaders?

Most Effective to least effective 1. internalization (behavior and attitudinal changes) 2. compliance (behavioral change only) 3. resistance (no change in behavior or attitude) Internalization occurs when the target of influence agrees with and becomes committed to the influence requires. For a leader, this is the best outcome because it results in employees putting forth the greatest level of effort in accomplishing what they are asked to do. It reflects a shift in both the behaviors and the attitudes of employees. Compliance occurs when targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence. Compliance reflects a shift in the behaviors of employees but not their attitudes. The behavior is the most common response to influence attempts in organizations, because anyone with some degree of power who makes a reasonable request is likely to achieve compliance. That response allows leaders to accomplish their purpose, but it doesn't bring about the highest levels of employee effort and dedication. Resistance occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it. Employee resistance could come in the form of making excuses, trying to influence the requestor in return, or simply refusing to carry out the request. It is most likely when the influencer's power is low relative to the target or when the request itself is inappropriate or unreasonable.

What are the ways in which leaders negotiate in the workplace? (e.g., distributive bargaining, integrative bargaining)

Negotiation: is a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences. 2 Strategies: 1. Distributive Bargaining: involves win-lose negotiating over a "fixed-pie" of resources. (ie purchase of a car) 2. Integrative Bargaining: aimed at accomplishing a win-win scenario. It involves the use of problem solving and mutual respect to achieve an outcome that's satisfying for both parties.

What are three components of organizational culture? (e.g., observable artifacts, espoused values, basic underlying assumptions)

Observable Artifacts: are the manifestations of an organization's culture that employees can easily see or talk about. They supply the signals that employees interpret to gauge how they should act during the workday. They supply the primary means of transmitting an organization's culture to its workforce. Six major types of artifacts: symbols, physical structures, language, stories, rituals, and ceremonies. Espoused Values: beliefs, philosophies, and norms that a company explicitly states. Can range from published documents, such as a company's vision or mission statement, to verbal statements made to employees by executives and managers. (Whole Foods) Basic Underlying Assumptions: taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation. These assumptions represent the deepest and least observable part of a culture and may not be consciously apparent, even to organizational veterans.

What types of problems do teams present to managers, and how can we solve them?

One solution to this dilemma has been to design team reward structures with: -Hybrid Outcome Interdependence: members receive rewards that are dependent on both their team's performance and how well they perform as individuals One to resolve the dilemma of outcome interdependence is to implement a level of team-based pay that matches the level of task interdependence. Members tend to be more productive in high task interdependence situations when there's also high outcome interdependence.

What is organizational culture?

Organizational Culture: the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees

What are organizational politics? When are they likely to occur?

Organizational Politics can be seen as actions by individuals that are directed toward the goal of furthering their own self-interests. Although there's generally a negative perception of politics, it's important to note that this definition doesn't imply that furthering one's self-interests is necessarily in opposition to the company's interests. A leader needs to be able to push his or her own ideas and influence others through the use of organizational politics.

What enhances or limits the positive effects of leader extraversion?

People who are more outgoing usually seek leadership positions When employees were less proactive, it was beneficial in terms of store profits for leaders to be more extraverted. When employees were more proactive (go getters), it was beneficial for leaders to be less extraverted. people who are less extraverted are more open for change and suggestions.

How do employees typically react to organizational politics?

People's perceptions of politics are generally negative. This perception is certainly understandable, as anytime someone acts in a self-serving manner, it's potentially to the detriment of others. In a highly charged political environment in which people are trying to capture resources and influence one another toward potentially opposing goals, it's only natural that some employees will feel stress about the uncertainty they face at work. Environments that are perceived as extremely political have been shown to cause lower job satisfaction, increased strain, lower job performance, higher turnover intentions, and lower organizational commitment among employees.

What is person-organization fit? How important is it for job performance and organizational commitment?

Person-Organization Fit: degree to which a person's personality and values match the culture of an organization. Employees judge fit by thinking about the values they prioritize the most, then judging whether the organization shares those values. When employees feel that their values and personality match those of the organization, they experience higher levels of job satisfaction and feel less stress about their day-to-day tasks. They also feel higher levels of trust toward their managers. Taken together, those results illustrate why person-organization fit is so highly correlated with organizational commitment, one of the two outcomes in our integrative model of OB. Person-Organization Fit has a weak positive effect on Job Performance. Person-Organization Fit has a strong positive effect on Organizational Commitment.

What is political skill, and what dimensions make up political skill?

Political Skill: is the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives 4 dimensions: 1. Networking ability: is an adeptness at identifying and developing diverse contacts. 2. Social Astuteness: is the tendency to observe others and accurately interpret their behavior. 3. Interpersonal Influence: involves having an unassuming and convincing personal style that's flexible enough to adapt to different situations 4. Apparent Sincerity: involves appearing to others to have high levels of honesty and genuineness. These four skills provide a distinct advantage when navigating the political environments in organizations.

What are the two models of team formation? (e.g., linear versus non-linear, know stages)

Predictable Sequence: 1. Forming: members orient themselves by trying to understand their boundaries in the team. Members try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who's in charge. 2. Storming: members remain committed to ideas they bring with them to the team. This initial unwillingness to accommodate others' ideas triggers conflict that negatively affects some interpersonal relationships and harms the team's progress. 3. Norming: Members realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another. Feelings of solidarity develop as members work toward team goals. 4. Performing: Members are comfortable working within their roles, and the team makes progress toward goals. 5. Adjourning: Finally, because the life span of many teams is limited, there's a stage called adjourning. In this stage, members experience anxiety and other emotions as they disengage and ultimately separate from the team Less Linear Fashion: 1. Forming and Pattern Creation (Time) 2. Inertia (Time) -Punctuated Equilibrium-(Midpoint) 3. Process Revision (Time) 4. Inertia (Time)

What is process gain versus process loss when discussing team processes?

Process gain is getting more from the team than you would expect according to the capabilities of its individual members Process loss is getting less from the team than you would expect based on the capabilities of its individual members

What causes process loss?

Process laud is a common and costly by-product of doing work in teams. 1 Factor: Members have to work to not only accomplish their own tasks, but also coordinate their activities with the activities of their teammates. Although this extra effort focused on integrating work is a necessary aspect of the team experience, it's called coordination loss because it consumes time and energy that could otherwise be devoted to task activity. 2nd Factor: Motivational Loss: loss in team productivity that occurs when team members don't work as hard as they could. This occurs in team contexts that it's often quite difficult to gauge exactly how much each team member contributes to the team

What are the pros and cons associated with having a strong culture?

Pros: -differentiates the organization from others -allows employees to identify themselves with the organization -facilitates desired behaviors among employees -creates stability within the organization Cons: -makes merging with another organization more difficult -attracts and retains similar kinds of employees, thereby limiting diversity of thought -can be "too much of a good thing" if it creates extreme behaviors among employees -makes adapting to the environment more difficult

What influence tactics/behaviors do leaders exhibit when trying to influence others, and which are most effective?

Rational Persuasion: use of logical arguments and hard facts to show the target that the request is worthwhile one. Research shows it is most effective when it helps show that the proposal is important and feasible. Important because it's the only tactic that is consistently successful in the case of upward influence. Inspirational Appeal: is the tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction. To use this tactic effectively, leaders must have insight into what kinds of things are important to the target. Consultation: occurs when the target is allowed to participate in deciding how to carry out or implement a request. This tactic increases commitment from the target, who now has a stake in seeing that his or her opinions are valued. Collaboration: attempting to make it easier for the target to complete the request. It could involve the leader helping complete the task, providing resources, or removing obstacles that make task completion difficult. These next three are sometimes effective sometimes not: 1. Ingratiation: use of favors, compliments, or friendly behavior to make the target feel better about the influencer. More effective when used as a long-term strategy and not nearly as effective when used immediately prior to making an influence attempt 2. Personal Appeals: occur when the requestor asks for something based on personal friendship or loyalty. The stronger the friendship, the more successful the attempt is likely to be. 3. Apprising: occurs when the requestor clearly explains why performing the request will benefit the target personally. It differs from rational persuasion in that it focuses solely on the benefit to the target as opposed to simple logic or benefits to the group or organization.

What does employee readiness mean?

Readiness: defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks. The theory suggests that readiness varies across employees and can be expressed in terms of four important snapchats: R1-R4. R1 (LOW): eager but inexperiences R2 (Moderate): tasks seem harder than expected R3 (Moderate): starting to work well together R4 (High): firing on all cyclinders

Trait versus behavioral versus situational theories of leadership (basic assumptions and implications)

Situational Theory of Leadership -initiating structure/consideration behaviors may be more or less effective depending upon the situation or readiness of employees on the work unit Trait-leadership correlations: weak in magnitude, particularly when leader effectiveness serves as the outcome. The focus on leader traits holds less practical relevance than a focus on leader actions. Although research shows that traits can seemingly have an effect on leader effectiveness, these effects are generally explained much more strongly by leader behavior. Behavior

What are the general culture types? What two dimensions do they vary on?

Solidarity and Sociability Solidarity: is the degree to which group members think and act alike Sociability: represents how friendly employees are to one another Organizations that are low on both dimensions have a FRAGMENTED CULTURE (employees are distant and disconnected from one another) Organizations that have cultures in which employees think alike but aren't friendly to one another can be considered MERCENARY CULTURES Employees are friendly to one another, but everyone thinks differently and does his or her own thing, are NETWORKED CULTURES Organizations with friendly employees who all think alike are COMMUNAL CULTURES

How do team characteristics affect team performance and team commitment?

Task interdependence has a moderate positive effect on team performance and a weak relationship with team commitment

How do team characteristics influence team effectiveness? What are the two factors that comprise team effectiveness? (e.g., performance, viability)

Task interdependence has a moderate positive relationship with team performance and a weak relationship with team commitment. Team Performance: may include metrics such as the quantity and quality of goods or services produces, customer satisfaction, the effectiveness or accuracy of decisions, victories, completed reports, and successful investigations. Team performance in the context of student project teams most often means the quality with which the team completes assignments and projects, as well as the grades they earn. Team viability: (can be referred to as team commitment too) refers to the likelihood that the team can work together effectively into the future. If the team experience is not satisfying and the members do not feel a bond with one another or with the team itself, members may become disillusioned and focus their energy on activities away from the team. Although a team with low viability might be able to work together on short-term projects, over the long run, a team such as this is bound to have significant problems. Rather than planning for future tasks and working through issues that might improve the team, members of a team with low viability are more apt to be looking ahead to the team's ultimate demise

What are taskwork processes? (e.g., creative behavior, decision making, boundary spanning)

Taskwork processes: are the activities of team members that relate directly to the accomplishment of team tasks. Taskwork occurs any time that team members interact with the tool or technologies that are used to complete their work. In the context of teams, three types of taskwork processes are crucially important: -creative behavior -decision making -boundary spanning

What are team processes? How do they affect team effectiveness?

Team Process is term that refers to the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals Team characteristics, like member diversity, task interdependence, team size, and so forth, affect team processes and communication. Those processes, in turn, have a strong impact on team effectiveness.

What are the types of team interdependence?

Team interdependence refers to the degree which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team. 4 types of team interdependence: 1. Pooled Interdependence: the lowest degree of required coordination. Group members complete their work assignments independently, and then this work is simply "piled up" to represent the group's output. (fishing boat) 2. Sequential Interdependence: Different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks. Although members in groups with sequential interdependence interact to carry out their work, the interaction occurs only between members who perform tasks that are next to each other in the sequence. Moreover, the member performing the task in the latter part of the sequence depends on the member performing the task in the earlier part of the sequence, but not the other way around (assembly line) 3. Reciprocal Interdependence: members are specialized to perform specific tasks. However, instead of a strict sequence of activities, members interact with a subset of other members to complete the team's work. Consider a team of people who are involved in a business that designs custom homes for wealthy clients. After meeting with a client, the salesperson would provide general criteria, structural and aesthetic details, and some rough sketches to an architect who would work up some initial plans and elevations. The architect then would submit the initial plans to the salesperson, who would review the plans with the customer. Typically the plans need to be revised by the architect several times, and during this process, customers have questions and requests that require the architect to consult with other members of the team. For example, the architect and structural engineer may have to meet to decide where to locate support beams and load-bearing walls. 4. Comprehensive Interdependence: requires the highest level of interaction and coordination among members as they try to accomplish work. Members have 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. Teams at IDEO, arguably the world's most successful product design firm ,function with comprehensive interdependence. These teams are composed of individuals from very diverse backgrounds, and they meet as a team quite often to share knowledge and ideas to solve problems related to their design projects

What types of tasks do teams have & how do they relate to member ability?

Team task roles refer to behaviors that directly facilitate the accomplishment of team tasks Orienter: who establishes the direction for the team Devil's Advocate: who offers constructive challenges to the team's status quo Energizer: who motivates team members to work harder toward team goals The importance of specific task-oriented roles depends on the nature of the work in which the team is involved The orienter role may be particularly important in teams that have autonomy over how to accomplish their work The devil's advocate role may be particularly important in team contexts in which decisions are "high stakes" in nature Energizer role may be most important in teams in which the work is important but not intrinsically motivating

How do team processes affect team performance and commitment to the team?

Teamwork processes have a moderate positive effect on team performance. Teamwork processes have a strong positive effect on team commitment.

What are teamwork processes, and when do they occur? (e.g., transition processes, action processes, interpersonal processes)

Teamwork processes refer to the interpersonal activities that facilitate the accomplishment of the team's work, but do not directly involve task accomplishment itself Teamwork processes become important as soon as teams first begin their work.

What factors are involved in team composition (e.g., member roles, member ability, member personality, team diversity, team size)

There are 5 factors in team composition 1. Member Roles 2. Member Ability 3. Member Personality 4. Team Diversity 5. Team Size

According to the time-sensitive model of decision making strategies (or, the time-driven model of leadership), what factors combine to make some decision making styles more or less effective in a given situation? How supported is this model?

Time-Driven Model of Leadership: focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations. There are 7 factors in the model that make some decision-making styles more effective in a given situation and other styles less effective. 1. Decision Significance: is the decision significant to the success of the project or the organization? 2. Importance of Commitment: is it important that employees "buy in" to the decision? 3. Leader Expertise: does the leader have significant knowledge or expertise regarding the problem? 4. Likelihood of Commitment: How likely is it that employees will trust the leader's decision and commit to it? 5. Shared Objectives: do employees share and support the same objectives, or do they have an agenda of their own? 6. Employee expertise: do the employees have significant knowledge or expertise regarding the problem? 7. Teamwork skills: do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies? Autocratic styles are reserved for decisions that are insignificant or for which employee commitment is unimportant.The only exception is when the leader's expertise is high and the leader is trusted. An autocratic style in these situations could result in an accurate decision that makes the most efficient used of employees' time. Delegative styles should be reserved for circumstances in which employees have strong teamwork skills and are not likely to commit blindly to whatever decision the leader provides. Deciding between the remaining two styles-consultative and facilitative--is more nuanced and requires a more complete consideration of all seven factors. Leaders' instincts often violate the model**** -leaders overuse consultative styles and underutilize autocratic and facilitative

How does transformational differ from transactional leadership? Laissez-Faire?

Transformational Leadership: involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives. Laissez-Faire: (i.e., hands-off) Leadership, the avoidance of leadership altogether. Transactional Leadership: when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance transactional refers to the bulk of leadership models, which focuses on the exchanges that occur between leaders and their followers. transformational is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.

How does leadership affect job performance and organizational commitment?

Transformational leadership has a moderate positive effect on Job Performance. Transformational leadership has a strong positive effect on Organizational Commitment.

What are the types of transition processes?

Transition processes are teamwork activities that focus on preparation for future work. -Mission Analysis: involves an analysis of the team's task, the challenges that face the team, and the resources available for completing the team's work -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 -Goal Specification: involves the development and prioritization of goals related to the team's mission and strategy

What are the recommendations for team size? How big is too big?

Two adages are relevant to team size: "the more the merrier" and "too many cooks to spoil the pot" Correct answer: having greater number of members is beneficial for management and project teams but not for teams engaged in production tasks Management and project teams engage in work that's complex and knowledge is intensive, and these teams therefore benefit from the additional resources and expertise contributes by additional members Production teams tend to engage in routine tasks that are less complex. Having additional members beyond what's necessary to accomplish the work tends to result in unnecessary coordination and communication problems Jeff Bezos uses the two-pizza rule: "if a team can't be fed by two pizzas, it's too large"

What are the different ways a culture can be changed?

Very difficult to change culture that's been in place for a long time!! 2 Ways: -leaders can either be expected to maintain an OC (e.g., Apple) -leaders can be brought in to intentionally change the OC (GM) Successful merger example: Delta-Northwest; Delta much better culture than NW so NW employees had to adapt Less successful: Exxon/Mobil and AOL/Time Warner

What are virtual teams?

Virtual teams are teams in which the members are geographically dispersed, and interdependent activity occurs through electronic communications--primarily e-mail, instant messaging, group calendars, web conferencing, social media, and other meeting tools

What are the five general types of teams? How are they distinct from one another?

Work Team-products goods or provide services. Long life span. High member involvement. Self-managed work team, production team, sales team Management Team- integrate activities of subunits across business functions. Long life span. Moderate member involvement. Top management team Parallel Team- Provide recommendations and resolve issues. Life span varies. Low member involvement. Quality circle, advisory council, committee Project Team- produce a one-time output (product, service, design, etc.). Life span varies. Member involvement varies. Product design team, research group, planning team Action Team- perform complex tasks that vary in duration and take place in highly visible or challenging circumstances. Time span varies. Member involvement varies. Surgical team, musical group, expedition group, sports team