OB - Exam 2 Study Guide

typical stress response

- Release of chemical messengers into the bloodstream - Activation of the sympathetic nervous system and endocrine system - Trigger mind-body changes that prepare a person for fight or flight

Positive Stress

- Stress leads to improved performance up to an optimum point - Beyond optimum point, stress has detrimental effect on performance

Common beliefs about teams

- Teams always perform better than individuals - Competition with other teams improves team-performance - Team membership is unambiguous - Teams that get along are the most productive - Big teams are better than small teams - Team familiarity leads to lower performance - All are false.

Strengths of Team Decision Making

- Teams generate more complete information - Increased diversity of views - Increased acceptance of decision

Power

- The ability to influence another person - An exchange relationship that occurs in transactions between an agent and a target

Intergroup Sources of Power

- control of critical resources - control of strategic contingencies

Negative stress

-Individual distress -Organizational distress

Passion

"I love my work" "My work is part of who I am"

Weaknesses of team decision making

- Conformity pressures - Team discussion dominated by a few individuals - Teams suffer from ambiguous responsibility

Common political tactics

- Controlling information - Controlling lines of communication - Using outside experts - Controlling the agenda - Game playing - Image building - Building coalitions - Controlling decision parameters - Eliminating political rivals

Organizational consequences of negative stress

- Participation problems - Performance decrements - Compensation awards

preventive stress management

A philosophy that says people and organizations should take joint responsibility for promoting health and preventing distress and strain

Upper echelons

A top-level executive team in an organization

The ________ era of leadership research sought to answer the question "How do leaders behave compared to non-leaders?": A. Behavioral theories B. Contingency theories C. Relational theories D. Trait theories

A. Behavioral theories

Janet is the administrative assistant for a CEO and sits in on all their meetings. Janet is likely to have ________ power. A. Coercive B. Referent C. Reward D. Information

A. Coercive

As a leader, Michael focuses on nurturing friendly, warm working relationships. What leadership behavior is Michael demonstrating? A. Consideration B. Production-oriented C. Autocratic D. Initiating structure

A. Consideration

The ________ stage of preventative stress management seeks to reduce, modify, or eliminate the demand causing stress. A. Primary B. Tertiary C. Secondary D. Incidental

A. Primary

Which of the following is NOT a component of political skill? A. Sincerity B. Networking ability C. Extraversion D. Social astuteness

A. Sincerity

The unconscious preparation to fight or flee that one experiences when faced with any demand is ________: A. Stress B. Strain C. Instinct D. Coping

A. Stress

In their team of programmers, Amber works on writing code. What function is Amber performing? A. Task B. Essential C. Job D. Maintenance

A. Task

political behavior

Actions not officially sanctioned by an organization that are taken to influence others in order to meet one's personal goals

Effective (Followership)

Active; Independent Critical Thinker

strategic contingencies

Activities that other groups depend on in order to complete their tasks

task functions in a team

Activity directly related to the effective completion of a team's work

maintenance function in a team

Activity essential to effective, satisfying interpersonal relationships within a team or group

Preventive Stress Management: Secondary Prevention

Alter or modify the individual's or organization's response to a demand

leadership neutralizers

Aspects of a situation that hinder a leader's ability to act a particular way

Leaders vs. Managers

Leaders: set the course (vision, direction, goals) Managers: keep things on course (organize, monitor)

Homeostatic approach to stress

Stress occurs when deep emotions or environmental demands upset an individual's homeostasis

Benefits of teams

Teamwork, psychological intimacy, integrated involvement

Which of the following is a team maintenance function? a. testing ideas b. following others' leads c. giving information d. initiating activities

b. following others' leads

How a manager frames or "spins" a message is part of her a. coercive power. b. information power. c. referent power. d. expert power.

b. information power.

Which of the following influence tactics includes the use of flattery, opinion conformity, or subservient behavior? a. exchange b. ingratiation c. rational persuasion d. upward appeals

b. ingratiation

In regard to physical and personality characteristics, early trait theories found that leaders are a. taller, older, and more energetic. b. more self-confident. c. dominant extroverts. d. thinner and healthier.

b. more self-confident.

The employee-boss relationship is a. the responsibility of the employee. b. one of mutual dependence. c. the responsibility of the boss. d. the most discussed aspects of power and politics.

b. one of mutual dependence.

Which of the following is emphasized by work teams? a. exclusive work products b. individual rewards c. mutual accountability d. individual leadership

c. mutual accountability

Which of the following is another term for distress? a. homeostasis b. threat c. strain d. eustress

c. strain

Team Competencies

goal setting and performance management, planning and coordination, collaborative problem solving, communication, conflict resolution

autocratic leadership

leadership style that involves making managerial decisions without consulting others

Sheep (Followership)

passive, dependent uncritical thinking

Alienated (Followership)

passive; independent critical thinker

referent power

power that comes from subordinates' and coworkers' respect, admiration, and loyalty

Personal Power

power used for personal gain

social power

power used to create motivation or to accomplish group goals

Internalization

private acceptance of a proposition, orientation, or ideology

Survivors (Followership)

someone that is able to survive change but uses their influence to persuade others

upper-echelons theory

A conceptual framework that views organizational outcomes—strategic choices and performance levels—as reflections of the values of the members of the top management team.

democratic leadership

A form of leadership in which the leader solicits input from subordinates.

Situational Leadership Model

A leadership model that proposes leaders should adapt their leadership style based on the types of people they are leading and the requirements of the task

Leader-Member Exchange

A model of leadership focused on leaders developing more positive relationships with some individuals and having more positive exchanges with these individuals.

The ability to influence another person is ________: A. Influence B. Power C. Political skill D. Authority

B. Power

Lisa does not complete their assigned part of the team project. What is Lisa engaging in? A. Forming B. Social loafing C. Loss of individuality D. Maintenance function

B. Social loafing

Coercive power

Based on an agent's ability to cause an unpleasant experience for a target

Reward power

Based on an agent's ability to control rewards that a target may want

Legitimate power

Based on position and mutual agreement

Which of the following is NOT a type of interpersonal power? A. Legitimate B. Reward C. Expert D. Political

C. Expert

Greg, Robert, and Eric work in the same department and share information but are held accountable as individuals. This is an example of a ________: A. Team B. Cohort C. Group D. Cluster

C. Group

Which of the following is NOT a type of follower? A. Sheep B. Yes people C. Happy D. Alienated

C. Happy

Is stress ever a good thing for performance? A. Yes, stress always improves performance B. No, stress always has a negative impact on performance C. Yes, stress leads to improved performance up to an optimum point D. No, stress never improves performance

C. Yes, stress leads to improved performance up to an optimum point

Task Demand (source of work stress)

Change Lack of control Career progress New technology Temporal pressure

Adjourning

Completion stage of team development

compliance

Conforming to a request or demand

Team

Group of people with complementary skills who are committed to a common mission, performance goal, and approach for which they hold themselves mutually accountable

Which of the following is NOT an approach to stress? A. Person-environment fit B. Cognitive appraisal C. Homeostatic (medical) D. Individual coping

D. Individual coping

The process of guiding and directing the behavior of people in the work environment is ________: A. Delegation B. Teamwork C. Management D. Leadership

D. Leadership

A top-level executive team in an organization is a ________: A. Exec team B. Management group C. C-team D. Upper echelon

D. Upper echelon

Behavioral Theory: Initiating structure

Defining and organizing work relationships, roles and clear patterns of organizations, and getting things done production oriented

Interpersonal demands (source of work stress)

Emotional toxins Sexual harassment Poor leadership

expert power

Exists when an agent has specialized knowledge that the target needs

Physical demands (source of work stress)

Extreme environments Strenuous activities Hazardous substances Global travel

Team Size

Having a greater number of members is beneficial for management and project teams but not for teams engaged in tasks. Research concluded that team members tend to be most satisfied with their team when the number of members is between 4 and 5.

Preventive stress management: Tertiary Prevention

Heal individual or organizational symptoms of distress and strain

Leadership Research: Contingency theories (1969-1989)

How do leaders adapt to situations and followers?

Leadership Research: Behavioral theories (1948-1961)

How do leaders behave compared to non-leaders?

Leadership Research: Relational theories (1999-present)

How do leaders relate to followers?

Role demands (source of work stress)

Inter- or Intra- role conflict Person-role Role ambiguity

symbols of power

Many symbols of prestige and status are associated with power in an organization.

Behavioral Theory: Consideration

Nurturing friendly, warm working relationships and encouraging mutual trust and interpersonal respect within the work unit employee-oriented

Control of critical resources

One group controls a resource desired by another group

Leadership Traits

Personality characteristics: • Narcissism • Psychopathy • Extraversion Abilities: • Intelligence • Emotional intelligence Physical attributes: • Height • Gender

virtual teams

Pro: Allows for flexibility Con: Technology is not always as effective as face-to-face

global team

Pro: Best knowledge, skills, and abilities available Con: Cultural differences could prevent effectiveness

Individual consequences of negative stress

Psychological disorders: - Depression - Burnout Medical illnesses: - Heart disease - Stroke Behavioral problems: - Aggression - Substance abuse

Preventive stress management: Primary prevention

Reduce, modify, or eliminate the demand causing stress

Resistance

Rejecting the influence attempt

Influence Tactic: Ingratiation

The person seeks to get you in a good mood or to think favorably of him or her before asking you to do something "Only you can do this job right. I can always count on you, so I have another request."

Influence Tactic: upwards appeals

The person seeks to persuade you that the request is approved by higher management or appeals to higher management for assistance in gaining your compliance with the request. "I'm reporting you to my boss. My boss supports this idea."

Leadership

The process of guiding and directing the behavior of people in the work environment

Group

Two or more people with common interests, objectives, and continuing interaction

Leadership Research: Trait theories (1920-1945)

What traits do leaders have that non-leaders do not?

laissez-faire leadership

a form of "leadership" characterized by a general failure to take responsibility for leading

loss of individuality

a social process in which individual group members lose self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior

Burnout

a state of physical, emotional, and mental exhaustion created by long-term involvement in an emotionally demanding situation and accompanied by lowered performance and motivation

workaholism

an imbalanced preoccupation with work at the expense of home and personal life satisfaction

Which of the following examples describes a group, not a work team? a. The Bachelorette Bunch meets once each week to socialize and watch their favorite television program. b. The carnival committee meets once each month to prepare for next year's summer fundraiser. c. All members of the editorial staff meet every Tuesday morning for a project status update. d. All company sales representatives attend the annual sales conference in Hawaii.

a. The Bachelorette Bunch meets once each week to socialize and watch their favorite television program.

What do the Lewin, Ohio State, and Michigan studies on leadership have in common? a. They identify two focuses: tasks and people. b. They evaluate different leadership styles. c. They identify normative leadership styles in organizations. d. They promote the best way to lead.

a. They identify two focuses: tasks and people.

Which statement describes the management of political behavior in organizations? a. To manage political behavior, managers must first recognize it. b. With great care, political behavior can be eliminated from organizations. c. Political behavior decreases during times of organizational uncertainty. d. Open communication systems actually increases political behavior.

a. To manage political behavior, managers must first recognize it.

In regard to abilities, early trait theories found that leaders a. are more intelligent. b. are less verbal. c. have a lower level of scholarship. d. have incredible insight.

a. are more intelligent.

Which of the following is a leading cause of work stress for employees? a. demanding managerial styles b. uncomfortable temperatures c. global travel d. technological innovation

a. demanding managerial styles

Nasli is a member of a cross-functional, self-managed team, but she prefers to work autonomously and does not feel obliged to contribute to team efforts. Which of the following terms best describes Nasli's orientation to cooperation? a. individualistic b. competitive c. egalitarian d. apathetic

a. individualistic

It's Sunday evening, and Luis had been packing for a trip across the country to attend his company's annual sales conference this week. He is now stressed because a social worker from his mother's assisted living center just called and requested an emergency meeting on Monday afternoon to discuss moving his mother to the nursing care unit. Luis's stress is likely due to a. interrole conflict. b. role ambiguity. c. intrarole conflict. d. person-role conflict. Hide Feedback

a. interrole conflict.

Which of the following is a part of the leadership process? a. motivation and alignment b. planning and budgeting c. controlling and problem solving d. organizing and staffing

a. motivation and alignment

Which of the following political skill dimensions refers to an individual's capacity to develop and retain diverse and extensive social systems? a. networking ability b. sincerity c. interpersonal influence d. social astuteness

a. networking ability

During which of Tuckman's five-stage model of group development do groups require facilitative leadership? a. norming b. storming c. forming d. performing

a. norming

Which of the following types of followers is the most dangerous to leaders? a. yes people b. alienated followers c. sheep d. survivors

a. yes people

information power

access to and control over important information

Yes People (followership)

active, dependent, uncritical thinking

The leadership grid

an approach to understanding a leader's or manager's concern for results (production) and concern for people

Which of the following examples displays powerlessness? a. A first-line manager blames himself for a production shortage. b. A supervisor does the more complicated tasks himself instead of training a subordinate. c. A managing attorney closely supervises his subordinates. d. An accountant leads organizational change.

b. A supervisor does the more complicated tasks himself instead of training a subordinate.

What is unique about the Vroom-Yetton-Jago normative decision model? a. It assumes leaders adapt their behavioral style to fit the characteristics of their followers and environment. b. It provides matrices for the manager's use in determining the proper leadership method. c. It focuses on follower maturity. d. It has intuitive appeal.

b. It provides matrices for the manager's use in determining the proper leadership method.

Which of the following is an example of a participation problem resulting from organizational distress? a. Zeus filed a lawsuit against his company for causing his incapacitating depression. b. Minerva is so worried about her newest project with a seemingly impossible deadline that she calls in sick when she isn't. c. Achilles is so upset at being passed over for partner for the sixth time that he decides to leave the law firm. d. Athena is so troubled by her boss's attitude, she cannot concentrate, and the quality of her work declines.

b. Minerva is so worried about her newest project with a seemingly impossible deadline that she calls in sick when she isn't.

All of the following statements regarding the benefits of teams are true EXCEPT a. Teams are most useful when the work is fragmented, complicated, and/or voluminous. b. Research shows that the old work environment was just as empowering as the new team environment. c. Teams can improve psychological well-being. d. Teams empower workers through collaboration rather than self-reliance.

b. Research shows that the old work environment was just as empowering as the new team environment.

Which of the following statements accurately describes the Yerkes-Dodson law? a. Overstimulation has a neutral, nondistressful effect on an employee. b. The greatest benefits from stress are achieved in the midrange of the curve. c. Boredom from understimulation does not cause distress. d. The stress response invokes heightened strength and physical force indefinitely.

b. The greatest benefits from stress are achieved in the midrange of the curve.

All of the following statements accurately describe followership EXCEPT a. Empowerment programs and self-managed work teams may further activate the follower role. b. The topic has been extensively researched with varying results. c. Literature suggests the leader and follower roles are highly differentiated. d. A traditional view of followers asserts that they are passive.

b. The topic has been extensively researched with varying results.

Which of the following statements accurately describes team maintenance functions? a. They are more important than task functions. b. They enhance togetherness and cooperation. c. Humor and joking are harmful to team relationships. d. They build tension within teams.

b. They enhance togetherness and cooperatio

What is a virtual team? a. a group of friends that shares responsibilities as needed b. an official group that does not work face-to-face c. an unofficial group that acts like an official team d. an official team that does not work well together

b. an official group that does not work face-to-face

Which of the following types of followers is the most valuable to a leader? a. yes people b. effective followers c. sheep d. survivors

b. effective followers

Research shows that self-managed teams have a positive impact on a. technology. b. employee attitudes. c. absenteeism. d. turnover.

b. employee attitudes.

Deja works as an administrative assistant in a traditional office setting. She is paid hourly and expected to work from 8 a.m. until 5 p.m. from Monday through Friday, with an unpaid hour each day for lunch. Which of the following would be outside Deja's zone of indifference? a. keyboarding letters and reports b. picking up the boss's children from dental appointments across town c. answering telephones and interoffice correspondence d. scheduling weekly status meetings for the department

b. picking up the boss's children from dental appointments across town

Which of the following terms did Robert Greenleaf coin to refer to the act of finding the will of the group and leading based upon that? a. inspirational leadership b. servant leadership c. informal leadership d. stewardship

b. servant leadership

Which of the following terms refers to a person or event that triggers the stress response? a. eustress b. stressor c. distress d. strain

b. stressor

Which of the following is an addiction and the most notable stress-inducing nonwork demand? a. work trauma b. workaholism c. sexual harassment d. global travel

b. workaholism

All of the following statements accurately describe transformational leadership EXCEPT a. Leaders tend to be charismatic. b. It adds to the effects of transactional leadership. c. It is the most effective style for Millennials. d. Evidence shows that it can be learned.

c. It is the most effective style for Millennials.

All of the following statements accurately describe the stress-strain relationship EXCEPT a. Women's behavioral responses to stress are different from men's. b. The Type A behavior pattern is linked to coronary heart disease. c. Research shows that time urgency is the lethal agent of the Type B personality. d. Extraversion and neuroticism affect the stress-strain relationship.

c. Research shows that time urgency is the lethal agent of the Type B personality.

Which of the following statements accurately describes the research findings into early trait theories? a. The findings are strong and uniform. b. Early findings were found to be valid and used in organizational behavior for many years. c. There has been limited success in identifying universal, distinguishing attributes of leaders. d. All trait theories have been found to be invalid.

c. There has been limited success in identifying universal, distinguishing attributes of leaders.

All of the following are characteristics of managers who use social power successfully EXCEPT a. They like their work and are very orderly. b. They are altruistic. c. They believe their power comes from their expertise. d. They believe that people should receive that to which they are entitled and that which they earn.

c. They believe their power comes from their expertise.

Expert power and referent power have many things in common. Which of the following is NOT one of them? a. They must be developed and strengthened through interpersonal relationships with employees. b. People who use expert or referent power are respected by the target. c. They require managers to be physically present and watchful. d. Both powers are linked to organizational effectiveness.

c. They require managers to be physically present and watchful.

Three factors can give a group control over a strategic contingency—the ability to cope with uncertainty, a high degree of centrality, and nonsubstitutability. Which of the following do they have in common? a. charismatic individuals b. valued rewards c. a dependency relationship d. enforced compliance

c. a dependency relationship

Bernadette is a data warehouse specialist on a cross-functional work team. She analyzes and synthesizes data supplied by team members and provides the group with updated reports weekly. Bernadette is contributing to the collective effort by acting as a a. collaborator. b. challenger. c. contributor. d. communicator.

c. contributor.

Which of the following is the best way to counter social loafing? a. ask the loafer to work in a highly visible location b. ask the loafer to work in isolation c. employ a self-evaluation system d. ignore it

c. employ a self-evaluation system

Which of the following forms of interpersonal power is based on position and mutual agreement? a. expert power b. coercive power c. legitimate power d. reward power

c. legitimate power

According to the job strain model, which of the following combinations leads to a high-strain job? a. flexible demands and restricted control b. stringent demands and unlimited control c. stringent demands and restricted control d. flexible demands and unlimited control

c. stringent demands and restricted control

What is the ideal leadership style according to the Blake-Mouton leadership grid? a. authority-compliance management (9,1) b. organization man manager (5,5) c. team management (9,9) d. country club management (1,9)

c. team management (9,9)

Which of the following is the best definition of authority? a. the ability to influence another person b. the process of affecting the thoughts, behavior, and feelings of another person c. the right to influence another person d. the access to and control over important information

c. the right to influence another person

Which of the following defines principled dissent? a. putting company needs before one's own b. power used for personal gain c. valid criticism that can benefit the organization d. the willingness to do whatever it takes to get one's way

c. valid criticism that can benefit the organization

managing up

consciously and deliberately developing a meaningful, task-related, mutually respectful relationship with your direct superiors

All of the following statements accurately describe team task functions EXCEPT a. They vary in importance throughout the lifecycle of a group. b. Effective teams have members who fulfill various task functions as they are required. c. They are directly related to the effective completion of a team's work. d. An overly familiar team enjoys reduced team coordination errors (TCEs).

d. An overly familiar team enjoys reduced team coordination errors (TCEs).

Which of the following statements accurately describes norms of behavior? a. Norms are effective in influencing behavior, even when individual members do not understand them. b. Norms tend to be written, verbalized, and explicit. c. Norms tend to be ineffective when groups members work in isolation on creative projects. d. From an organization's perspective, performance norms are of utmost importance.

d. From an organization's perspective, performance norms are of utmost importance.

How does the psychoanalytic approach to stress differ from the other three approaches? a. It does not view stress as having a cognitive component. b. It does not view stress as a benefit, only a hinderance. c. It does not view stress on a continuum; one never feels "a little" stressed. d. It does not view stress as a result of person-environment interaction.

d. It does not view stress as a result of person-environment interaction

Which of the following statements accurately describes political behavior in organizations? a. Political behavior is inherently constructive. b. Employees are keenly aware of political behavior at their level of employment but have a tougher time recognizing it at the topmost organizational levels. c. Political behavior that aligns with organizational goals but promotes self-interest is viewed negatively by employees. d. Job satisfaction is affected by any kind of political behavior.

d. Job satisfaction is affected by any kind of political behavior.

Which of the following leaders uses a democratic style? a. Moira posts a set of written rules outside her office and routinely meets with her employees to go over them and any infractions she has noticed. b. Suzanna takes her employees out to lunch every Friday to discuss how everyone is feeling about life in the moment. c. Benito meets with his employees every morning with detailed task lists for each and expected times for accomplishment. d. Kurt meets his employees every Monday morning for a 20-minute status meeting, so he can stay apprised of who is working on what and how things are tracking to schedule.

d. Kurt meets his employees every Monday morning for a 20-minute status meeting, so he can stay apprised of who is working on what and how things are tracking to schedule.

Which approach to stress introduced the ideas of problem-focused and emotion-focused coping? a. Kahn's person-environment fit b. Levinson's psychoanalytic approach c. Cannon's medical approach d. Lazarus's cognitive appraisal approach

d. Lazarus's cognitive appraisal approach

All of the following statements accurately describe power EXCEPT a. It is an exchange relationship. b. A power agent is the person using the power. c. A power target is the recipient of the attempted use of power. d. Power is a right, so individuals either have it or not.

d. Power is a right, so individuals either have it or not.

Which of the following is the first set of skills required for work team empowerment? a. communication b. process c. cooperative d. competence

d. competence

Frances has just been promoted to her dream job, but she is extremely fearful of making mistakes and looking foolish in front of her peers. To compensate, she spends the majority of her time on her phone with Isabella, her former mentor who now works elsewhere. Frances does not make any decisions without checking with Isabella first. Frances has developed a pattern of a. counterdependence. b. self-reliance. c. transformance. d. overdependence.

d. overdependence.

Secondary preventive stress management is directed at the a. stressor. b. process. c. symptom. d. response.

d. response.

Erica is working at her first full-time job. She has a degree in accounting but has been doing little more than data input for two years. She now is apathetic about her work, and her performance is subpar. Erica likely is experiencing a. burnout. b. karoshi. c. emotional exhaustion. d. rust-out.

d. rust-out.

Which of the following is a secondary stress prevention method in organizations? a. role negotiation b. goal setting c. job redesign d. team building

d. team building

What is the glass cliff? a. the male notion that women are better decision makers, so they should make the more difficult ones b. a transparent barrier that keeps women from rising above certain levels in an organization c. the trend wherein more and more women are refusing corporate leadership positions d. the trend wherein more women are placed in difficult leadership positions

d. the trend wherein more women are placed in difficult leadership positions

According to the situational leadership model, when should a leader use a participating style? a. when task behaviors are low and relationship behaviors are low b. when task behaviors are high and relationship behaviors are high c. when task behaviors are high and relationship behaviors are low d. when task behaviors are low and relationship behaviors are high

d. when task behaviors are low and relationship behaviors are high

In the George W. Bush administration, Secretary of State Collin Powell provided counterpoint arguments during debates. In upper echelon theory, Powell could be called a a. top cat. b. proud lion. c. snake in the grass. d. wild turkey.

d. wild turkey.

Influence Tactic: Pressure

demanding compliance or using intimidation or threats "If you don't do this, you're fired. You have until 5:00 to change your mind, or I'm going without you."

Stages of Group Development

forming, storming, norming, performing, adjourning

Psychoanalytic approach to stress

gap between ego-ideal and self-image - you will feel stress if there is a gap between your ideal ego and your actual self image

Influence

having an effect or impact on the actions, behavior, opinions, etc., of another or others

Cognitive appraisal approach to stress

how people think about a stressor determines how stressful it will become

Person-environment fit approach to stress

if the person fits the environment they are in, then they will do better under stress

leadership substitutes

individual, task, and organizational characteristics that tend to outweigh the need for a leader to initiate or direct employee performance

Responses to Influence Tactics

internalization, compliance, resistance

political skill

the ability to influence others in such a way as to enhance one's objectives

Forming

the first stage of group development in which people join the group and then define the group's purpose, structure, and leadership

Performing

the fourth stage of team development, in which performance improves because the team has matured into an effective, fully functioning team

Influence Tactic: Inspirational Appeals

the person makes an emotional request or proposal that arouses enthusiasm by appealing to your values and ideals or by increasing your confidence that you can do it "Being environmentally conscious is the right thing. Getting that account will be tough, but I know you can do it."

Influence Tactic: Exchange

the person makes an explicit or implicit promise that you will receive rewards or tangible benefits if you comply with a request or support a proposal or reminds you of a prior favor to be reciprocated "You owe me a favor. I'll take you to lunch if you'll support me on this."

Influence Tactic: Coalition

the person seeks the aid of others to persuade you to do something or uses the support of others as an argument for you to agree also "All the other supervisors agree with me. I'll ask you in front of the whole committee."

Influence Tactic: Consultation

the person seeks your participation in making a decision or planning how to implement a proposed policy, strategy, or change "This new attendance plan is controversial. How can we make it more acceptable? What do you think we can do to make our workers less fearful of the new robots on the production line?"

Followership

the process of being guided and directed by a leader in the work environment

zone of indifference

the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought

authority

the right to influence another person

Storming

the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it

group cohesion

the sense of solidarity or loyalty that individuals feel toward a group to which they belong

norms of behavior

the standards that a work group uses to evaluate the behavior of its members

social loafing

the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable

Norming

the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop

Organizational Politics

the use of power and influence in organizations

Influence Tactic: Rational Persuasion

trying to convince someone with reason, logic, or facts "This new procedure will save us $150,000 in overhead. It makes sense to hire John; he has the most experience."