BSAD 120 Exam 2 Terms
Zero Acquaintance situations
Associated with extraversion, a way to judge extraversion, situations in which two people have only just met.
Status Striving
Associated with extraverted people, reflects a strong desire to obtain power and influence within a social structure as a means of expressing personality
Differential Exposure
Associated with neuroticism, means that neurotic people are more likely to appraise day-to-day situations as stressful (and therefore feel like they are exposed to stressors more frequently)
Project Teams
Formed to take on "one-time" tasks that are generally complex and require a lot of input from members with different types of training and expertise.
Myers-Briggs Type Indicator
Most widely administered personality measures in organizations. Evaluates individuals on the basis of four types of preferences: Extraversion vs. Introversion Sensing vs. Intuition Thinking vs. Feeling Judging vs. Perceiving
Multivoting
Multivoting narrows down a large list of possibilities to a smaller list of the top priorities or to a final selection
Production Blocking
Occurs when members have to wait on one another before they can do their part of the team task
Pressure to Conform
People can feel reluctant to disagree with the majority opinion (or with high status members), in cohesive teams To reduce pressure to conform: -Make it okay to disagree (manage norms) -Encourage people to challenge "normal" approaches & think outside the box -Appoint a Devil's Advocate
Conscientiousness
People higher on it are more ambitious, dependable, responsible, careful, self-disciplined, persevering, & hardworking
Openness to Experience
People higher on it are more curious, imaginative, & intellectual
neuroticism (or Emotionality)
People higher on it are more hostile, anxious, easily-annoyed, & emotional
Extraversion
People higher on it are more outgoing, talkative, sociable, & assertive (vs. introverted)
Agreeableness
People higher on it are more tolerant, courteous, good natured, & caring
Similarity-attraction approach
People tend to be more attracted to others who are perceived as more similar
Action Teams
Perform tasks that are normally limited in duration. However, those tasks are quite complex and take place in contexts that are either highly visible to an audience or of a highly challenging nature.
Personal Values Also Drive Decisions
Personal values denote a sense of right or wrong, good or bad, & help us decide how things "out to be" Personal values serve 5 purposes in organizations: 1. Create standards of behavior 2. Guide decision making & conflict resolution 3. Impact our thoughts & actions 4. Influence our motivation & perceptions of various situations 5. Influence our attitude & behavior
Additive Tasks
Tasks for which the contributions resulting from the abilities of every member "add up" to determine team performance
Conjunctive Tasks
Tasks for which the team's performance depends on the abilities of the "weakest link"
Cross-Training
Team members can develop shared mental models of what's involved in each of the roles in the team and how the roles fit together to form a system
Potential Benefits of Teams to Team Members
Team membership can fulfill important psychological needs (ABCS) Members often derive a sense of identity & can feel valued & proud of their team Teams can provide emotional support Teams provide learning and mentoring opportunities and enrich your work experience
Transportable Teamwork Competences
Team training that involves helping people develop general teamwork competencies that they can transport from one team context to another
Potential Benefits of Teams to Organizations
Teams can be better than individuals at: Identifying problems & alternatives Sharing information & coordinating tasks Serving customers with more expertise Making decisions, especially when the task is complex & requires different skills, judgement & experience
Creative Behavior
Teams generate ideas and useful solutions Team members need different tools to be creative
Virtual Teams
Teams in which members are geographically dispersed, and interdependent activity occurs through electronic communications
Transition Processes
Teamwork activities that focus on preparation for future work
Action Processes
Teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place
Interpersonal Processes
Teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members
Taskwork Processes
The activities of team members that relate directly to the accomplishment of team tasks
Information Richness
The amount and depth of information that gets transmitted in a message
Team Diversity
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
Potency
The degree to which members believe that the team can be effective across a variety of situations and tasks
Staff Validity
The degree to which members make good recommendations to the leader
Task Interdependence
The degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team
Hierarchical Sensitivity
The degree to which the leader effectively weighs the recommendations of the members
Team Process
The different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals
Teamwork Processes
The interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself
Leader-staff teams
The leader makes decisions for the team and provides direction and control over members who perform assigned tasks, so this distinction makes sense in that the responsibilities of the leader and the rest of the team are distinct
VOMP Model of Conflict Resolution
Vent Ownership Moccasins Plan
Collaboration
(high assertiveness, high cooperation) When both parties work together to maximize outcomes
Competing
(high assertiveness, low cooperation) When one party attempts to get his or her own goals met without concern for the other party's result
Accomodating
(low assertiveness, high cooperation) When one party gives in to the other and acts in a completely unselfish way
Avoiding
(low assertiveness, low cooperation) When one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down
Compromise
(moderate assertiveness, moderate cooperation) When conflict is resolved through give-and-take concessions
What makes someone a great team member?
1. They understand themselves-abilities, personality, strengths & weaknesses-& then use it to alter their own behavior 2. They understand their team members & then use that knowledge to interact more effectively
5 Constraints on Team Decision Making
1. Time Use 2. Evaluation Apprehension 3. Pressure to Conform & Groupthink 4. People 5. Relationship/Destructive Conflict vs. Task Conflict
Principles of Creative Team Decision Making
1. Allow creative thought to provide new perspective in problem solving and decision making 2. Creativity is not something we have to learn. It is something we have to relearn 3. Generate ideas without judgement. Analyze later 4. Support and build on new ideas 5. Creativity is an act of faith and requires a willingness to change 6. "Fail often in order to succeed sooner" 7. Go ugly early
Golden Rule of Communication
1. Send messages in the language of the receiver not of the sender 2. Do unto others as you want to be done unto.
Ethnocentrism
A propensity to view one's own cultural values as "right" and those of other cultures as "wrong"
Values Drive Decision Making
A company's values drive the decisions they make just as a person's values drive the decisions he or she makes Example: Benefits
Role
A pattern of behavior that a person is expected to display in a given context
Team Process Training
A team experience that facilitates the team being able to function and perform more effectively as an intact unit
Action Learning
A team is given a real problem that's relevant to the organization and then held accountable for analyzing the problem, developing an action plan, and finally carrying out the action plan
nominal Group Technique
A team process used to generate creative ideas, whereby team members individually write down their ideas and then take turns sharing them with their group
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
Maximum Performance
Ability is a key driver, reflects performance in brief, special circumstances that demand a person's best effort
Differential Reactivity
Also associated with neuroticism, means that neurotic people are less likely to believe they can cope with the stressors that they experience
Clear purpose tests
Ask applicants about their attitudes toward dishonesty, beliefs about the frequency of dishonesty, endorsements of common rationalizations for dishonesty, desire to punish dishonesty, and confessions of past dishonesty
Communion Striving
Associated with agreeableness, a strong desire to obtain acceptance in personal relationships as a means of expressing personality
Accomplishment Striving
Associated with conscientiousness, a strong desire to accomplish task-related goals as a means of expressing personality
Positive Affectivity
Associated with extraversion, a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation
Team task roles
Behaviors that directly facilitate the accomplishment of team tasks
Team-building roles
Behaviors that influence the quality of the team's social climate
Groupthink
Behaviors that support conformity and team harmony at the expense of other team priorities
Ambassador Activities
Boundary-spanning activities that are intended to protect the team, persuade others to support the team, or obtain important resources for the team
Parallel Teams
Composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organizations production process.
Typical Performance
Conscientiousness is a key driver, Reflects performance in the routine conditions that surround daily job tasks
Big Five Taxonomy
Conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion. Five broad dimensions or "factors" that can be used to summarize our personalities.
network Structure
Defined as the pattern of communication that occurs regularly among each member of the team
Culture
Defined as the shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations
Team Composition: Team Diversity-Demographics
Demographic diversity can help teams -Better customer service -Diversity of ideas & thinking styles It can hurt teams that aren't managed well -More destructive conflict -Less cohesive -Demographic "fault lines"-visible differences among members-can lead to subgroups
Management Teams
Designed to be relatively permanent. Participate in managerial-level tasks that affect the entire organization.
Work Teams
Designed to be relatively permanent. Their purpose is to produce goods or provide services, and they generally require a full-time commitment from their members
Sequential Interdependence
Different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks
Task Conflict
Disagreements among members about the team's task
Relationship Conflict
Disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferances
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 work
Veiled purpose tests
Do not reference dishonesty explicitly instead assess more general personality traits that are associated with dishonest acts
Faking
Exaggerating your responses to a personality test in a socially desirable fashion
Goal Interdependence
Exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result
Process Loss
Getting less from the team than you would expect based on the capabilities of its individual members
Process Gain
Getting more from the team than you would expect according to the capabilities of its individual members
Pooled Interdependence
Group members complete their work assignments independently, and then this work is simply "piled up" to represent the group's output.
Transactive Memory
How specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team
Disjunctive Tasks
In tasks with an objectively verifiable best solution, the member who possesses the highest level of the ability relevant to the task will have the most influence on the effectiveness of the team
Punctuated Equilibrium
Initially, teams will assume how the team will function. They realize however halfway through the project that they will need to change their ways if they want to complete their project on time
Boundary Spanning
Interactions among team members and individuals and groups who are not part of the team
Brainstorming
Involves a face-to-face meeting of team members in which each offers as many ideas as possible about some focal problem or issue
Task Coordinator Activities
Involves communications that are intended to coordinate task-related issues with people or groups in other functional areas
Positional Modeling
Involves team members observing how other members perform their roles
Performing
Members are comfortable working within their roles, and the team makes progress towards goals
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
Adjourning
Members experience anxiety and other emotions as they disengage and ultimately separate from the team
Coordination Loss
Members have to work to not only accomplish their own tasks, but also coordinate their activities with the activities of their teammates. Called Coordination loss because it consumes time and energy that could otherwise be devoted to task activity
Forming
Members orient themselves by trying to understand their boundaries in the team
norming
Members realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another
Hybrid Outcome Interdependence
Members receive rewards that are dependent on both their team's performance and how well they perform as individuals
Storming
Members remain committed to ideas they bring with them to the team
Personal Clarification
Members simply receive information regarding the roles of the other team members
Traits
Recurring regularities or trends in people's responses to their environment
Surface-level Diversity
Refers to diversity regarding observable attributes such as race, ethnicity, sex and age
Deep-level Diversity
Refers to diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience
Integrity Tests
Sometimes called "honesty tests", are personality tests that focus specifically on a predisposition to engage in theft or other counterproductive behaviors
Team States
Specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together
Individualistic Roles
Reflect behaviors that benefit the individual at the expense of the team
Decision Informity
Reflects whether members possess adequate information about their own task responsibilities
Comprehensive Interdependence
Requires the highest level of interaction and coordination among members as they try to accomplish work. Each member has a great deal of discretion in terms of what they do and with who they interact in the course of the collaboration involved in accomplishing the team's work
Cultural Values
Shared beliefs about desirable end states or modes of conduct in a given culture
Hofstede's Dimensions of Cultural Values
Shows that employees working in different countries tended to prioritize different values, and those values clustered into several distinct dimensions. These dimensions include: Individualism-Collectivism Power distance Uncertainty avoidance Masculinity-Femininity Short-term vs. Long-term orientation
Locus of control
Strongly related to neuroticism, reflects whether people attribute the causes of events to themselves or to the external environment
Situational Strength
Suggests that "strong situations" have clear behavioral expectations, incentives, or instructions that make differences between individuals less important, whereas "weak situations" lack those cues
Trait Activation
Suggests that some situations provide cues that trigger the expression of a given trait
negative Affectivity
Synonymous with neuroticism, a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance
Mental Models
The level of common understanding among team members with regard to important aspects of the team and its task
Team Viability
The likelihood that the team can work together effectively into the future
Motivational Loss
The loss in team productivity that occurs when team members don't work as hard as they could
Team Composition
The mix of people who make up the team
Communication
The process by which information and meaning gets transferred from a sender to a receiver
Personality
The structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior
What makes someone a great team member?
They seek to fulfill & never violate other team members' psychological needs Achievement: Help others grow & achieve Belonging: Make all members feel valued & celebrate team success Control: Reduce uncertainty (e.g., copying team members on emails) Self-Esteem: Make others feel good about their contributions to the team
Scout Activities
Things team members do to obtain information about technology, competitors, or the broader marketplace
Social Loafing
Type of motivational loss resulting from members feeling less accountable for team outcomes relative to independent work that results in individually identifiable outcomes
Positional Rotation
Type of training that gives members actual experience carrying out the responsibilities of their teammates
Team Building
Type of training that is normally conducted by a consultant and intended to facilitate the development of team processes related to goal setting, interpersonal relations, problem solving, and role clarification
Team Composition: Team Diversity-Abilities & Skills
When tasks are complex, teams are more effective when members have diverse skills Implications: You need to know & leverage team members' skills and strengths You will work with people who are more & less competent than you on certain tasks
Outcome Interdependence
When team members share in the rewards that the team earns, with reward examples including pay, bonuses, formal feedback and recognition, pats on the back, extra time off, and continued team survival
