Management 363 Exam 3
Taxonomy of cultural values: Power Distance
Low: prefers power is distributed uniformly Hight: accepts the fact that power is usually distributed unequally
Team States
refer to specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together.
Extraversion
talkative, social, passionate, assertive, bold, dominant. Easiest to judge in zero acquaintance situations. Not related to performance across all jobs. Also are status striving- have a strong desire to obtain power/influence within a social structure. It's correlated with leadership emergence and effectiveness and with job satisfaction.
3 Areas of Abilities
-Cognitive: capabilities related to the acquisition and application of knowledge in problem solving. It's relevant to most jobs and occupations -Emotional Ability (emotional intelligence): a set of abilities related to the understanding and use of emotions that affect social functioning. Influences the degree to which people tend to be effective in social situations, regardless of their level of cognitive abilities. -Physical: capacity to do tasks that demand physical characteristics. Importance varies according to nature of the job
Teamwork competencies
-Conflict resolution -Collaborative problem solving -Communication -Goal Setting and Performance Mgmt -Planning and Task Coordination
Taskwork Processes
-Creative Behavior: generating novel and useful ideas and solutions. Brainstorming is a process used to generate ideas -Decision making: different processes are used by teams to make accurate and effective decisions. -Boundary spanning: links internal networks with external sources of info
Brainstorming is a process used to generate ideas..
-Express all ideas that come to mind -Go for quantity over quality -Don't criticize or evaluate others ideas -Build on ideas of others
Cross training
-Personal clarification: training in which members simply receive info regarding the roles of other team members -Positional modeling: training that involves observations of how other team members perform their roles -Positional rotation: training that gives members actual experience carrying out the responsibilities of teammates
Types of Emotional Ability
-Self awareness: the appraisal and expression of emotions in oneself. Includes the ability to understand the types of emotions being experienced, willingness to acknowledge them, and the capability to express them naturally. Good humor, confident, aware of how others perceive them. - Other awareness: the appraisal and recognition of emotion in others. Refers to the ability of an individual to recognize and understand the emotions that other people are feeling. -Emotion regulation: the ability to quickly recover from emotional experiences. Refers to both negative and positive emotions.
Types of Cognitive Abilities
-Verbal: refers to capabilities associated with understanding and expressing oral and written communication. -Quantitative: refers to two types of mathematical capabilities -Reasoning: a diverse set of abilities associated with sensing and solving problems using insight, rules, and logic -Spatial: capabilities associated with visual and mental representation and manipulation of objects in space -Perceptual: refers to being able to perceive, understand, and recall patterns of info
The Big 5
-agreeableness -conscientiousness -Negative Emotionality -Extraversion -Openness
Tuckman's Stages of Group Development
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
3 Types of Interdependence
1. Task Interdependence: Refers to the degree to which team members interact with and rely on other members for information, materials, and resources needed to accomplish work for the team. 2. 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 3. Outcome Interdependence: The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals
Lewin's 3 Step Process
1. Unfreezing: creating an environment where the desire to change is pervasive and motivates the employees. Justifies the need to change old behaviors 2. Movement/changing: implementation of the change 3. Refreezing: stabilizing new state after change
Four Phase Change Management Model
1.Define: clarify roles, whats changing, identify stajeholders, establish timeframe, clarify success measures 2. Plan: Conduct imapact and stakeholder assessments, create change and stakeholder engagement plans 3. Implement: enable/activate catalysts and leaders, roll out communications and training plans, monitor and manage resistance 4.Sustain: monitor adoption of changes, reinforces behaviors aligned w change, measure impact of changes, adjust based on metrics.
Team members tend to be most satisfied with their team when the number of members is
4 or 5
General Cognitive Ability
An explanation for the consistency in the levels of different cognitive abilities within a person. For example, people higher than avg on verbal abilities also tend to be higher than avg on reasoning, quantitative, spation, and perceptual abilities. Sometimes referred to as the g-factor of simply g
Project GLOBE
An ongoing international research effort to examine the impact of culture on leadership attributes, behaviors, and practices.
Lewin's Force Field Analysis
Based on Laws of Physicsa, views a problem as a product of forces working in different often opposing directions. An org will maintain status quo when the sum of opposing forces is zero.
Differential reactivity
Being less likely to believe that one can cope with the stressors experienced on a daily basis
differential exposure
Being more likely to appraise day-to-day situations as stressful, thereby feeling that stressors are encountered more frequently
Conscientious employees..
Have higher levels of motivation, confidence, see link between effort & performance, set goals and commit
Collectives exhibit
High task performance, low counterproductive/withdrawal behavior, commitment to employers, pref to group rewards over individual rewards.
Taxonomy of cultural values: Individualism-collectivism
Individualistic: the culture is a loosely knit social framework in which people take care of themselves and their family collectivistic: the culture is a tight social framework in which ppl take care of the members of a broader in-group and act loyal to it.
Teamwork processes
Interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment.
Boundary Spanning
Links internal networks with external sources of info. Ambassador: carries info to other groups. Scout Activities refer to things team members do to obtain info about technology, competitors, or the broader marketplace
Taxonomy of cultural values: Uncertainty Avoidance
Low: tolerates uncertain and ambiguous situations and values unusual ideas/behaviors High: feels threatened by uncertain and ambiguous situations and relies on formal rules for stability.
Taxonomy of cultural values: Masculinity-Feminity
Masculine: values stereotypically male traits (assertivenness and acquisition of money/things) Feminine: values stereotypically female traits such as caring for others and quality of life
Tuckmans misunderstood because..
Not every group goes through stages in a fixed sequence, but a typical group goes through storming. Hes mostly describing small recently formed groups.
9 Dimension of GLOBE
Power Distance, uncertainty avoidance, institutional collectivism, in group collectivism, gender egalitarianism, assertiveness, performance orientation, future orientation, humane orientation
Motivational Loss
Process loss due to team members tendency to put forth less effort on team tasks than they could.
Drawbacks of brainstorming
Social Loafing, Hesitancy to express ideas in group setting, production blocking as members wait their turn to express ideas.
5 Change Communication methodologies
Spray and Pray: shower employes with info and hope they can figure it out, theory is the more info we provide, the better the communication and decision making Tell and sell: managers communicate a more limited set of info starting with key issues, and sell employees on the wisdom Underscore and explore: managers develop a few core messages linked to org success and employees explore implications in a disciplined way Identity and reply: executives identify and reply to key employees' concerns. Emphasizes listening to employees. They set the agenda while executives respond to rumors Withhold and uphold: executives withhold information until necessary and when confronted w rumors they uphold the party line, secrecy and control are implicit, assumptions re employees are not sophisticated enough to grab the picture
Types of Physical Abilities
Strength: the degree to which the body is capable of exerting force Stamina: ability of lungs and circulatory sust to work Flexibility and coordinationL ability to stretch bend twist or reach Psychomotor: capacity to manipulate or control objects Sensory: capabilities associated with vision or hearing
Teamwork processes have a __________ relationship with team commitment. People tend to be satisfied in teams in which there are effective interpersonal interactions.
Strong positive
Differential reactivity
being less likely to believe that one can cope with the stressors experienced on a daily basis.
Differential exposure
being more likely to appraise day-to-day situations as stressful
_____ has the strongest effect on task performance
conscientiousness
Black Panther Example
convo that the king has with gf, nakia wants to share the technology to provide refuge to those who need it. He thinks if the world finds out of their technology then they'd lose their way of life. He views outside world as uncertainty and ambiguity, wakanda is high in power distance, long term oriented
Openness to experience
curious, imaginative, creative, inquisitive, intellectual, tend to become more easily bored
Additive tasks
depend on the combined effort of all members
Disjunctive tasks
depend on the member with the highest ability
Conjunctive tasks
depend on the member with the lowest ability
Conscientiousness
dependable, organized, reliable, ambitious, hardworking, persevering. Has the biggest influence on job performance of any big 5. People that are conscientious are accomplishment striving, have a strong desire to accomplish task-related goals. Correlates to career success and good health.
Phantom Thread Example
dress maker, model, lover. He thinks he's regulating his emotions. He's annoyed that she's being loud and storms out. Alma and model have more regulation, he doesnt recognize how his behavior affects others, can he recognize his deficiency.
Cohesions
exists when members of teams develop strong emotional bonds to other members of their team and to the team itself
Neuroticism (negative emotionality)
high neuroticism nervous, moody, emotional, insecure, jealous, unstable. Also referred to as low emotional stability, its second most important to job performance.
Transactive Memory
how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team. Team members should possess both specialized knowledge that is useful to the team and meta-knowledge regarding who knows what.
hybrid outcome interdependence
means team members receive rewards based on both their individual performance and that of the team to which they belong.
Teamwork processes have a ___________ relationship with team performance. This relationship holds true for transition processes, action processes, or interpersonal processes.
moderate positive
Coordination Loss
process loss due to the time it takes to coordinate work activities with other team members.
RAISEC model
realistic, investigative, artistic, social, enterprising, conventional
punctuated equilibrium
refers to development in which not much gets done until the midway point of a project, and then the team increases effectiveness to meet its deadline.
Staff validity
refers to the degree to which members make good recommendations to the leader
hierarchial sensitivity
reflects the degree to which the leader effectively weighs the recommendations of the members
Information Richness
relates to the amount and depth of the info being conveyed Induces both language and nonverbal info like body language, facial expressions, and tone of voice.
Cultural values
shared beliefs about desirable end states or modes of conduct in a given culture.
Taxonomy of cultural values: Short term vs long term orientation
short term-oriented: the culture stresses values that are most past-and present-oriented such as respect for tradition and fulfilling obligations long term oriented: stresses values that are more future oriented such as persistence, prudence and thrift.
Potency
the degree to which members believe that the team can be effective across a variety of situations and tasks. High potency means focused.
Mental Model
the level of common understanding among team members with regard to important aspects of the team and its task
Ability
the relatively stable capabilities people have to perform a particular range of different, but related activities. A function of both genes and the environment, which play roughly equal roles
Personality
the structures and propensities inside a person that explains their characteristic patterns of thought, emotion, and behavior.
Agreeableness
warm, kind, cooperative, sympathetic, helpful, courteous. People with agreeableness are communion striving, have a strong desire to obtain acceptance in personal relationships. Not related to performance in all jobs.
Decision conformity reflects
whether members possess adequate info about their own task responsibilities
Locus of control
whether people attribute the causes of events to themselves or external environment
