Management Final

Team Building Roles

- Behaviors that influence the QUALITY of the team's SOCIAL CLIMATE. (Encourager, compromiser, harmonizer)

Pooled Interdependence

- Lowest degree of required coordination. -Groups members complete their work assignments INDEPENDENTLY, and then this work is simply "PILED UP" to represent the group's output.

Action Learning

-A team is given a real problem that's relevant to the organization and then held accountable for analyzing the problem, develop an action plan, and finally carrying out the action plan.

Integrative Bargaining

-Aimed at accomplishing a WIN-WIN scenario. -Involves the use of PROBLEM SOLVING and mutual RESPECT to achieve an outcome that's satisfying for both parties. -Leaders who thoroughly understand the conflict resolution style of collaboration are likely to thrive in these types of negotiations. -Preferable strategy, allows a long-term relationship to form between the parties. -Produce a higher level of outcome favorability when both parties' views are considered, compared with distributive bargaining

Ohio State Studies

-Argued that initiating structure and consideration were (more or less) independent concepts, meaning that leaders could be high on both, low on both, or high on one and low on the other.

Role

-As a pattern of behavior that a person is expected to display in a given context.

Collaboration

-Both parties WORK TOGETHER to maximize outcomes. -WIN-WIN form of conflict resolution -Most effective form of conflict resolution, especially in reference to task oriented rather than personal conflicts. -Attempting to make it easier for the target to complete request. -Could involve the leader helping complete the task, providing required resources, or removing obstacles that make task completion difficult.

Team

-Consist of two or more people who work INTERDEPENDENTLY over some time period to accomplish COMMON GOALS related to some TASK-ORIENTED PURPOSE -Special because the interactions among members within team revolve around a DEEPER DEPENDENCE on one another than the interaction within groups. -The interactions within teams occur with a specific task-related purpose in mind. -Member of a team depend on one another for critical information, materials, and actions that are needed to accomplish goals related to their purpose for being together.

Expert Power (Personal Power)

-Derives from a person's expertise, skill, or knowledge on which others DEPEND.

Sequential Interdependence

-Different tasks are done in a PRESCRIBED ORDER, and the group is structured such that the members specialize in these tasks.

Value in Diversity Problem Solving Approach

-Diversity in teams is beneficial because it provides for a larger pool of KNOWLEDGE and PERSPECTIVE from which a team can draw as it carries out its work. -Having a greater diversity in knowledge perspectives stimulates the exchange of information, which in turn fosters learning among team members

Surface Level Diversity

-Diversity regarding OBSERVABLE ATTRIBUTES such as race, ethnicity, sex, and age. -The negative impact tend to disappear as members become more knowledgeable about one another

Deep Level Diversity

-Diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience -Time appears to increase the negative effect of deep-level diversity on team functioning and effectiveness.

Referent Power (Personal Power)

-Exist 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

Coercive Power

-Exists when a person has control over PUNISHMENTS in an organization. -Operates primarily on the principle of fear. -Exists when one person believes that another has the ability to punish him or her and is willing to use that power. -For example, a manager might have the right to fire, demote, suspend, or lower the pay of an employee. -Regarded as a poor form of power to use regularly, because it tends to result in negative feelings toward those that wield(hold) it.

Process Loss

-Getting less from the team than you would expect based on the capabilities of its individual members. -Factors create process loss: Members have to work to not only accomplish their own tasks but also coordinate their activities with the activities of their teammates

Process Gain

-Getting more from the team than you would expend according to the capabilities of its individual members -This capability is most critical in situations in which the complexity of the work is high or when tasks require members to combine their knowledge, skills, and efforts to solve problems. -Process gain is important because it results in useful resources and capabilities that did not exist before the team created them.

Team Size

-Having a greater number of members if beneficial for management and project teams but not for team engaged in production tasks. -Having additional members beyond what's necessary to accomplish the work tends to result in unnecessary coordination and communication problems. -Additional members therefore may be less productive because there's more socializing, and they feel less accountable for team outcomes

Teamwork Process

-Helps teams increase their process gain while minimizing their process loss. -Refers to the interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself. -Behaviors that create the setting or context in which task work can be carried out.

Action Process

-Important as the task work is BEING accomplished. -One type: Monitoring progress toward goals.

Task Coordinator Activities

-Involve communications that are intended to coordinate task-related issues with people or groups in other functional areas. -A member of the team might meet with someone from manufacturing to work out how a coupon might be integrated into the product packaging materials.

Transformational Leadershop

-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. -Transformational leaders heighten followers' awareness of the importance of certain outcomes while increasing their confidence that those outcomes can be achieved. -More motivational approach to leadership than other managerial approaches

Distributive Bargaining

-Involves WIN-LOSE negotiating over a "fixed-pie" of resources. -When one person gains, the other person loses. -Example, purchase of car. When you walk into a car dealership, there's a stated price on the side of the car that's known to be negotiable. So every dollar you save is a dollar the dealership loses.

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. -A team process used to generate creative ideas 1. Express all ideas that come to mind 2. Go for quantity of ideas rather than quality 3. Don't criticize or evaluate the ideas of others 4. Build on the ideas of others

Intellectual Simulation

-Involves behaving in ways that challenge followers to be INNOVATIVE and CREATIVE by questioning assumptions and reframing old situations in new ways. -Represented by statements like :"The leader gets others to look at problems from many different angles"

Inspirational Motivation

-Involves behaving in ways that foster an ENTHUSIASM for and commitment to a shared vision of the future. -The 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. -Represented by statements like: "The leader articulates a compelling vision of the future"

Individualized Consideration

-Involves behaving in ways that help followers achieve their POTENTIAL through COACHING, DEVELOPMENT, and MENTORING. -Ohio state studies: Individualized consideration represents treating employees as unique individuals with specific needs, abilities, and aspirations that need to be tied into the unit's mission. -Represented by statements like: "The leader spends time teaching and coaching". -Steve jobs seemed lowest on individualized consideration.

Ingratiation

-Is the use of favors, compliments, or friendly behavior to make the target feel better about the influencer. -"Sucking up". -Has been shown to be more effective when used as a long-term strategy and not nearly as effective when used immediately prior to making an influence attempt.

Consideration

-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.

Reciprocal Interdependence

-Members are specialized to perform specific tasks. -Members interact with a SUBSET of other members to complete the team's work. -For example, 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.

Punctuated Equilibrium

-Members make ASSUMPTIONS and establish a pattern of behavior that lasts for the first half of its life. -Pattern of behavior continues to dominate the team's behavior as it settles into a sort of INERTIA

Cohesion

-Members of teams can develop strong EMOTIONAL BONDS to other members of their team and to the team itself. -Tends to foster high levels of motivation and commitment to the team, and as a consequence, cohesiveness tends to promote higher levels of team performance.

Michigan's Studies

-Michigan's studies framed their task oriented and relations-oriented concepts as two ends of one continuum, implying that leaders couldn't be high on both dimensions.

Team Process Training

-Occurs in the context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit.

Arbitraton

-Occurs when a third party determines a BINDING SETTLEMENT to a dispute. -The arbitrator can be an individual or a group (board) whose job is to listen to the various arguments and then make a decision about the solution to the conflict. -Arbitration is much riskier, because the outcome of the dispute rests solely in the arbitrator's hands.

Compromise

-Occurs when conflict is resolved through GIVE-AND-TAKE concessions. -The most common form of conflict resolution, whereby each party's losses are offset by gains and vice versa.

transACTIONAal Leadership

-Occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance.

Similarity Attraction Approach

-People tend to be more attracted to others who are perceived as more similar. -People tend to avoid interacting with those who are perceived to be dissimilar, to reduce the likelihood of having uncomfortable disagreements.

Alternative Dispute Resolution

-Process by which two parties resolve conflicts through the use of a specially trained, neutral third party. Two of the most common forms are mediation and arbitration.

Negotiation

-Process in which two or more interdependent individuals DISCUSS and attempt to come to an AGREEMENT about their different preferences. -Can take place inside the organization or when dealing with organizational outsiders. -Can involve settling a contract dispute between labor and management, determining a purchasing price for products, haggling over a performance review rating, or determining the starting salary for a new employee.

Team Characteristics

-Provide a means of CATEGORIZING and EXAMINING teams, which is important because teams come in so many shapes and sizes. -Team characteristics play an important role in determining what a team is capable of achieving and may influence the strategies and processes the team uses to reach its goals.

Mental Models

-Refer to the LEVEL OF COMMON UNDERSTANDING among team members with regard to important aspects of the team and its task. -A team may have shared mental models with respect to the capabilities that members bring to the team as well as the processes the team needs to use to be effective. -When members have shared understanding of which processes are necessary to help the team be effective, they can carry out these processes efficiently and smoothly.

Scout Activities

-Refer to the things team members do to obtain information about technology, competitors, or the broader marketplace. -The marketing team member who meets with an engineer to seek information about new materials is engaging in scout activities.

Task Conflict

-Refers to disagreements among members about the TEAM'S TASK -Can be beneficial to teams if it stimulates conversations that result in the development and expression of new ideas.

Relationship Conflict

-Refers to disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences. -Relationship conflict is not only dissatisfying to most people, it also tends to result in reduced team performance

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. -Not everyone on a team has to possess the same knowledge. -Team effectiveness requires that members understand when their own specialized knowledge is relevant to the team and how their knowledge should be combined with the specialized knowledge of other members to accomplish team goals.

Team Process

-Reflects 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 process and communication

Contingent Leadership

-Represents a more active and effective brand of transactional leadership, in which leader attains follower agreement on what needs to be done using PROMISED or ACTUAL rewards in exchange for adequate performance. -"The leader makes clear what one can expect to receive when performance goals are achieved" exemplify contingent reward leadership.

Mediation

-Requires a third party to FACILITATE the DISPUTE RESOLUTION process, though this third party has NO formal authority to dictate a solution. -A mediator plays the role of a neutral, objective party who listens to the arguments of each side and attempts to help two parties come to an agreement.

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 whom they interact in the course of the collaboration involved in accomplishing the team's work.

Reward Power

-Someone has CONTROL over the RESOURCES or rewards another person wants. -For example, managers generally have control over raises, performance evaluations, awards, more desirable job assignments, and the resources an employee might require to perform a job effectively. -Those with reward power have the ability to influence others if those being influenced believe they will get the rewards by behaving in a certain way.

Time-Driven Model of Leadership

-Suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations. -Suggests that seven factors combine to make some decision-making styles more effective in a given situation and other styles less effective. Factors: -Decision significance -Importance of commitment -Leader expertise -Likelihood of commitment Shared objectives -Employee expertise -Teamwork skills

Transition Process

-Teamwork activities that focus on preparation for FUTURE work. -For example, 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

Task Work Process

-The ACTIVITIES of team members that relate directly to the accomplishment of TEAM TASKS. -Occurs any time that team members interact with the tools or technologies that are used o complete their work. Three types of task work processes -CREATIVE BEHAVIOR (Generating novel and useful ideas and solutions), DECISION-MAKING, and BOUNDARY SPANNING

Network Structure

-The PATTERN of COMMUNICATION that occurs regularly among each member of the team. -The more communication flows through fewer members of the team, the higher the degree of centralization.

Information Richness

-The amount and depth of information that gets transmitted in a message. -Messages that are transmitted through face-to-face channels have the highest level of information messages because sends can convey meaning through not only words but also their body language, facial expressions, and tone of voice.

Laissez-fair leadership

-The avoidance of leadership altogether. -Important actions are delayed, responsibility is ignored, and power and influence go unutilized. -"The leader avoids getting involved when important issues arise"

Initiating Structure

-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

Delegative Style

-The 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.

Facilitative Style

-The 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 than anyone else's. -The leader is more facilitator (someone who helps a group of people understand their common objectives and assists them to plan how to achieve these objectives) than decision maker.

Consultative Style

-The 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. -Employees do "have a say" in the process, but ultimate authority still rests with the leader.

Interpersonal Process

-The processes are important BEFORE, DURING, or BETWEEN periods of task work, and each relates to the manner in which team members manage their relationships. -First type: Motivating and confidence building.

Leadership

-The use of POWER and INFLUENCE to direct the activities of followers toward goal achievement. -That direction can affect followers' interpretation of events, the organization of their work activities, their commitment to key goals, their relationships with other followers, and their access to cooperation and support from other work units.

Groupthink

-This drive toward conformity at the expense of other team priorities/ discourages creativity

Social Loafing

-Those feeling of reduced accountability, in turn, cause members to exert less effort when working on team tasks than they would if they worked alone on those same tasks. -For example, basketball example, motivational loss and social loafing may result if players come to depend on a star player to win games for the team.

Team Types

-Work teams - Produce goods or provide services -Management teams - Integrate activities of subunits across business functions -Parallel teams - Provide recommendations and resolve issues -Project teams - Produce a one-time output (product, service, plan, design, etc) -Action teams - Perform complex tasks that vary in duration and take place in highly visible of challenging circumstances.

Autocratic

All decisions

Individualistic Roles

Behaviors that benefit the INDIVIDUAL at the EXPENSE of the team. (Aggressor, blocker, slacker)

Team Task Roles

Behaviors that directly FACILITATE the accomplishment of TEAM TASKS. (Coordinator, orienter, energizer)

Legitimate Power (Organizational Power)

Derives from a position of AUTHORITY inside the organization and sometimes referred to as "formal authority" -Have the understood RIGHT TO ASK OTHERS to do things that are considered within the scope of their authority. -When managers ask an employee to stay late to work on a project, work on one task instead of another, or work faster, they are exercising legitimate power. -The higher up in an organization a person is, the more legitimate power they generally possess.

2 Main types of leadership behaviors

Initiating Structure and Consideration

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.