MPO Test 3

Forming

"Ice-breaking" stage Group members uncertain about their role. Mutual trust is low Good deal of holding back to see who is in charge. Conflict is beneficial and leads to increased creativity

devil's advocate pros

- Develops more solutions, analytical skills and emotional intelligence -Makes better recommendations

Bullying

- Most often evident to to others -Affects even those that are NOT bullied - Group-level implications

Conflict Continuum

- initially experts believed all conflict had to be avoided or quickly resolved - it was recognized that conflict is inevitable and managers need to learn to live with it - OB specialists realized that conflict had both positive and negative outcomes and organizations could suffer from too much or too little conflict

Conceptual Decision Making Style

-People/social focus, high tolerance for ambiguity -future focused, use intuition, engage others in discussion -Can be idealistics and indecisive

analytical decision making style

-Technical/task focus, high tolerance for ambiguity -careful decision-makers, like a lot of information, tend to overanalyze

Nonrational models pros

-good when you need a quick decision -useful when resources are limited and information is difficult or costly to acquire

behavioral decision making style

-people/social focus, low tolerance for ambiguity -supportive, receptive to suggestions -can be "wishy-washy" in decision making- have a hard time saying "no"

Nonrational models cons

-subject to bias -May have difficulty convincing others

directive decision making style

-technical/task focus, low tolerance for ambiguity -Efficient, logical, practical, systematic- but can be autocratic, focused on power and control

7 Habits of highly effective people

1. Be proactive 2. Begin with the end in mind 3. Put first things first 4. Think win-win 5. Seek first to understand, then to be understood. 6. Synergize 7. Sharpen the saw

Characteristics of team players

1. Committed 2. Collaborative 3. Competent

Group Development Process

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

A group becomes a team when

1. Leadership becomes a shared activity 2. Accountability shifts from strictly individual to both individual and collective 3. The group develops its own purpose or mission 4. Problem solving becomes a way of life, not a part-time activity 5. Effectiveness is measured by the group's collective outcomes and products

Group

2 or more freely interacting individuals who share norms and goals and have a common identity.

Sanjay promotes the benefits of little or no conflict within an organization. This, he states, leads to greater productivity. Is this analysis correct? A) No. less conflict leads to boredom and lower productivity B) Yes. this analysis is correct C) Yes. Conflict should be avoided wherever possible as it always has negative consequences. D) No. Productivity and conflict are not related at all

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Team with high levels of ______ and _____ deal with task conflict better than those without these characteristics. A. need for affiliation; openness B. extraversion; need for power C. need for power; agreeableness D. need for achievement; extraversion E. openness; emotional stability

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______ bias is espically evident in entrepreneurs who are deciding to start and sustain new ventures.

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Negotiation

A collaborative decision making process involving two or more parties with different preferences.

team building

A host of techniques aimed at improving the internal functioning or work groups that strive for: -Greater cooperation -Better communication -Less dysfunctional conflict

Evidence-Based decision Making (EBDM)

A process of conscientiously using the best data and evidence to make managerial decisions - Make decision - Inform decision - Support decision

Norming

A respected member, other than the leader, challenges the group to resolve power struggles and questions about authority and power are resolved Group becomes cohesive Increasing team member interactions and interdependence of work tasks help overcome conflict

Roles

A set of expected behaviors for a particular position. -At the individual level -Pertain to a specific job or situation

Team

A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

Performing

Activity is focused on problem solving Contributors get work done without hampering others Climate of open communication Strong cooperation Great deal of helping behavior

Mediation

An alternative resolution method in which: A trained, 3rd party, neutral actively guides the disputing parties to a non-binding resolution

Norms

An attitude, opinion, feeling, or action shared by two or more people that guides behavior. - Shared phenomena -Apply to group, team, or organizational level

Formal Group

Assigned by organization to accomplish specific goals. - Fulfill : Organizational/Individual functions

Kierra is trying to quickly establish a team to find the root cause of a quality issue involving defective air bags in her company which also involves suppliers and dealers. She should do all of the following EXCEPT: A. Clearly explain the purpose of the team is to locate the root cause of the problem and suggest corrections B. Not choose a cross functional team as she assumes the problem can be solved by a single department C. Have each member share details about their experiences D. Establish how information will be shared E. Explain how conflicts in decision making will be resolved

B

Building Effective Teams

Break the Ice Don't Reinvent the Wheel Communicate a Purpose and a Plan Play to Strengths Clarify Decision Making

Jeannie belongs to a formal work group with established norms. All the following would be considered norms for her group EXCEPT: A. Meetings always start on time B. Meetings are limited to two hours C. Jeannie's boss always mediates conflict through reconciliation or humor D. Members take turns bringing snacks E. No cell phones are allowed during the meeting

C

Decision support systems (DSS)

Computer-based interative systems that help decision makers use data and models to solve unstructured problems

Programmed conflict

Conflict that raises different opinions regardless of the personal feelings of the managers

Teamwork Competencies

Contributes to the team's work Constructively interacts with team members Keeps team on track Expects quality work Possesses relevant knowledge, skills, and abilities (KSAs) for team's responsibilities

bounded rationality

Decision makers are bounded or restricted by contraints when making decisions

Virtual teams cons

Difficult to establish cohesion, work satisfaction, trust, cooperative behavior, and commitment to team goals Cultural differences Differences in local laws and customs Lack of nonverbal cues Lack of collegiality

Franco is part of a group which must resolve a quality control issue at his company. Franco is worried about what the group expects from him, and is not sure who is in charge. What stage of group development is the group likely in at this time?

Forming?

Brainstorming

Generating lots of potential ideas and alternatives

Conflict Process

Group members' interactions to work through task and interpersonal disagreements

Self-managed team

Groups of workers who have administrative oversight over their work domains.

________ is a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.

Groupthink

Task roles

Keep group on track

Maintenance roles

Keep group together

Intuition

Making a decision that comes to mind without clear awareness or evaluation of the evoking cues

Informal group

Members' overriding purpose for meeting is friendship or a common interest

rational decision making cons

Not having complete information Leaving emotions out Honestly and accurately evaluating alternatives Limit of time and resources

Conflict

Occurs when one party perceives that its interests are being opposed or negatively affected by another party

Characteristics of high-performing teams

Participative leadership Shared responsibility Aligned on purpose High communication Future focused Focused on task Creative talents Rapid response

rational decision making pros

Quality- follows logically from knowledge and expertise Transparency- reasoning is transparent and able to be scrutinized Responsibility- discourages decider from acting on suspect considerations

consensus

Reaches when all members either agree with the decision, or have had their say and were unable to convince others of their viewpoint - does not mean unanimity, but does mean everyone agrees to support the outcome

Virtual teams pros

Reduced real estate costs Ability to leverage diverse KSAs over geography and time Ability to share knowledge of diverse markets Reduced commuting and travel expenses Reduced work-life conflicts Ability to attract and retain talent

Non-rational decision making

Rely on intuition, mental short cuts -Can be quick, requires little cognitive efforts

The four-stage model

Stage 1: Identify the problem or opportunity Stage 2: Generate alternative solutions Stage 3: Evaluate alternatives and select a solution Stage 4: Implement and evaluate the solution

How are teams different from groups?

Teams are Task Groups that Have Matured to the Performing Stage. Teams Have Common Commitment. Teams Assemble to Accomplish a Common Task and Require Collaboration.

Virtual teams

Teams that work together over time and distance via electronic media to combine effort and achieve common goals

Nondisclosure

The failure to correct mis perceptions or conceal the negotiator's own position or circumstance such as conflict of interest.

Added value negotiation

The negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship by following these steps: - Clarify interests - Identify options - Design alternative deal packages - Select a deal - Perfect the deal

Creativity

The process of producing new and useful ideas for products, processes, services, procedures

Integrating

The style of conflict management described as confronting the issue cooperatively, identifying the problem, generating and weighing alternatives, and selecting a solution.

Storming

Time of testing. Testing leader's policies and assumptions and how they fit into the power structure Subgroups take shape Subtle forms of rebellion occur.

Cross-functional team

When specialists from different areas are put on the same team.

Adjourning

Work is done Time to move on to other things Return to independence eased by rituals celebrating "the end" and "new beginnings" Leaders should emphasize valuable lessons learned

How to Handle Intergroup Conflict

Work to eliminate specific negative interactions Conduct team building Encourage and facilitate friendships via social events Foster positive attitudes Avoid or neutralize negative gossip Practice the above - be a role model

Incivility

any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying

devil's advocate

assigning someone the role of critic

Interpersonal Opposition

based on personal dislike or disagreement

Judgmental Heuristics

cognitive shortcuts or biases that are used to simplify the process of making decisions

Programmed conflict

conflict that raises different opinions regardless of the personal feelings of the managers. Gets contributors to either defend or criticize ideas based on relevant facts rather than personal preference or political interest.

Functional conflict

constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take

normative model

decisions are guided by bounded rationality. - our ability to make decisions is restricted or bounded by contraints (resources, time, personal attributes) -manageable amounts of information sought- not complete information - decision is "good enough" vs. optimal: satisficing

dialectic method

fostering a structured debate of opposing viewpoints

Group decision making pros

greater pool of knowledge, different approaches to a problem greater commitment to a decision better understanding or decision rational more visible role modeling

Groupthink

group members become deeply involved in a cohesive group striving for unanimity overrides motivation to develop and appraise alternative courses of action

Intuition model

guided by judgments, insights, or decisions that come to mind without explicit evaluation

Decision-making style

how an individual perceives and processes stimuli to make a decision

Delphi technique

ideas and judgements generated anonymously

Decision making

identifying and choosing alternative solutions that lead to a desired state of affairs

how to guard against social loafing

limit group size, assure equity of effort, hold people accountable, offer hybrid rewards

Work-family conflict

occurs when the demands or pressures from work and family are mutually incompatible

Group decision making cons

social pressure few people dominate goal displacement groupthink

Social loafing

tendency for individual effort to decline as group size increases. -Free riders produce low quality work, cause others to work harder, and distract or disrupt the work of other team members

Group cohesiveness

the "we feeling" that binds members of a group together. - The principal by-product of Norming

Team composition

the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members

minority dissent

the extent to which group members feel comfortable disagreeing with other group members

contact hypothesis

the more the members of different groups interact, the less intergroup conflict they will experience. Quality contact matters from the in-group's perspective

Big data

the vast quantity of data available for decision making

Dysfunctional conflict

threatens an organization's interests, characterized by: -political infighting -lack of teamwork -aggression -dissatisfaction

rational decision making

using analytical and conscious thought -slow, logical, requires cognitive effort