PSYC 3590 Exam 4 Study Guide

interchangeable.

** Many would disagree that groups and teams are

. Generate solutions

- Communication to process problem and goals while trying to identify solutions

Types of teams: Service teams

-Attend to the needs of customers -Serve many customers at one time -Examples: Flight attendants, hospital emergency units, retail sales groups

Types of teams: Management teams

-Cooperate executive teams; regional steering committees -Coordinate other work units under their direction -Responsibilities include planning, budgeting, staffing Examples: Top management teams, military command teams, healthcare teams

Types of teams: Project teams

-Created for the duration of a project -Cross-functional -Disband at completion of project -Examples: New-product teams, research units, research and design project groups

Types of teams: Production teams

-Front line employees producing tangible output -Often self-managed,self-led, self-directed -Examples: Electronics assembly units, coal mining crews, candy production crews

Brainstorming effectiveness is reduced when

-Members are delayed in sharing their ideas -Members are apprehensive about voicing their ideas -Members are motivated by how "good" they look to others

Self-Managed Work Teams

-Monitor and control the overall process or product; also dole out specific tasks to team members Example: Schedule own work, maintain own equipment

Individual differences in work-life balance: Work-Life Balance and Gender

-One study (Lyness & Judiesch, 2014) focused on the gender differences in various ratings of work life balance either form self-report measures or managers from 36 countries. The results showed that supervisors tended to rate women as having lower work-life balance than men in countries that were less egalitarian(less equal in their roles, "traditional roles") in their societal gender roles -However, in countries that were higher in egalitarianism in gender roles, women and men were rated similarly. Furthermore, even in self-report measures women in low egalitarian countries also reported lower WLB than men in these countries and similar WLB to men in high egalitarian countries. These result point to the idea that societal perceptions of gender role affect perceived levels of work life balance by supervisors depending on the country of origin and the associated gender role stereotypes (Lyness & Judiesch, 2014). Takeaway message: Based on perception and societal gender roles

Team Member Selection:

-Selecting team members based on general mental ability and personal traits improve team performance -Just one member who is low on certain traits can lead to increased stress and decreased performance

Types of teams: Advisory teams

-Solve problems and recommend solutions -Very popular in organizations -Temporary -Examples: Quality circles, employee involvement teams, university advisory group to the president

Cohesion

-Strength of members' motivation to maintain membership in a group as well as the links or bonds that have developed among members -Viewed as: binding and combative force; group unity, group goals above individual goals; special type of interpersonal attraction; and aspect of teamwork -Both positive and negative consequences

Individual differences in work-life balance: Generational Differences and Personality

-Studied the interaction between generational differences in valuing WLB and having altruistic and conscientious behaviors Participants answered online surveys to evaluate these various aspects Not significant interactions between variables -Also results suggest they would have worse WLB than Gen X or Baby Boomers Implications: supervisors could help millennials may need to define conscientiousness and have more flexibility in work Not significant differences in values of generations but the participation in values and definition of values may vary per each generation (Chahill, 2016)

Individual differences in work-life balance: Work-Life Balance and Age

-This study focused on assessing whether the age of employees has an effect on their perceived WLB Study done from employees in Finland, Lithuania, Sweden- may vary in Americans Older workers indicated better WLB than younger workers -Older workers were also more likely to disagree that they had equal opportunities to improve their WLB situations Important study to encourage older workers to continue working/alter how older generations are treated

Team Role Test

: Intended to tap into knowledge about team roles, including in which situations certain roles are more important

Five steps to effective group decision making 1. Diagnose the problem

Agreement on problem, obstacles; prepares to overcome

Workplace health policy examples

Allowing time for exercise Having an on-site kitchen/eating area Providing healthy food options in vending machines Employee health insurance coverage Tobacco free/smoke free policy

leadership styles

Authoritarian, democratic, laissez-faire Subordinates prefer democratic leaders, but not much relationship between leader style and subordinate behavior

People are less likely to "loaf" when:

Believe their individual efforts will be identified Others are personally affected by their effort

Effects of types of cyberloafing

But there are differences between types of cyberloafing Browsing activities (ex: news web sites and sports web site) Led to positive work affect and work facilitation(helping work related problems) Emailing activities (checking and sending non work related email) Led to negative affect and work depletion(makes it difficult to fulfill work obligations) Browsing -> temporal escape from work stress -> recharging process -> positive affect -> resources necessary for work fulfillment Email is cognitively taxing -> exertion -> depletes psychological resources -> resources are not there for work purposes Need for more research on these underlying mechanisms and Chen's research didn't go far enough.

Virtual Teams

Composed of members who work in different cities or countries and communicate via e-mail, fax, web pages, and videoconferencing

Coercive power

Control over punishments, used to get others to do what they want

Hiring and gender bias

Cornell University researchers submitted 1,276 fake résumés for real jobs listed in the classified section of a local newspaper The résumés were equivalent when it came to educational credentials and work experience, but they varied in personal details about gender and whether or not the candidate had children -Results: The fake male candidates with kids were the most likely to be hired because they were viewed as more responsible Next came men and women without kids The least desirable were women with children. Subjects told researchers they viewed women as more likely than men to sacrifice work duties for family responsibility Cornell's findings reinforce traditional views that women face gender discrimination, which often leads to a gender imbalance in the workforce. Cornell gives explanations as to why women may not be hired, but what prevents already employed women from rising to positions of power within their companies?

Expert power

Derived from special knowledge or proficiency

Informal groups

Develop apart from the official organizational structure; exist relatively independently of the organization -Often form among those working in close proximity who interact frequently

Develop an action plan and implement solution

Develop detailed action steps and methods for monitoring/evaluating progress

Individual differences in cyberloafing

Different for genders & personalities? Men tend to view cyberloafing more positively Men are more likely 97% of men 85% of women Different personalities respond differently to cyberloafing low confidence and high anxiety = less internet time

Implicit Leadership

Emphasizes subordinates' perceptions of leader behaviors Leadership as the outcome of a perceptual process involving leaders and subordinates Prototype- One's mental representation of a leader The more subordinates' perceptions of the leader match their leader prototype, the more the leader is respected and perceived as effective Leadership effectiveness is more about followers' perceptions than leaders' actions -A very different approach to leadership Define leader in terms of whether one is perceived by others as a leader

Free riding

Employees perceive their efforts are not necessary to group success and rewards

Consideration

Extent to which leaders act in a supportive way and show concern and respect for their subordinates (e.g., two-way communication, establishing favorable rapport)

Situational favorability

Extent to which the leader perceives having control of the situation

Transformational leaders:

Focus on long-term goals (vs immediate goals), develop/articulate a vision, inspire to enthusiastically pursue the vision, coach followers to take responsibility for development They inspire— do not just motivate -Research shows transformational leadership: Increased positive attitudes: job satisfaction, organizational commitment, etc. Increased individual and group performance: Higher levels of motivation, task performance, contextual performance, team functioning, workgroup performance (collectivism and power distance), etc. Produces real-world, bottom-line effects

LMX Theory

Focuses on unique, dyadic relationships between subordinates and leaders Leaders have different relationships with different subordinates Subordinates are either in the in-group or the out-group In-group subordinates have good relationships with leader based on mutual trust, shared responsibility, and support Out-group subordinates are treated in a more task-oriented fashion

Referent power

Gained through respect or admiration -Leaders are likely to use different types of power in managing across different situations Expert power and referent power are not limited to higher levels of the organization

. Choose a solution

Group compares the remaining solutions, chooses one -Common approaches: delegating, averaging individual inputs, majority rules, group consensus

Evaluate solutions

Group critically evaluates each of the solutions

Sucker effect

Group members decide they will no longer be a "sucker" and reduce their effort

Role concept

How people perceive the various situational forces acting on them

Work-Team Effectiveness: Team performance

How well team is performing

Transformational leaders exhibit:

Idealized influence (charisma= identify with and emulate) Inspirational motivation (challenge and engage) Intellectual stimulation (new perspectives) Individualized consideration (support and encourage) -Idealized influence—the charisma brought to a relationship by a leader who arouses in the follower a strong desire to identify with or emulate the leader Inspirational motivation—give followers challenges and a reason to engage in shared goals Intellectual stimulation—transformational leaders increase follower awareness of problems from a new perspective Individualized consideration—leaders share with followers when they treat each as an individual, providing support, encouragement...

Trait Theories

In the beginning, very atheoretical Focused on identifying individual characteristics that make a good leader Gender, dominance, intelligence, appearance, need for power, need for achievement Stogdill's (1948) seminal review concluded that there was little consistency in findings for the trait-leadership relationship -In past 25 years, interest in traits reemerged Research findings Intelligence, dominance, masculine orientation predicted leader emergence in small groups Behavioral flexibility (extent to which an individual is willing to consider what behaviors/approaches might work best in particular situations) also is a useful predictor of leader emergence in small groups Big Five traits and leadership Extraversion (+) leadership self-efficacy (individual's perceived capabilities to successfully accomplish leadership tasks)

Transformational Leadership

Interaction of leader and follower raises both to higher levels of motivation and morality Transformational leaders attempt to motivate subordinates to transcend self-interests and achieve more than they think is possible

Storming

Interactions are characterized by disagreement -Members question one another more pointedly -Some conflict emerges

Work group:

Interdependent collection of individuals who share responsibility for specific outcomes for their organizations Must share common goals that affect each other

Transactional leadership

Leader-follower relationship is based on exchanges only, leaders operate on contingent reinforcement

Performing

Members become focused on productivity and goal achievement -Task orientation a high

Tuckerman's five stages of group development: Forming

Members get acquainted -Interactions are polite, tentative, exploratory, and sometimes guarded

Brainstorming

Members of group generate potential solutions without fear of criticism by other members

Groupthink:

Mode of thinking that individuals engage in when the desire to agree becomes so dominant in a cohesive group that it tends to override the realistic appraisal of alternative courses of action

Legitimate power

Power bestowed by the organization, synonymous with "authority"

Role differentiation

Process by which a group or organization establishes distinct roles for various group or organization members

Teamwork

Process-oriented aspects of the work

Social Loafing

Reduction in individual effort that occurs when people work in groups!

Attitudes of team members

Reflect quality of work life, trust in commitment, job satisfaction

Reward power

Results from controlling rewards or outcomes that others strive for

Servant leadership

Robert Greenleaf coined the term "servant leadership" -The Servant as a Leader (1970) -idea that the primary responsibility of a leader is to their followers Puts the interests of followers above their own -Larry C. Spears - developed 10 characteristics of a servant leader Service President and CEO of the Robert K. Greenleaf Center for Servant Leadership since 1990

Group composition

Role of personality

Adjourning

Roles are terminated -Relationships weaken, and members become much less dependent on one another or the group. -Some degree of stress or tension is likely

Functions of Informal Groups

Satisfy social needs such as friendship and companionship Satisfy security needs; make employees feel safe and connected Facilitate cooperation among employees Regulate social and task behaviors

Roles

Set of behaviors expected of a person who occupies a particular position in a group or organization

Norms

Shared expectations about appropriate ways of responding in a group

Fiedler's Contingency Theory

Situational favorability: Extent to which the leader perceives having control of the situation Degrees of situational favorability match up with leader style or orientation Measured by the least preferred coworker (LPC) scale Criticism: LPC has not been well-defined Mixed results, but meta-analytic support for cognitive resource theory (Fiedler & Garcia, 1987) Focuses on the influence of the leader's intelligence and experience on his or her reaction to stress

Instruments designed to identify individuals likely to be successful in a team environment: Teamwork Test

Situational judgment test that identifies KSAOs that more effectively predict teamwork (vs taskwork)

Backfiring of pay for performance

Sometimes when motivation is the problem, money isn't always the solution. Reward induced performance, ignores the complexity of human behaviors. Particularly the role of intrinsic motivation, which is the desire to perform an activity for its own inherent rewards. Experimental data suggests that financial incentives often "crowd out" intrinsic motivation. For instance, college students will spontaneously play with interesting puzzles, but once they are paid to solve them, they lose interest in playing for free.

Schemas for successful leaders-Path Goal Theory

Specifies situational moderators that influence the leader behavior/leader effectiveness relationship (four leader behaviors) Directive (communicate goals, expectations, and tasks) Achievement-oriented (set challenging goals) Supportive (focus on relationships) Participative (focus on mutual participation)

Formal groups

Subunits established by the organization

LMX Theory: Research

Supports idea that quality of leader-follower relationship is predictive of individual-, group-, and organization-level outcomes Positive LMX relationships are related to favorable performance ratings Variability in LMX (high LMX differentiation) within teams may have important negative outcomes (team conflict, turnover)

Contingency Theories

Take into account situational variables Best-known contingency theories: Fiedler's contingency theory Path-goal theory

Two types of team behaviors: Taskwork

Task-oriented aspects of the work

Major advantage of Virtual Teams

Team members can communicate, collaborate, and create regardless of location, time zone, weather, etc. -Most large organizations in the US and other parts of the world employ virtual teams

interchangeably**

Terms "work groups" and "teams" are used

Which of the following is NOT a function that informal groups serve?

They satisfy employees' self-actualization needs.

Norming

Unity is established -Members become more cohesive -Roles, standards, and relationships develop -Trust increases

Requirements to categorize team as virtual:

Use computer-mediated communication Geographically dispersed -There are gradations of virtuality

Current Trends

Use of work groups will continue to expand in areas of service, production, project completion Work teams will continue to become more fluid Virtual teams Team member selection

Descriptive norms

What most people do, feel or think in a particular situation -Violators are seen as unusual, different

Prescriptive norms

What people should do, feel, or think in a particular situation -Violators are seen as dysfunctional, bad employees

Tipping point

When about 90% of communication is computer-mediated, virtual teams become less effective Even a small amount of face-to-face time may enhance virtual team performance

Gender and Leadership

Women are more participative and interpersonally oriented than men Men and women emerge as leaders in contexts consistent with their gender roles Culture What a particular culture values in a leader Western - "Determined" was highly prototypical Eastern - "Intelligence" was highly prototypical Emotions High EI leaders are more effective because they exhibit more transformational behaviors

Why does gender inequality/Differences still exist in the workplace?

Women have surpassed men in educational attainment in the United States According to the Employee & Family Assistance Program gender gaps exist due to: Gender Roles Most women do, and are expected by society to, hold jobs that depend on their nurturing, caring qualities Women mostly responsible for taking care of the family Men are seen as more competitive, aggressive. These qualities associate them with higher status, better paying jobs Women are socialized from birth to not be aggressive and competitive Gender Bias Women are seen as less powerful than men, so they are less likely to hold high status jobs Competitiveness and aggression seen as essential in higher status jobs; associated with masculinity - think of a CEO --HAS TO DO WITH GENDER DIFFERENCES -Many may think men have the educational advantage over women. However, this is not true, but men still hold more superiority over women in the workplace. -Gender roles: this goes back to the 1950s when the husband's were mostly considered "breadwinners" and women the "housewives", women have came a long way today. -Nurturing, caring are seen as feminine traits. Think of a CEO... most of society would associate this position as a males job merely because of gender associated characteristics. Women can be competitive.

Work teams

Work groups in which the actions of individuals are interdependent and coordinated; each member has a role; team has common goals/objectives

Power

an individual's potential influence over the attitudes and behavior of individuals

Norms develop gradually, are passed down,and...

and are adjusted to by new members

Kenneth works in a group whose members are highly motivated to stay together. All members are willing to put aside their individual goals in order to see the group succeed. Kenneth's group is best described as having a high level of:

cohesion.

All of the following are stages in Tuckman's model of group development EXCEPT:

conforming

Groups are ineffective at pooling unshared information; group decisions are....

determined more by shared information

Teams with high variability on extraversion and low variability on conscientiousness are most...

effective

Self-managed work teams function because autonomy and empowerment are positively related to team...

effectiveness; however, team conflict can lead to ineffectiveness

Jenna is in a work group composed of graphic designers who have been asked to design a billboard. She thinks that the billboard is effectively being completed by others and that her efforts are not necessary. Jenna is engaged in:

free riding.

When a cohesive group's desire to agree becomes so dominant that it overrides realistic appraisal of alternative courses of action, the result is a mode of thinking known as:

groupthink

Personality plays a role with...

helping (backup behavior) -Team performance improves when members have high cognitive ability, favorable personality traits, and relevant experience -Demographic diversity among team members is unrelated to team effectiveness -However, diversity related to the task (expertise, education) is positively related to team effectiveness

Cohesive groups are more satisfied than...

noncohesive groups

During the ________ stage of group development, group members become more cohesive and establish unity among themselves.

norming

Group cohesion is positively linked to

performance (based on meta-analytic analysis)

According to research on group decision making, groups are NOT particularly effective at:

pooling unshared information.

Which type of norm suggests what people should do, feel, or think in a particular situation?

prescriptive

Any non-motivational element of a group situation that detracts from the group's performance is known as:

process loss

Liz and four other students have been assigned to work in a group on a class project. Midway through the project, Liz realizes she is the only one working and decides not to put forth any more effort. This outcome is called:

the sucker effect.

Withdrawal behaviors

turnover, absence, tardiness

Negative effects of paternity leave

● Fathers who take time off from work tend to have their earnings reduced. ● Paternity Leave causes men to refrain from the caregiver role. ● Stigma of taking time off from work to help fulfill household duties. ● Fathers who do not take paternity leave risk harming the relationship between their newborns and themselves as well as strain on their relationship with their spouse