EXAM #2 STUDY GUIDE (9,11,12,13)
●
CHAPTER 9 – Groups & Teams at work
○ Stages of Group Development (Formal vs. Informal Groups)
■ Forming → Stage when group comes together for first time
■ Storming → Shed social norms, more authentic and argumentative
■ Norming → Establish ground rules, S.O.P
■ Performing → Not just getting work done, but how they are doing work
■ Adjourning → Final stage when the group separates
○ Cohesion (Degree of comradery within a group)
■ Factors: Similarity, Stability, Size, Support, and Satisfaction
■ Negatives:
● Groupthink → Avoid going against group mentality
● Social Loathing → Put in less work when working in group context
● Collectable Efficacy → Groups perception of itself to perform well
■ Too much cohesion (Groupthink, Social Loathing, Collectable Efficacy)
○ Types of Tasks: (Production Tasks, Idea Generation, Problem Solving)
○ Types of Interdependence
■ Task I.D. → Reliance for Information to complete basic task
■ Pooled I.D. → Work independently and combine efforts at end
■ Sequential I.D. → One task precedes the next person’s, etc.
■ Reciprocal I.D. → Work together each stage of a task
■ Outcome I.D. → Reward an individual receives depends on others
○ Team roles (Task-Oriented, Social-Oriented, Boundary-Spanning)
○ Types of Teams (Team is cohesive coalition with mutual goals)
■ Types: Task Force, Product Development Teams, Cross Functional
Teams, Virtual Teams, Top Management Teams
■ Team Leadership: Traditional Manager Led vs. Self-Managed Teams
(“empowered teams”)
■ Team Norms, Team Charters establish psychological safety
○ Meeting Types (Check in about Patrick L. Model for Meetings)
■ Check-In Meeting (15-30m) → Weekly, Day-Day, Motivation
■ Tactical Meeting (30-1h) → Biweekly, Focus on Operations
■ Strategy (2-3+h) → Quarterly, Bigger picture meetings
■ Board Meeting / Retreats → Highest level meeting, Trainings
○ 7 Fundamental Questions When Considering Teams → (Capability, Cooperation,
Coordination, Communication, Cognition, Coaching, and Conditions)
●
CHAPTER 11 – Decision Making & Creativity At Work
○ Types of Decisions (Decision Making: Selecting among choices of action)
■ Programmed Decisions → Automatic response decisions (decision rule)
■ Nonprogrammed Decisions → Decisions requiring conscious thought
■ Strategic, Tactical, Operational
○ Intuitive Decisions (Firefighter or
surgeon)
○ Creative Decisions
■ Problem Recognition
■ Immersion
■ Incubation
■ Illumination
■ Verification & Application
○ Dimensions of Creativity
■ Fluency (# ideas)
■ Flexibility (diff from other ideas)
■ Originality (uniqueness)
○ SCAMPER (Checklist for Creativity)
○ Ways to Develop Creativity:
■ Brainstorm & Idea Quotas
■ Wildstorm (Impossible → Possible)
■ Crowdsourcing (Outsource problem to group)
○ Faulty Decision Making
■ Anchoring & Adjustment Bias (Rely too heavily on one piece of info)
■ Availability Bias (Info more readily available is likely to occur)
■ Confirmation Bias (Supports preexisting beliefs)
■ Escalation of Commitment Bias (Continue on failing course of action)
■ Framing Bias (Tendency to be influenced by way issues are framed)
■ Fundamental Attribution Error (Positive = Personal, Negative = Situation)
■ Hindsight Bias (Should’ve been a mistake in the past)
■ Corr/Causality Bias (Mix up correlation and causality)
■ Overconfidence Bias (Overestimate ability to predict future events)
■ Sampling Bias (Generalizations from small source)
○ Group Decision Making Techniques
■ Consensus
■ Delphi Technique (Uses written responses + questionnaire to decide)
■ Ethical Champions (People who champion “the right thing”)
■ Majority Rule
■ Nominal Group Technique (Think, Share, Discuss, Vote)
■ Group Decision Support System (Computer helps decide)
■ Decision Trees (Yes->Yes/No,etc.)
●
CHAPTER 12 – Leading At Work
○ Stitch Fix → Famous for its 360 review process (All levels to each other)
○ “Big Man Theory” → Leaders are born instead of made (emerging research has
disproven this, more about behavior and less about traits)
○ Big 5 (Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism)
○ Self-Esteem (Degree by which one is at peace with oneself) & Integrity
○ Key traits of leadership
■ Integrity, Intelligence, Extraversion, Conscientiousness, Open to
Experience, and Self-Esteem
○ Leader Behaviors (Task vs. People Oriented Leader)
■ Leader Decision Making (Autocratic, democratic, laissez faire)
○ Fiedler's Contingency Theory (Leader Preferred Coworker Scale)
■ Different people can be effective in different situations
○ Situational Leadership (e.g. Emergency Situation)
○ Four leadership Styles (Directive, Participative, Supportive, Achievement-Orient)
○ Path Goal Theory to Leadership (Whereby employees perform better when they
are motivated by their efforts getting rewarded)
○ Normative Decision Model (Decides how involved the leader should be)
○ Leadership Distinctions:
■ Transformational leadership (Align employee & leader goals)
■ Transactional Leadership (Ensure fair exchange employee/employer)
■ Tools: TRUST, Charisma
○ Leader Member Exchange (LMX) → High quality = Trust
○ Servant Leadership → True leader is there to serve the needs of others
○ Authentic Leadership → A leadership approach to stay true to own values
○ Abusive Leadership → Hostile behaviors (verbal and nonverbal) to employees
○ Leader humility, women in leadership participants
●
CHAPTER 13 – Power, Influence, & Politics at Work
○ Power → Ability to influence behavior of others to get what you want
○ Conformity (Milgram Studies aka Shock Experiment, Asch Line Studies)
○ Dependency → Related to power, the more dependent = more power
○ Aspects of a Resource (Scarcity, Importance, Substitutability)
○ Bases of Power (Legitimate power, Reward power, Coercive Power, Expert
power, Information Power, Referent Power **charisma**)
○ Commonly used influence tactics (444/445), frequency of use, definitions
■ Rational Persuasion
■ Legitimizing Tactics
○ Influence Tactics (Getting others to do what we want)
○
○
○
○
○
○
Logical Fallacies
■ Ad Hominem → Attack a person/group rather than their actions
■ Bandwagon → Rely on groupthink so it must be true
■ Circular Reason → Restatement of argument versus new evidence
■ Either/Or → With us or against us mentality, no compromise
■ Moral Equivalence → Really awful for minor offense
■ Red Herring → Argument is a distraction rather than argument
■ Slippery Slope → Conclusions based on unrelated events
■ Straw Person → Oversimplifying opponents argument
Impression Management (Shaping the way you are viewed by others)
■ Nonverbal, Self-focused, Other-focused impression management
Direction of Influence (Upward **influence boss**, Downward, Peer)
Organizational Politics (Formal or Informal decisions, often behind the scenes)
Individual Antecedents + Organizational Antecedents = Political Behavior
Social Networks → Power of relationships between people
■ Social Network Analysis (SNA) examine relationships structure of group
■ Central Connectors → Linked to most # of people
■ Boundary Spanners → Connect different fringe parts
■ Peripheral Specialists → Work on fringes, can be drawn on as needed