CH 11: 1-9
CH 12: 10-20
CH 13: 21- 31
CH 14: 32-40
CH 16: 41-50
1. How do teams differ from groups?
Teams are interdependent and teams interact with a specific task related
purpose in mind
2. Stages of team development: storming
Storming: members remain committed to ideas they bring with them to the team
3. Scenario of team where workers do a variety of tasks and they have a wide variation of
what they believe they’re trying to accomplish. How do you resolve this?
Create a clear mission statement with clearly defined goals
4. Task interdependence
When team members rely on other team members for resources
5. Responsibility of a team gatekeeper
Encourages participation from teammates
6. Which is an example of a management team
Integrate activities of subunits across business functions (top management team)
7. What is a parallel team
Quality control counsel, provide recommendations to managers about important
issues that run parallel to production
8. Similarity attraction approach
A team with high diversity may have detrimental effects (not team effectiveness)
9. Team viability
The likelihood that a team can work together effectively in the future
10. Is this leader facilitating a brainstorming technique
true
11. Social loafing
When team members feel less accountable for team outcomes
12. Task coordinator activities: boundary spanning process (spa question)
Crossing over to adjacent area
13. In team decision making, there’s 3 factors that effect the prices
Decision informity, staff validity, hierarchical sensitivity
14. In transition processes, that’s a good time for debriefing and after action review
15. Information richness is the amount and depth of information that gets transmitted
16. The degree of centralization is higher when more communication flows through fewer
members
17. The most common form of conflict resolution is compromise
18. Process gain
In teams, when we get resources and capabilities that did not exist before team
creation
19. Process loss when there is motivational loss, coordination loss, or production blocking,
which is it?
Motivational loss: process loss due to team members’ tendency to put forth less
effort on team tasks than they could
Coordination loss: process loss due to the time and energy it takes to coordinate
work activities with other team members
Production blocking: coordination loss resulting from team members having to
wait on each other before completing their own part of the team task
20. Decision informity, staff validity, and hierarchical sensitivity, which one is being displayed
Decision informity: reflects whether members possess adequate info about their
own task responsibilities
Staff validity: refers to the degree to which members make good
recommendations to the leader
Hierarchical sensitivity: reflects the degree to which the leader effectively weighs
the recommendations of the members
21. Legitimate reward and cohesive are derived from the desire to identify with a person
False
22. Internalization is the best outcome of influence tactics
23. Distributive bargaining is aimed at accomplishing a win-lose scenario (not win-win)
24. 2 types of power are:
expert and referent power
25. What is expert power
When a person has skill or knowledge that we depend on
26. Chart on things that influence a leaders power: substitutability, discretion, and centrality
Substitutability is when people have alternate ability to accessing resources
27. Rational persuasion
The use of logical arguments and hard facts
28. The difference apprising and rational persuasion
Apprising focuses on the benefits of the team members and rational persuasion
focuses on the hard facts
29. Conflict resolution styles: which one yields the most unfavorable results
Avoiding
30. Situation about conflict, which style of conflict resolution is being used? (maybe
accommodating)
Competing: high assertiveness, low cooperation
Avoiding: low assertiveness, low cooperation
Accommodating: low assertiveness, high cooperation
Collaboration: high assertiveness, high cooperation
31. The use of power and influence to direct followers toward goal achievement
32. Leader member exchange theory (LMX): Argues that new leader member relationships
are marked by role making
false
33. Autocratic style of leadership: high leader control or low follower control
34. Transactional leadership approach aka the carrot and stick approach
35. LMX: defines a phase, which phase is it
Role-taking phase: when manager explains how things should go, and employee
does it
36. The process that a leader uses to generate and chose an alternative is a leaders decision
making style
37. Consultative style of decision making: leader solicits feedback but ultimately they make
the decision themselves
38. The time driven model of leadership: in a situation where a decision is significant and
the leaders expertise is high, use autocratic
39. When you have a team working together for the first time and they’re eager but lack
experience and confidence, what stage of readiness are they in
Stage R1 of readiness
40. Which style should be used for teams in R4 stage
Delegating
41. Observable artifacts
This is the primary way we communicate our culture to our workforce
42. Espoused values and enacted values are different things
43. Strong cultures are not always good cultures
44. When you have a main culture and subcultures that do not match the main culture,
these are called counter cultures (not fragmented culture)
45. The anticipatory stage of socialization starts the day the employee starts work
False
46. Organizational culture
The shared social knowledge within an organization
47. Basic underlying assumptions represent the deepest and least observable part of a
culture
48. Solidarity and sociability
Solidarity: how members think and act alike
Sociability: represents how friendly employees are to one another
49. In extreme cases, a counterculture can result in a differentiated culture
50. Stages of socialization:
anticipatory, encounter stage, and understanding and adaptation