MGT Exam #2 Flashcards

Two or moreindividuals, interactingand interdependent, whocome together to achieveparticular objectives

Defined by theorganization’s structure.Task force

Neither formallystructured nor organizationallydeterminedBook club

• Forming:• Uncertainty about purpose, structure, and leadership• Storming:• Intragroup conflict as members resist constraints• Norming:• Group is cohesive with strong group identity• Performing:• Group fully functional and working toward goals• Adjourning:• For temporary groups: breaking up

The set of expected behavior patternsthat are attributed to occupying a givenposition in a social unit

alignment of attitudes andbehavior with given role

our view of how we’resupposed to act in a given situation

how others believe youshould act in a given situation

conflict experienced whenmultiple roles are incompatible

Acceptable standards of behavior within agroup that are shared by the group’s members

Members wanted to avoid being visiblydifferent (especially in unfamiliar situations)• Desire to fit inMembers with differing opinions feelextensive pressure to align with others• Tension, dissonance

Voluntary behavior that violates significantorganizational norms and, in doing so, threatens the well-being of the organization or its members

Likely to flourish when.People are in groups. Supported by group norms

A socially defined position or rankgiven to groups or group members by others.Determined by. The power a person wields over others. A person’s ability to contribute to a group’s goals. An individual’s personal characteristics

High-status members... divas

Interaction among members of groups isinfluenced by status

Causes:

Dispersion ofresponsibility – cloudsthe relationship betweenindividual inputs andgroup output.Sucker effect. Free riding

Preventions:

Set group goals. Increase inter-groupcompetition. Engage in peer evaluation.Select members who havehigh motivation and like towork in groups.Distribute group rewardsbased on members’individual contributions. Individual accountability

The degree to which membersof the group are attracted to each other andmotivated to stay in the group.Performance-related norms and cohesivenessinfluence productivity

Make the group smaller2. Encourage agreement with group goals3. Increase the time spent together4. Increase the status and perceived difficultyof group membership5. Competition with other groups6. Give rewards to the grouprather than to individualmembers7. Physically isolate the group

the degree to which members ofthe group are similar to, or different from,one another.Cultural. Demographic.Racial.Gender

Accuracy – group is better than average individualbut worse than most accurate group member.Creativity – groups are better. Speed – individuals are faster

Groups are generally less efficient

A deterioration of individual’smental efficiency and moral judgments as aresult of group pressures

Occurs when members:

.Rationalize away resistanceto assumptions.Pressure doubters to supportthe majority. Doubters keep silent/minimizetheir misgivings. Interprets silence as a “yes” vote

.Limit group size (≤10).Encourage group leadersto actively seek input fromall members and avoidexpressing their ownopinions.Appoint a “devil’sadvocate”

Groupdiscussions leadmembers to assumemore extreme positions.Groups often takepositions of greater risk. May be due to diffusedresponsibility

Generates a list of creative alternatives whilewithholding criticism.Advantage: springboarding. Disadvantage: production blocking

Interacts primarilyto share information and to makedecisions to help one anotherperform within each member’sarea of responsibility

Generates positivesynergy through coordinatedeffort; individual efforts result in alevel of performance that is greaterthan the sum of those individualinputs

Members often from thesame department.Share ideas or suggestimprovements. Rarely given authority tounilaterally implement anyof their suggested actions. Often just makerecommendations

Team takes on supervisory responsibilities:.Work planning and scheduling. Assigning tasks. Operating decisions/actions. Working with customers

Team compromised of people from different departments

Members from same level, but diverse areaswithin and between organizations.Exchange information. Develop new ideas and solve problems. Coordinate complex projects

Teams connected through technology

enables andrestricts collaboration. Special challenges. Less social rapport. Diff to est. trust. More task-oriented. Members may be lesssatisfied

The ability to influence a grouptoward the achievement of a vision or a set ofgoals

focuses on personal qualities andcharacteristics

.Big Five Personality Framework

. Focuses on emergence instead ofeffectiveness

Attempts to organizework, assign roles, andgoals (productivity)

Concern for followers’comfort, well-being,status, and satisfaction

Emphasize the technicalor task aspects of thejob: people are meansto an end

Emphasizeinterpersonal relationsand accept individualdifferences

attempt to match leadershipstyle with work contextbecause one leadership styledoes not work in everysituation.Fiedler Model.LMX

Identifying Leadership Style: Least-Preferred Co-worker (LPC) survey determines leadership style(fixed trait).Relationship- vs Task-oriented.Effective group performance depends on theproper match between the leader’s style and thedegree to which the situation gives the leadercontrol.Match leader’s style with degree of situationalcontrol.Leader-member relations.Task structure.Position power

Leaders treat followers differently.In-group members (clique).Close to leader in attitude or personality.Have more of the leader’s attention.Get special privileges.Have higher performance ratings.Lower turnover.Greater satisfaction.The Office!.While the leader does the (implicit) choosing,it is the followers’ characteristics that drive thecategorizing decision

Gain followers throughpersonality traits insteadof power or authority.Key Characteristics:.Vision (compelling future).Personal risk-taking.Sensitivity toward followers.Help followers “catch” theemotions.Extraordinary behaviors

Charisma is attributed partially to geneticsand partially to training and experience

Charisma can be created by.Developing an aura of charisma.Be optimistic.Be passionately enthusiastic.Communicate with body, not just words.Drawing others in – inspire others.Tap into emotions, be empathetic – bring out thepotential in others

Best used when:.Environment is uncertain or stressful.Ideology is involved.People are most receptive to charisma whenthere is a crisis.Most closely associated with upper levelexecutives

Use organizationalresources for personalbenefit.Remake companies intheir own image.Allow self-interest andpersonal goals tooverride organization’sgoals

Motivate their followers in the direction ofestablished goals by clarifying role and taskrequirements.Do X, receive Y

Inspire followers to transcend their own self-interests for the good of the organization.Good leadership incorporates BOTH

CreativityFollowers are encouraged to be more innovativeand creative

.take risks, be in control.GoalsFollowers pursue more ambitious goals andhave more personal commitment to them.VisionEngenders commitment from followers andgreater sense of trust

The capacity that A has to influence the behaviorof B so that B acts in accordance with A’s wishes

Based on the available alternatives(control) and their desirability (significance)

Complies from fear of the negative results

Complies due to desire for positive benefits

From the formal authority to control and useorganizational resources

Influence wieldedas a result of expertise,special skill, or knowledge

Based onidentification with a personwho has desirable resourcesor personal traits.Charisma

Used to translatepower bases intospecific actions thatinfluence others

Rational persuasionInspirational appealsConsultation

Conflicting interests, high demand.Limited resources.Ambiguity in decision making (“fairness”) -competition

Twisting facts to support one’sown goals and interests

High machsHigh self-monitorsHigh need for power

The process by which individualsattempt to control the impression othersform of them.

Self-promotion,ingratiation (flattering), andconformity work well

Process that begins when oneparty perceives that another party hasnegatively affected, or is about to negativelyaffect, something that the first party caresabout

All conflict is harmful and mustbe avoided

Conflict is encouraged to preventgroup from becoming stale

Conflict is inevitable but weshould focus on productiveconflict resolution

Communication.Barriers exist.Too much or too little.Structure.Group size, age, diversity.Organizational rewards,goals, group dependency.Personal Variables.Personality types.Emotional

Potential for conflict is actualized, comes tofruition.Parties “make sense” of conflict by defining itand its potential solutions

The decision to act in a given way.Inferred (often erroneous) intentions may causegreater conflict

.Improves decision quality.Stimulates creativity andinnovation.Encourages interest and curiosity

.Group is less effective (in-fighting).Cohesiveness and communicationsare reduced.Leads to the destruction of thegroup

Process in which two or moreparties exchange goods or services and attemptto agree on the exchange rate for them

.Parties must be open with information and theirconcerns.Both parties must be sensitive regarding theother’s needs.Parties must be able to trust each other.Both parties must be willing to be flexible.Hard to do when only driven by profit (money)

Uncertainty about purpose, structure, and leadership

Intragroup conflict as members resist constraints

Group is cohesive with strong group identity

Group fully functional and working toward goals

For temporary groups: breaking up