Management Quiz 2

Team

2 or more people who work interdependently over some time period to accomplish common goals related to some task oriented purpose

special type of group

work teams

designed to be relatively permanent. purpose is to produce goods/provide services and generally require a full time commitment. Focuses on core operational level production + service tasks.

management teams

similar to work teams in that they are designed to be relatively permanent. Participate in managerial level tasks that effect entire organization

parallel teams

members from various jobs + other teams who provide recommendations to managers about important issues that run “parallel” to organization’s production process. Requires only part-time commitment from members and can be temporary or permanent

project teams

formed to take on one-time tasks that are generally complex and require lots of inputs from members with different types of training and expertise

action teams

perform tasks that are normally limited in duration. tasks are quite complex and take place in highly visible contexts to audience

multiple team membership

work arrangement in which employees are assigned into multiple teams simultaneously

virtual teams

interdependent activity occurs through email, imsg, group calendars, web confrencing, social media, etc.

pooled interdependence

members complete work independently and that put it together to represent groups output

sequential interdependence

group members perform different tasks in a prescribed sequence and members depend only on member before them in the sequence

recipricol interdependence

group members only interact with a limited subset of other members to complete the teams work

comprehensive interdependence

members have great discretion in terms of what they do and with whom they interact in course of collaboration involved in accomplishing the teams work

goal interdependence

exists when team members have a shared vision that aligns with their individual goals to that vision

outcome interdependence

members share equally in feedback and rewards result from team achieving its goals

team compisition

mix of various characteristics that describe individually who works on the team

team task roles

behaviors that directly facilitate the accomplishment of team tasks

team building roles

directly facilitate accomplishment of team tasks

individualistic roles

benefit individual at expense of the team

disjunctive tasks

tasks w an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness

conjunctive tasks

tasks for which teams performance depends on abilities of the team’s weakest link

additive tasks

tasks which contributions from every member add up to determine team performance

stage model

forming, storming, norming, performing, (adjourning)

punctuated equilibrium model

sequence of team development during which not much gets done until halfway point of project

Deep Structure

thought of as “the design of playing the field”

Has 2 parts: 1. structure has ruled some actions “in” and some “out”. 2. characteristic activity patterns reinforce the system

Equilibrium Periods

In teams and other systems, deep structures produce long equilibrium periods with only

incremental adjustments.

3 Barriers to Radical Change in Equilibrium Periods

1. motivational barriers —> uncertainty, fear of losing somethings

2. Sunk costs —> fear of losing one’s investments

3. Inertial Constraints —> obligations to stakeholders, prior commitments, etc.

Revolutionary Periods

periods of rapid change.

can be triggered by performance pressure, temporal milestone, environmental challenges, etc.

deep structure breaks down

Team Composition (5 aspects)

member roles, member ability, member personality, team diversity, team size

member ability

members cognitive ability. teams with high ability typically do better not just with task performance but also combining ideas of other members

Task expertise

skill with job related tasks

Group expertise

facilitation of interpersonal interaction

process loss

anything that prevents a group from reaching its full potential. usually the bigger the group, the bigger the process loss

leadership

use of power and influence to direct activities of followers toward goal achievement

“Great Person” Approach"

leaders have certain “stable” characteristics we need to measure traits that cause leader behavior. could help identify strong leaders.

Leader emergence paradigm

examines who becomes a leader, often in a small group setting

Leader effectiveness paradigm

examines people in formal leadership roles. effective to extend of a unit achieving its goals, employee commitment, etc. Most common paradigm

Vroom-Yetton-Jago (Normative) model

s a situational leadership framework designed to help leaders determine how much to involve their team in making a decision.

5 decision making styles: Decide, Consult individually, Consult group, Facilitate, Delegate group

Decide

0 participation. make decision and announce/sell to the group. you may solicit info from team members but do not share the problem

consult individually

participation 3. share problem. w/ individuals separately. you get suggestions but make final decision yourself

consult group

participation 5. share problems with members during a meeting, get their suggestions but make the final decision yourself

facilitate

participation 7. hold a group meeting. share problem and set boundaries within which decisions must be made. you may participate but be sure ur ideas have no special weight due to ur formal position. ultimate goal is to get an agreement

delegate group

Participation 10. group makes decision, tough with prescribed limits you play no direct role unless asked

7 situational factors

Decision Significance, Importance of Commitment, Leaders Expertise, Likelihood of Commitmend, Group support for objectives, Group expertise, Team Competence

Ohio State Study

found two behaviors of leaders. considerational behavior and initiating structure behavior

Consideration Behavior

being concerned with employees feelings and respecting employee’s ideas. defined by membership, integration, communication and recognition

initiating structure behavior

clearly defining leader-employee roles so employees know what is expected of them. defined by initiation, organization and production

leadership substitutes theory

extension of ohio state study. characteristics of situation can constrain influence of leader making it more difficult for leader to influence employee performance

substitutes reduce importance of leader while improving employee performance

neutralizers reduce importance of leader without improving employee performance in any way

life cycle model(situational leadership theory)

looks at consideration and initiating structure over time. The style a leader should use depends on readiness of employees. R1 - telling, R2 - selling, R3 - participating, R4 delegation

Telling

R1. When leaders provide specific instructions and closely supervise performance. High initiating structure, Low consideration.

Selling

leader explains key issues and provides oppurtunities for clarificarion. high initiating structure, high consideration

participating

leader shares ideas and tries to help group conduct its affairs. low initiating structure, high consideration

delegating

leader turns over responsibility for key behaviors to employees. low initiating structure, low consideration

transformational leaders

inspries followers to commit to a shared vision that provides meaning to their work

transactional leadership

relies on rewards and punishment for employees (passive mgmt-by-exception, active mgmt-by-exception, contingent reward)

passive management-by-exception

“if it aint broke dont fix it”. leader waits around for mistakes and errors and then takes corrective action as necessary

active management-by-exception`

leader arranges to monitor mistakes and errors actively and again takes corrective action when required.

contingent reward

leader attains follower agreement on what needs to be done by using rewards in exchange for adequate performance

laissez faire leadership

absense of leadership action

4 Is of transformational leadership

Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration

Idealized Influence

charisma. having attributes that make followers admire and identify with leader

Inspirational Motivation

motivate by vision, commitment and high expectations

Intellectual Stimulation

questioning assumptions, suggesting new ways to do things, making followers think

Individualized Consideration

tending to individuals needs and being a mentor

Leader Member Exchange Theroy

describes how leader-member relationships develop overtime on a dyadic basis. marked by role taking and role making phase.

role making

phase in leader-follower relationship when a follower voices their own expectations for relationshhip

role taking

phase in relationship when leader provides an employee with job expectation and employee attempts to meet them

autocratic style

leader makes decision alone without asking for opinions/suggestions

consultative style

leader presents problem to employees asking for their opinions and suggestions before making the choice themselves

facilitative style

leader presents problem to employees and seeks consensus on a solution

delegative style

leader gives individual employee or group of employees responsibility for making decision within some set of specified boundary conditions