Principles of Management Quiz 2

team

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

key characteristics

• interdependence

• shared responsibility

• social identity

• organizational embedding

5 types of teams

• work teams

• management teams

• paraellel teams

• project teams

• action teams

work team

permanent teams with a full-time commitment who’s goal is to produce goods or services

• ex. manufacturers who make cars at Toyota

management team

relatively permanent team that participate in managerial level tasks that affect the entire organization

• ex. group of senior leaders who run coordinate daily operations

• works better with larger sizes

parallel teams

a group of people from different jobs or departments who come together part-time to provide recommendations or solve specific issues while retaining their regular positions in the main organization

project team

formed to take on “one-time” tasks that are generally complex and require a lot of input from members with different types of training and expertise

• exist as long as it takes to finish a project

• larger size tends to be good

action team

perform tasks which are limited in duration and are also quite complex and take place in contexts that are highly visible to an audience or highly challengeable in nature

• ex. sports team for one season

virtual team

teams where members are in different locations and interdependent activity occurs through electronic communication

5 stages that teams go through

forming → understanding the boundaries of the team

storming → remain committed to the ideas they bring to the team

norming → members realize that they have to work together in order to accomplish goals

performing → members are comfortable working within their roles, and the team makes progres to accomplish goals

adjourning → feeling emotions as they ultimately separate from the team

task interdependence

degree to which teams interact with and rely on other team members for information and materials needed to accomplish work for the team

pooled interdependence

where group members complete their assigned parts independently, and the work becomes “piled up” to represent the group’s outputs

sequential interdependence

where tasks are done in a prescribed order and each member specializes in their task

reciprocal interdependence

members have specialized tasks but collaborate with the team

comprehensive interdependence

where members are in discretion about what they do and whom they collaborate with in the course of collaboration involved with completing the team’s work

goal interdependence

when team members have a shared vision of the team’s goals and align their individual goals with that vision as a result

outcome interdependence

when team members share the reward they earn

types of roles

team task role → behaviors that directly facilitate the accomplishment of team tasks (orienter, devil’s advocate)

team-building role → behaviors that influence the quality of the social climate (encourager, harmonizer)

individualistic role → behaviors that benefit the individual at the expense of the team (agreesor, recognition seeker)

types of tasks

disjunctive tasks → tasks with an objectively verifiable best solution (performance depends on the member with the highest ability) ex. brainstorming, medical diagnosis

conjunctive tasks → tasks that depend on the abilities of the weakest link ex. military drills, hazardous material handling, assembly lines

additive tasks → where contributions resulting from the abilities of each team member (ex. moving furniture, crowdsourcing input)

team viability

the likelihood that the team can work together in the future

why are diverse teams lower performing

• more relational conflict

• difficult to integrate diverse knowledge (communication is difficult/ cohesion is lower)

• must be managed properly to succeed

two types of group sizes for teams

• management and project teams → work is complex and knowledge intensive (better for a larger size)

• production teams → tend to be routine once tasks are learned (limit size to minimum able to complete the job)

common team problems

social loafing → members reduce effort in groups

groupthink → pressure for conformity reduces critical thinking

process loss → coordinaion problems

role conflcit → unclear/ competing responsibilities

common team solutions

individual accountability → track personal contributions

encourage dissent → different viewpoints

clear procedures → establish coordination methods

Role clarity → define expectations

team cohesion levels

low cohesion → little commitment, high turnover

optimal cohesion → strong commitment (good cooperation, open to feedback)

excessive cohesion → groupthink risk, resistance to change

team decision-making methods

• consensus

• majority rule

• leader decides

• expert opinion

team leader responsibilites

• set clear goals and expectations

• facilitate communication

• monitor team processes and give feedback

• ensure resource availability

• recognize and reward

• develop team member's skills and capabilties

process loss

anything that prevents the group from meeting its full potential

• ex. coordination problems, less accountability

• as groups get larger, they tend to experience more process loss

leadership

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

can impact:

• interpretation of events

• organization of work activities

• commitment to key goals

• access to cooperation

Leader-member exchange theory

describes how leaders develop different relationships with each follower/subordinate/employee

• not all leader-employee relationships are the same

• focuses on a two-way relationship

two types of LMX relationships

high-quality exchange (in-group)

• mutual trust, respect, obligation

• leads to more support, autonomy, and influence

low-quality exchange (out-group)

• more formal and limtied in interactions

• leads to less support and fewer resources

outcomes of high quality LMX

• icnreases job performance

• higher organizational commitment

• better citizen behaviors (altruism, courtesy, sportsmanship)

• reduced turnover

• enhanced trust in leadership

factors that influence LMX

• leader characteristics → agreeableness, fairness

• member characteristics → competence, personality

• interaction frequency → time and quality of communication

7 factors for decision making

• decision significance

• leader expertise

• employee expertise

• teamwork skills

• shared objectives

• likelihood of commitment

• importance of commitment

two dimensions of key leadership dimension

initiating structure

• focus: task-oriented leadership

• the extent to which leaders define and structure roles, set goals, and directs activities

• ex. setting deadlines, monitoring performance

consideration

• focus: relationship-oriented leadership

• describes how much a leader creates mutual trust, respect, and concern regarding employees well-being

• ex. listening to employee concerns

BALANCED LEADERS USE BOTH

new leader-member relationships are often marked by

role-taking phase → where a manager describes role expectations to an employee and the employee attempts to follow them

leader effectiveness

the degree to which the leader’s actions will result in achievement of goals, the continued commitment of employees, mutual trust, and respect of leader

autocratic leadership style

• leader makes the decision alone without asking opinions of the employees

• best for when time is limited, decision is routine, and leader has expertise

• overall basis: low participation/ high control; potential for low commitment if overused

consultative style

• leader ask for input from employees but ultimately makes the decision

• best for when employees have relevant knowledge but accountability stays within the leader

• overall basis: balances control and involvement, while still maintaining authority

facilitative style

• leader presents a problem and the acts as an equal member of the group, decision is made collaboratively

• best for when group has relevant expertise and commitment; solution quality depends on buy-in

• overall basis: promotes high commitment, teamwork, and shared responsibility

delegative style

• leader gives group full responsibility for decision-making

• best for when group is competent, motivated, and trusted to act independently

• overall basis: high empowerment and autonomy, risky if group lacks competence or alignment

two primary norms of teams to promote effectivenss

• take an active role in their environment

• create behavioral boundaries

characterisitics for building team composition

• member roles

• skills and abilities

• personality

• diversity

• team size (optimal size 5-9 members)

two types of expertise

task expertise → skills with the job-related tasks

group expertise → facilitation of interpersonal interaction

effects of member personalities in teams

agreeableness → boosts team effectiveness by soothing social interaction (con: agreeable people may be too slow to offer negative feedback)

conscientiousness → more is better (con: members may seek to expel low conscientousness teammates)

extraversion → boosts team effectiveness and social climate (con: can be too dominant and want to compete)

Types of diversity

surface-level diversity → diversity of observable attributes such as race, gender, ethnicity, age

deep-level diversity → diversity of someone that can be observed through direct experience, values, or personality

production team

tends to be routine, once tasks are learned

• limit size to minimum required to do the job

critical team process

communication → coordination → cooperation → performance

what is social loafing and what is the solution in a team

members reduce effort in groups → track personal contributions

groupthink and solution

pressure for conformity that reduces critical thinking (making a poor decision because you want peace) → welcome different viewpoints

process loss and its solution

establish clear coordination methods

role conflict and solution

having unclear or competing responsibilities → define expectations clearly

challenges with virtual teams

• reduced communication richness

• time zone coordination issues

• technology dependence

• building trust and relationships

• cultural differences

team decision making methodsdecision-making

• consensus → all members agree on a decision (best for important decisions requiring buy-in)

• majority rule → more than half of members support the decision (best for routine decisions)

• leader decides → leader makes the final choice

• expert opinion → most knowledgeable member decides (technical issues)

team leader responsibilites

• set clear goals and expectations

• facilitate communication

• monitor team processes

• ensure resource availability

• recognize and reward team achievements

• develop team members skills and capabiliteis

high-quality exchange LMX

• in-group

• mutual trust, respect, and obligation

• leads to more support, autonomy, and influence

low-quality exchange LMX

• out-group

• more formal and limited in interactions

• leads to less support and fewer resources

leadership effectiveness

degree to which a leader’s actions result in acheivement of unit’s goods, continued commitment of unit’s employees and development of mutual respect

transformational leadership

where leader inspire, motivate, and stimulate followers to exceed their own self-interests for the good of the org. want their followers to be exceptional

• act as a strong role model earning trust and respect

• communicate a good vision

• encourage creativity and critical thinking

• pay attention to each followers needs for growth (better for long-term and the future)

transactional leadership

where a leader focuses on routine, established procedures and clear exchanges between leader and follower. compliance is rewarded and failure is punished

• goal is to maintain stability and efficient operations

• better for short term (ex. getting todays tasks done)

4 components of transformational leadership

1. idealized influence → leaders serve as a role model that followers can admire and trust (ex. taking responsibility for mistakes)

2. inspirational motivation → leaders have a clear vision for the future and set high standards and confidence that goals can be achieved (ex. telling stories that connect emotionally)

3. intellectual stimulation → leaders encourage followers to challenge themselves and ask questions (ex. asking What if? questions, and rewarding new ideas even if they fail)

4. individualized consideration → paying attention to the needs of their followers (scheduling one-on-one meetings)

transformational leaderships effect on job performance and organizational commitment

• moderate positive effect

• strong positive effect

impact of transformational leadership

• better task performance and creativity

• better citizenship behaviors

• make stressful situations seem less daunting

• boosts performance and commitment

leader emergence

who becomes the leader first

stages of readiness

• telling → (high initiating structure, low consideration) → where the leader provides specific structures and closely supervises performance

• selling (high initiating structure, high consideration) → leader supplements followers with support and encouragement to protect the confidence of the employees

• participating → (low initiating structure, high consideration) → employees learn to work well together but still need small support from leader

• delegating (low structure, low consideration) → leaders completely turn over their responsibilities to employees

passive management by exception

where the leader waits around for errors or mistakes, and then makes corrective action as necessary

active management by exception

where a leader arranges to monitor mistakes and errors actively and takes corrective action when required

what is the scenario where leaders are not as important

when there are substitutes