Management Exam 2

Advantages of team work

wide information base, objective, creative

Conditions for team success

Supportive climate, time, complex problem, heterogenous problem

Disadvantages of team work

slow, risky shift, polarization, people problems

Risky shift

Groups are likely to make decisions or engage in behavior that is more risky than an individual

Polarization

Extremely different point of view causing inability to communicate 

Groupthink

Groups are less likely to debate on ideas and just go with what the group is thinking to avoid discomfort

Five stages of group development

Forming, storming, norming, performing, adjourning

Forming

Breaking the ice and creation of group

Storming

conflict and disagreement as the group debates

Norming

Establishment of cohesion and order

Performing

Cooperation together and solving problems

Symptoms of groupthink

invulnerability, stereotyping, peer pressure, self-censorship

5 traits of good teams

Psychological safety, Dependability, Good work structure and clear expectations, Meaning, Impact

EQ

emotional intelligence. The extent to which people are self aware, manage their emotions, motivate themselves, and get along with others.

Contributor

Action based in ideas and reliable, however can be inflexible

People

Diplomatic, outgoing and handles the people side of things

Analyzer

Generates ideas and is creative, can be arrogant and unrealistic

Problem-solving strategies

Force/compete, avoid, compromise, accommodate, collaborate

bad managerial traits

plays favorites, doesn’t communicate clear expectations, isn’t open or interested in feedback

Good managerial traits

Strong work ethic, honest, sense of humor, confident

Leadership traits

Communicating common vision, being a role model, creating a strong culture, empowering employees

Managers are:

Transactional leaders who lead by authority

Leaders are:

Transformational leaders who lead by example to influence others

Legitimate power

Formal authority a person holds due to their title

Reward power

Influencing a person by adding on incentives

Coercive power

Power through threats, fear or punishments

Expert power

Power based on knowledge or skills

Referent power

Influencing others based on personal admiration, respect, authority, etc.

Country club management

High concern for people and low concern for production

team management

high concern for people and high concern for production

Middle of the road management

Average concern for people and average concern for production

Impoverished management

Low concern for people and low concern for production

Authority-compliance management

Low concern for people and high concern for production

Level 5 leadership

Lack of ego, fierce resolve to do what is best, give credit where it’s due, ambitious for the company

Theory X

McGregor, managers that start with negative expectations of their workers induce a negative influence

Theory Y

McGregor, Managers that start with positive expectations about their workers induce a positive influence

Job Designs Model

Increases satisfaction by changing 5 job dimensions:

1. Skill variety

2. Task identity

3. Task significance

4. Autonomy

5. Feedback

Maslow’s hierarchy of needs

Human behavior is driven in pursuit of:

1. Physiological needs

2. Safety needs

3. Belongingness needs

4. Esteem needs

5. Self-actualization needs

Herzberg’s two factor theory

Hygiene factors reduce workers level of dissatisfaction but do not increase their satisfaction. Workers level of satisfaction can be improved by providing motivators (intrinsic beliefs)

Motivating factors

Achievement, recognition, responsibility, work itself, personal growth

Hygiene factors

Working conditions, pay and security, company policies, supervisors, relationships

Expectancy theory

Effective incentive systems ensure employees that their work effort will result in adequate levels of performance, these levels will yield rewards, and employees will appreciate these rewards

Equity theory

Employees judge fairness of their rewards by comparing their benefits with their effort and with the benefits of others. Unfairness reduces motivation.

Reinforcement Theory

Employees behavior can be conditioned by providing specific rewards or sanctions following the observation of their behavior. Good behavior = positive reinforcement, bad behavior = punishment

Interval reinforcement

Reinforcing based on the time that has lapsed

Ratio reinforcement

Reinforcement based on observable behaviors