mgt 320 exam 3

What is the midpoint of the Linear Team Development Model?

Norming

What is the midpoint of the Non-Linear Team Development Model?

Punctuated Equilibrium

Referent power is…

None of the standard definitions — it exists when others have a DESIRE to be associated with the person (based on affection, admiration, or loyalty). It is NOT derived from expertise, authority, or control over rewards.

A culture with high solidarity but low sociability is ___

Mercenary

A culture with high sociability but low solidarity is ___

Networked

A culture with high sociability AND high solidarity is ___

Communal

A culture with low sociability AND low solidarity is ___

Fragmented

Transformational Leadership is trainable EXCEPT which component?

Idealized Influence (Charisma) — you cannot train someone to be charismatic

What are the three LEAST effective influence tactics?

Exchange, Pressure, Coalition

What are the four MOST effective influence tactics?

Rational Persuasion, Consultation, Inspirational Appeals, Collaboration

What are the three MODERATELY effective influence tactics?

Ingratiation, Personal Appeals, Apprising

Rebekah asks her manager (also her friend) to change her shift by saying “as a friend, could you do this for me?” What tactic is this and what outcome will it lead to?

A. Personal Appeal — B. Compliance (the manager complies but with indifference, not full buy-in)

Why does Personal Appeal lead to Compliance and not Internalization?

Personal Appeals are moderately effective — they produce behavioral change but not attitudinal change (the person does it, but doesn’t fully agree)

Robert leads a team of five. He asked all employees for suggestions, then made a decision based on pure consensus among employees and himself. What decision-making style is this?

Facilitative — the leader seeks consensus and treats their own opinion no more heavily than anyone else’s

What is the key distinction between Facilitative and Consultative decision-making?

Facilitative = leader builds CONSENSUS, their opinion carries no extra weight. Consultative = leader SEEKS OPINIONS but ultimately makes the decision alone.

Sam offers constructive challenges to the team’s status quo. He is a ___

Devil’s Advocate — a team task role that pushes alternative views even if they aren’t the best alternative

Carol is a very competent accountant. Her team has 5 other accountants with similar skills. Which is true?

High expert power AND high substitutability — she has expertise, but her power is low because substitutes exist

Which of the following does NOT have a positive impact on Process Gain?

Social loafing — it contributes to Process LOSS, not gain

What contributes to Process Gain?

Cooperation and knowledge sharing

What contributes to Process Loss?

Coordination loss, production blocking, motivational loss, social loafing

What is a team or group?

Two or more people who work interdependently over time to accomplish common goals related to a task-oriented purpose.

Name the 5 stages of linear team development in order.

Forming → Storming → Norming → Performing → Adjourning

What happens during Forming?

Members try to get a feel for what’s expected, what behaviors are out of bounds, and who’s in charge.

What happens during Storming?

Conflict occurs due to members’ ongoing commitment to ideas they bring to the team.

What happens during Norming?

Members realize they need to work together and begin to cooperate.

What happens during Performing?

Members are comfortable in their roles and the team makes progress toward goals.

What happens during Adjourning?

Members experience anxiety and other emotions as they disengage and ultimately separate from the team.

What is Punctuated Equilibrium (Non-Linear Development)?

Teams form patterns → hit inertia → undergo a process revision at the midpoint → then hit inertia again.

What are the 3 types of interdependence?

Outcome (shared feedback/rewards), Goal (shared vision), Task (interact/rely on each other for resources).

Rank the 4 task interdependence types from lowest to highest coordination required.

Pooled → Sequential → Reciprocal → Comprehensive

What are Team Task Roles? Give examples.

Roles that directly facilitate task accomplishment. Examples: Orienter, Energizer, Devil’s Advocate.

What are Team Building Roles? Give examples.

Roles that increase quality of the social climate. Examples: Encourager, Harmonizer, Compromizer.

What are Individualistic Roles? Give examples.

Roles that benefit the individual at the expense of the team. Examples: Aggressor, Dominator, Recognition Seeker.

How does member ability affect an additive task (e.g. fishing team)?

All members’ contributions add up — total performance is the sum of individual efforts.

How does member ability affect a disjunctive task (e.g. quiz team)?

The most capable member drives performance — the person with the highest ability has the most influence.

How does member ability affect a conjunctive task (e.g. mountain climbing)?

Team performance depends on the weakest link — the least capable member sets the ceiling.

How does Conscientiousness affect a team?

Even one member with low conscientiousness has strong negative effects on the whole team.

What are the 3 Teamwork Process categories?

Transition Processes (mission analysis, strategy, goal-setting), Action Processes (monitoring, helping, coordination), Interpersonal Processes (motivation, affect management, conflict management).

Define Team Cohesion.

The emotional bond and ties between team members.

Define Potency as a team state.

Team members’ collective confidence that the team can be effective across different situations and tasks.

What is Transactive Memory?

Specialized knowledge is distributed and integrated into an effective shared memory system across team members.

What is a Mental Model (team state)?

Team members share a common understanding of the important aspects of the team and its tasks.

Define Leadership.

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

What are the 3 types of Organizational Power?

Legitimate (authority from position), Reward (control over resources/rewards), Coercive (control over punishments — operates on fear).

What are the 2 types of Personal Power?

Expert Power (expertise others depend on) and Referent Power (desire to be associated with you — based on affection/admiration).

What are the 4 power contingencies that increase power?

Substitutability (no substitutes), Centrality (people depend on leader), Discretion (leader has freedom), Visibility (resources are known).

What is the difference between Power and Influence?

Power is capacity; Influence is actual behavior causing behavioral or attitudinal change. Direction: most often downward, then lateral, then upward.

What are the 3 outcomes of influence attempts from best to worst?

Internalization (behavioral + attitudinal change) → Compliance (behavioral change only) → Resistance (no change).

What are the 4 decision-making styles from most follower to most leader control?

Delegative → Facilitative → Consultative → Autocratic

What is Initiating Structure?

Leader behavior that defines and structures employee roles in pursuit of goal attainment.

What is Consideration (leader behavior)?

Leader behavior creating relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.

Situational Leadership: R1 (eager but inexperienced) → what style?

Telling — High Initiating Structure, Low Consideration

Situational Leadership: R2 (tasks harder than expected) → what style?

Selling — High Initiating Structure, High Consideration

Situational Leadership: R3 (starting to work well together) → what style?

Participating — Low Initiating Structure, High Consideration

Situational Leadership: R4 (firing on all cylinders) → what style?

Delegating — Low Initiating Structure, Low Consideration

Name the 4 I’s of Transformational Leadership.

Idealized Influence (Charisma), Inspirational Motivation, Intellectual Stimulation, Individualized Consideration

What is LMX Theory?

Leader-Member Exchange: relationships develop on a dyadic basis — in-group members get greater trust, respect, and felt obligation; out-group members get lower-quality exchanges.

How does Laissez-Faire differ from Transactional Passive?

Laissez-Faire = complete avoidance of leadership. Transactional Passive = waits for mistakes then corrects. Both are ineffective.

What is the key task vs. relationship conflict distinction?

Task conflict can be positive for group outcomes if managed well; relationship conflict tends to be detrimental.

What is the Collaborating conflict style?

Assertive + Cooperative = Win-Win. Both parties work together to maximize outcomes.

What is the Competing conflict style?

Assertive + Uncooperative = Win-Lose. High concern for own outcomes, low for others.

What is the Accommodating conflict style?

Unassertive + Cooperative = Lose-Win. You give in to the other party’s preferences.

What is the Avoiding conflict style?

Unassertive + Uncooperative = Lose-Lose. The person withdraws from the conflict entirely.

Define Organizational Structure.

Formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company.

What are the 5 key elements of organizational structure?

Work specialization, chain of command, span of control, centralization, formalization.

What is the difference between Mechanistic and Organic organizations?

Mechanistic = high specialization, hierarchical control, vertical communication. Organic = broad roles, decentralized decisions, lateral communication.

What are the 4 factors that impact organizational design?

Business environment, company strategy, technology, and company size.

Define Organizational Culture.

The shared social knowledge within an organization regarding the rules, norms, and values that shape attitudes and behaviors of employees.

What are the 3 layers of organizational culture?

Observable Artifacts (easily seen), Espoused Values (stated beliefs/norms), Basic Underlying Assumptions (ingrained beliefs — innermost layer).

What are Sociability and Solidarity?

Sociability = how friendly employees are to each other. Solidarity = the degree to which group members think alike.

What are 4 advantages of a strong culture?

Differentiates the org, allows employees to identify with it, facilitates desired behaviors, creates stability.

What are 4 disadvantages of a strong culture?

Makes merging harder, attracts similar people limiting diversity of thought, can create extreme behaviors, makes adapting to change more difficult.

What is the ASA model for preserving culture?

Attraction (people seek orgs matching their personality), Selection (orgs hire culture fits), Attrition (poor-fit people leave or become ineffective).

Name the 6 dimensions of Organizational Socialization.

Goals & Values, Performance Proficiency, People, Language, Politics, History.