MGMT 363 Final Review

Team

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

Group

A collection of two or more people

What are the 5 types of teams?

- Work
- Management
- Parallel
- Project
- Action

Work Team

- Purpose and Activities: produce goods or provide services
- Life Span: Long
- Member Involvement: High

Management Team

- Purpose and Activities: integrate activities of subunits across business functions
- Life Span: Long
- Member Involvement: Moderate

Parallel Team

- Purpose and Activities: Provide recommendations and resolve issues
- Life Span: Varies
- Member Involvement: Low?

Project Team

- Purpose and Activities: Produce a one-time output (product, service, plan, design, etc)
- Life Span: Varies
- Member Involvement: Varies

Action Team

- Purpose and Activities: Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances
- Life Span: Varies
- Member Involvement: Varies?

Virtual Teams

A team in which the members are geographically dispersed, and interdependent activity occurs through email, web conferencing, and instant messaging

What are the 5 stages of group development?

1.) Forming
2.) Storming
3.) Norming
4.) Performing
5.) Adjourning

Forming

Where members try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who's in charge

Storming

When conflict occurs due to members' ongoing commitment to ideas they bring with them to the team

Norming

When members realize that they need to work together to accomplish team goals and consequently begin to cooperate

Performing

Where members are comfortable working within their roles, and the team makes progress toward goals

Adjourning

Where members experience anxiety and other emotions as they disengage and ultimately separate from the team

Punctuated Equilibrium

A sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time

What are the 4 types of task interdependence

- Comprehensive Interdependence
- Reciprocal Interdependence
- Sequential Interdependence
- Pooled Interdependence

Comprehensive Interdependence

A form of task interdependence in which team members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work

Reciprocal Interdependence

A form of task interdependence in which group members interact with only a limited subset of other members to complete the team's work

Sequential Interdependence

A form of task interdependence in which group members perform different tasks in a prescribed sequence, and members depend on only the member who comes before them in the sequence

Pooled Interdependence

A form of task interdependence in which the group members complete their work assignments independently, and then their work is simply added together to represent the group's output

Task Interdependence

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

Goal Interdependence

The degree to which team members have a shared goal and align their individual goals with that vision

Outcome Interdependence

The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals

What are the 3 ways to distribute outcomes in a group situation?

- Equal Outcomes
- Individual Performance
- Based on % of Salary

What are the different team task roles that could exist in a team?

- Initiator-Contributor
- Coordinator
- Orienter
- Devil's Advocate
- Energizer
- Procedural-Technician

Initiator-Contributor

Team task role proposes new ideas

Coordinator

Team task role tries to coordinate activities among team members

Orienter

Team task role determines the direction of the team's discussion

Devil’s Advocate

Team task role offers challenges to the team's status quo

Energizer

Team task role motivates the team to strive to do better

Procedural-Technician

Team task role performs routine tasks needed to keep progress moving

What are the different team-building roles that could exist in a team?

- Encourager
- Harmonizer
- Compromiser
- Gate-Keeper Expediter
- Standard Setter
- Follower

Encourager

Team-building role praises the contributions of other team members

Harmonizer

Team-building role mediates differences between group members

Compromiser

Team-building role attempts to find the halfway point to end conflict

Gatekeeper-Expediter

Team-building role encourages participation from teammates

Standard Setter

Team-building role expresses goals for the team to achieve

Follower

Team-building role accepts the ideas of teammates

What are the different individualistic roles in a team?

- Aggressor
- Blocker
- Recognition Seeker
- Self-Confessor
- Slacker
- Dominator

Aggressor

Individualistic role deflates teammates, expresses disapproval with hostility

Blocker

Individualistic role acts stubbornly, resistant, and disagrees beyond reason

Recognition Seeker

Individualistic role brags and calls attention to themself

Self-Confessor

Individualistic role discloses personal opinions inappropriately

Slacker

Individualistic role acts cynically, or nonchalantly, or goofs off

Dominator

Individualistic role manipulates team members for personal control

What are the 3 personality characteristics that may be particularly important in a team?

- Agreeableness
- Conscientiousness
- Extraverted

Agreeableness

These people tend to be more cooperative and trusting, tendencies that promote positive attitudes about the team and smooth interpersonal interactions

Conscientious

Tends to be dependable and work hard to achieve goals

Extraverted

Tends to perform more effectively in interpersonal contexts and are most positive and optimistic in general

What are the 3 types of tasks related to how important individual member ability levels are to the success of the group?

- Disjunctive Tasks
- Conjunctive Tasks
- Additive Tasks

Disjunctive Tasks

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

Conjunctive Tasks

Tasks for which the team's performance depends on the abilities of the team's weakest link

Additive Tasks

Tasks for which the contributions from every member add up to determine team performance

What are the 2 perspectives of diversity at it relates to team success?

- Value in Diversity Problem-Solving Approach
- Similarity-Attraction Approach

Value in Diversity Problem-Solving Approach

A theory that supports team diversity because it provides a larger pool of knowledge and perspectives

Similarity-Attraction Approach

Theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them

Surface-Level Diversity

Diversity of observable attributes such as race, gender, ethnicity, and age; negative impact on teams early in their existence because of similarity-attraction issues

Deep-Level Diversity

The extent to which people feel that they are truly party of a group (or organization) and that the uniqueness that they bring to the group (or organization) is welcomed or valued; refers to diversity with respect to attributes that are less easy to observe initially, but that can be inferred after more direct experience; time appears to increase the negative effects of this on team functioning and effectiveness

How does team size impact team success?

- Need to find the right number; Having a greater number of members is beneficial for management and project teams but NOT for teams engaged in production tasks
- Team members tend to be most satisfied with their team when the number is 4 or 5

Leadership

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

What are the 5 sources of interpersonal power?

- Legitimate
- Reward
- Coercive
- Expert
- Referent

Legitimate

Source of interpersonal power is based on authority or position; when used ineffectively, this can be a very weak form of power

Reward

Source of interpersonal power is based on the control of resources or benefits; has the ability to influence others if those being influenced believe they will get the rewards by behaving in a certain way

Coercive

Source of interpersonal power is based on the ability to hand out punishment; generally regarded as a poor form of power to use regularly because it tends to result in negative feelings toward those who wield it

Expert

Source of interpersonal power is based on expertise and knowledge; when people have a track record of high performance, the ability to solve problems, or specific knowledge that's necessary to accomplish tasks, they're more likely to be able to influence other people who need that expertise

Referent

Source of interpersonal power is based on the attractiveness and charisma of the leader; derived from affection, admiration, or loyalty toward a specific individual; works because others want to emulate them

What are the 4 contingency factors that impact the amount of power a person has?

- Substitutability
- Centrality
- Discretion
- Visibility

Substitutability

The degree to which people have alternatives in accessing the resources a leader controls; leader's ability to influence others increases when there are no substitutes for the rewards or resources the leader controls

Centrality

How important a person's job is and how many people depend on that person to accomplish their tasks; leader's ability to influence others increases when the leader's role is important and interdependent with others in the organization

Discretion

The degree to which managers have the right to make decisions on their own; leader's ability to influence others increases when the leader has the freedom to make their own decisions without being restrained by organizational rules

Visibility

How aware others are of a leader and the resources that the leader can provide; leader's ability to influence others increases when others know about the leader and the resources they provide

What are the most effective influence tactics?

- Rational Persuasion
- Consultation
- Inspirational Appeals
- Collaboration

Rational Persuasion

The use of logical arguments and hard facts to show someone that a request is worthwhile; most effective when it helps show that the proposal is important and feasible; only tactic that is consistently successful in the case of upward influence

Consultation

Where the target is allowed to participate in deciding how to carry out or implement a request; increases commitment from the target, who now has a stake in seeing that their opinion is valued

Inspirational Appeals

Designed to appeal to one's value and ideals, thereby creating an emotional or attitudinal reaction; to use this tactic effectively, leaders must have insight into what kinds of things are important to the target

Collaboration

Both a conflict resolution style and influence tactic whereby both parties work together to maximize outcomes; could involve the leader helping complete the task, providing required resources, or removing obstacles that make task completion difficult

What are the moderately effective influence tactics?

- Ingratiation
- Personal Appeals
- Apprising

Ingratiation

The use of favors, compliments, or friendly behavior to make the target feel better about the influencer; shown to be more effective when used as a long-term strategy and not nearly as effective when used immediately prior to making an influence attempt

Personal Appeals

Where the requestor asks for something based on personal friendship or loyalty; the stronger the friendship, the more successful the attempt is likely to be

Apprising

Where the requestor clearly explains why performing the request will benefit the target personally; differs from rational persuasion in that it focuses solely on the benefit to the target as opposed to simply logic or benefits to the group or organization

What are the least effective influence tactics?

- Pressure
- Coalitions
- Exchange

Pressure

Where the requestor attempts to use coercive power through threats and demands; poor way to influence others and may bring benefits only over the short term

Coalititions

Where the influencer enlists other people to help influence the target; generally used in combination with one of the other tactics

Exchange

Where the requestor offers a reward in return for performing a request; can be effective at times, but it is very unpredictable and can even end up having a negative effect on influence

What are the 3 specific responses to influence efforts?

- Internalization
- Compliance
- Resistance

Internalization

Where the target agrees with and becomes committed to the request (behavioral and attitudinal change)

Compliance

Where the targets of influence are willing to do what the leader asks but do it with a degree of ambivalence (behavioral change only)

Resistance

Where the target refuses to perform a request and puts forth an effort to avoid having to do it (no change in behavior or attitude)

Organizational Politics

Individual actions directed toward the goal of furthering a person's own self interests

Political Skill

The ability to understand others and the use of that knowledge to influence them to further personal or organizational objectives

What are the 4 political skills that individuals might develop in organizations?

- Networking Ability
- Social Astuteness
- Interpersonal Influence
- Apparent Sincerity

Networking Ability

Adeptness at identifying and developing diverse contacts

Social Astuteness

The tendency to observe others and accurately interpret their behavior

Interpersonal Influence

Involves having an unassuming and convincing personal style that's flexible enough to adapt to different situations

Apparent Sincerity

Appearing to others to have high levels of honesty and genuineness

What are the personal characteristics that might impact the level of political behaviors in organizations?

- Need for Power
- Machiavellianism

Machiavellianism

When someone is willing to manipulate and deceive others to acquire power

What are the organizational characteristics that might impact the level of political behaviors in organizations?

- Lack of participation in decision making
- Limited or changing resources
- Ambiguity in roles
- High performance pressure
- Unclear performance evaluations

How would an overly political environment impact the employees negatively in that organization?

- Decreased job satisfaction
- Decreased organizational commitment
- Decreased task performance
- Increased Strain