MGT 410 Exam 2

true. they are biased because they have seen their own team members work

t/f Individuals tend to more positively evaluate their own team members, compared to members of other teams

false. deep-level diversity includes non-observing characteristics like values and beliefs

t/f Gender is one of the attributes of deep-level diversity

false. it requires equal opportunity for all races, not just the underrepresented races

t/f Equal Employment Opportunity requires government contractors to intentionally seek and hire qualified employees from racial, gender, and ethnic groups that are underrepresented in the organization

true. the role congruity theory proposes that a group will be positively evaluated when its characteristics are recognized as aligning with that group's social roles and negatively when not aligning with the social roles

t/f according to role-congruency theory, people would negatively evaluate men who choose a career that is generally considered a woman's work

true. people typically get "big heads" when given power

t/f when given power, people often become overconfident

true. people tend to bond over proximity/location

t/f according to the research (Ravina, 2008), people are more likely to lend money to others who are from the same city

true. the implicit leadership theory says that people create cognitive representations of the world which allows them to interpret their surrounding in different ways

t/f according to implicit leadership theory, each person may have different ideas about what is effective leadership

false. it is usually not a quick fix to the problem, but administrators tend to think this is the easiest way to change the program around. it is easier to fire a coach than to get an entire new team

t/f according to the research data introduced in the class, struggling sports teams on average performed better after replacing their coach

true. social loafing is when members tend to do less in a group setting, but if competition is increase within the group, members will tend to try harder

t/f increase intergroup competition is one way to reduce social loafing

true. reward power is NOT a personal power. it is a position power

t/f reward power is NOT a personal power

personal power

what type of power is expert power, informational power, and referent power?

expert power

personal power that is based on the special knowledge, skills, and expertise that a leader possesses

informational power

a form of personal power that stems from the ability to control access to information

reward power

A position power that involves the use of rewards to influence and motivate followers

referent power

personal power that comes from subordinates' and coworkers' respect, admiration, and loyalty

d. reward members solely based on group performance

social loafing can be reduced by evaluating members individually and making sure they feel obligated to do the work or their grade will suffer

which of the following is NOT an effective way to reduce social loafing in groups?

a. increase intergroup competition
b. introduce peer-evaluation
c. keep group size small
d. reward members solely based on group performance

if I were the CEO of google, I would fire James.

although some employees support James, I would have to stand by and protect the employees who are upset about his words.

google's mission and code of conduct states that all employees will be supported in a harassment free, intimidation free, and bias/discrimination free work environment. although freedom of speech is very important, the protection of employee safety is the highest priority.

after the firing of James, all employees who were negatively affected by James' words will feel as if they are protected by their executives and will prevent a negative work environment for all employees.

if you were the CEO of google, would you fire James Damore or not? what would you say to the employees? Why would your response be effective?

yes, I believe that hazing is most common in homogenous groups.

for example, hazing is prominent in numerous fraternities, sororities, sports teams, etc.

Organizations like these create toxic environments because of their "traditions". They have the mindset that each member has to go through the hazing in order to truly be a member of the organization. Because people face the need to "fit in", they continue to join these groups and push through the hazing in order to be a part of it; however, there are other organizations who do not do these horrific things.

I believe that groups involving men and women are less likely to haze because the attitude differences between genders. Yes, hazing is prominent in both sororities and fraternities for example, however, the type of hazing is completely different. There is a hirer chance that the organization would not be able to get away with it.

do you agree that hazing is more common in homogenous groups? explain why

I would explain to the employee the reasons to why I am asking them to come in person. It is unfair for one person to be able to skip the meeting for those specific circumstances. It would be different if the employee was sick and had to miss. I would communicate to them how long the meeting would last and explain in a nice way that it is necessary to join in person.

You are the leader of a 5-person team. you think that in-person meeting is crucial for team members to build personal connections and stay cohesive. however, one of your members asked you whether they can join the meeting remotely via Zoom, because they prefer to take care of their child by themselves than using child-care. How would you respond? Explain a set of factors that you would consider when making a decision.

surface-level diversity

differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure

deep-level diversity

differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are learned only through extended interaction with others

true

t/f US workforce is becoming more diverse

Equal Employment Opportunity

The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.

affirmative action

A policy designed to redress past discrimination against women and minority groups through measures to improve their economic and educational opportunities

information processing theory

theory that is an approach to cognitive development studies that aims to explain how information is encoded into memory

Social Categorization Theory

theory that proposes we use characteristics to categorize others into groups, and this shapes our attitudes and behavior toward others

similarity attraction theory

theory that we are drawn to individuals who seem to share our interests, values, attitudes, and personality

true

t/f the benefits of diverse workforce includes:
- attract diverse talents
- strengthen customer orientation
- increase employee satisfaction
- decision making
- company image
- diversity of executive boards positively related with earnings

true

t/f the costs of diverse workforce includes:
- relationship conflict
- subgroup emergence (in-group out-group) based on fault-lines
- superordinate identity to override subgroup identification

group fault lines

an attribute along which a group is split into subgroups
- subgroups can emerge within a group
- in-group bias can exist within a group when subgroups emerge
- create superordinate identification (shared team / organizational goals / values / norms) to override subgroup identification

true

t/f in EARLY stages, fault lines tend to be based on SURFACE-LEVEL characteristics

true

t/f in LATER stages, fault lines tend to be based on DEEP-LEVEL characteristics

- google is politically bias
- employees don't feel safe expressing their voices
- women aren't as fit to work in tech as men are due to biological differences
- viewpoint diversity is arguable the most important type of diversity
- suggested ways to foster DEI based on his analysis

explain the main points of James Damore's memo

- contains logical fallacies
- didn't provide data to support claims

what is wrong with James Damore's memo?

role-congruency theory

theory when prejudice arises when one social groups' stereotype mismatches their valued success in other social roles, specifically among men and women

role-congruency theory

theory that a group will be positively evaluated when its characteristics align with the typical role

true

t/f? gender role expectations shape the allocation of jobs, task, and responsibilities, the behavior of perceivers, and the behavior of target women and men

true

t/f theoretically diverse teams should make better decisions, are more creative, and better understand the needs of their clients

true

t/f online diversity training changed DEI-related attitudes of employees, but not behaviors of employees

true

t/f DEI is not just about gender and ethnicity

power

a person's or group's potential to influence another person or group to do something that would not otherwise have been done

formal power

what is position power sometimes referred to

legitimate
reward
coercive

list 3 types of position power

position power

what type of power are legitimate power, reward power, and coercive power

informal power

personal power is also called ___

expert
informational
referent
persuasive

list 4 types of personal power

personal power

what type of power is expert power, informational power, referent power, and persuasive power

true

t/f sophisticated ingratiation increased a chance of promotion to boardroom

social proof
reciprocity
consistency
authority
liking

list the 5 principles of influence

social proof

one of the 5 principles of influence - we perceive actions as more appropriate when others engage in those actions, especially when uncertainty is high

social proof

one of the 5 principles of influence - social campaigns use normative information to reduce undesirable behaviors by correcting targets' misperceptions regarding the behaviors' prevalence

reciprocity

one of the 5 principles of influence - give and take

reciprocity

one of the 5 principles of influence - hotel towel reuse study (it is more effective to say we have already donated so do your part to help recover expenses)

consistency

one of the 5 principles of influence - people are significantly willing to say yes to a request that is consistent with what they have already said or done

consistency

one of the 5 principles of influence - foot in the door technique (modest request can result in a large request)

authority

one of the 5 principles of influence - socialized to respect and obey authority figures

authority

one of the 5 principles of influence - what happens when people are faced with morally questionable orders (milligram experiment on obedience)

agentic shift

at some point, people stop resisting and questioning, they become the authority figure's agent, banality of evil

liking

one of the 5 principles of influence - physical attractiveness, similarity, contact, and cooperation (familiarity), conditioning and association (halo effects)

liking

one of the 5 principles of influence - personal loan study (more likely to loan money with a lower interest rate to physically attractive people and people from the same city or ethnicity)

formal leader

a person who has informal/personal power and formal/position power

informal leader

a person who has only informal/personal power (social network)

true

t/f followers have some ideas about what are the traits and behaviors of effective leaders (implicit leadership theory)

true

t/f expectations are formulated based on followers' exposure to social events, interpersonal interactions, and their life experience (implicit leadership theory)

true

t/f followers evaluate leaders who are congruent with their expectations as more effective (implicit leadership theory)

self aware

"what do you expect from your leader"

social aware

"what do your followers expect from the leader (you)"

true

t/f the GLOBE leadership project says universally desired traits are positive, trustworthy, and plans ahead

true

t/f the GLOBE leadership project says universally undesired traits include ruthless, dictatorial, and irritable

true

t/f the GLOBE leadership project says people expect top management to be innovative, long-term oriented, and visionary

true

t/f candidates who looked more competent usually win the elections

true

t/f researchers tried but could not find universal individual difference factors that differentiate leaders from non-leaders or effective from ineffective leaders (trait-based leadership theory)

true

t/f some personality traits such as conscientiousness, extraversion, and openness are related to leader effectiveness, but the effects are small (trait-based leadership theory)

true

t/f stronger effects exist in the relationship between personality traits and leader emergence (trait-based leadership theory)

true

t/f trait- based leadership theories suggest leaders are made rather than born

task oriented behavior

behavior of leaders - assign work and clarify responsibilities, set goals and deadlines, evaluate and provide feedback on work quality, establish well-defined best work procedures, and plan future work activities

relationship oriented behavior

behavior of leader - show interest in others as people, listen to employees, make the workplace more pleasant, compliment employees for their work, and are considerate of employee needs

change-oriented behavior

Leadership behavior focused on making significant change happen (e.g., communicating an inspiring vision, gaining subordinate commitment for change).

passive behavior

the behavior of holding back of ideas, feelings, and decisions

transformational leadership

type of leadership where leaders are for change and develop a vision, encourage experimentation, and build a commitment to vision

transactional leadership

type of leadership where leaders are for stability. they use position powers such as rewards and punishments

true

t/f rather than depending on leaders (or hoping managers are effective leaders), use job designs, group norms/cohesiveness, rules, reward system, individual employees' motivation/professionalism as substitutes

Leader-Member Exchange Theory

A theory describing how relationships between leaders and other employees develop over time on a dyadic basis

Leader-Member Exchange Theory

a theory that says some followers have stronger relationships with their leaders (in-groups), while others that weaker relationships (outgroups)

true

t/f we associate success with the leader rather than the team

forming
storming
norming
performing

list Tuckman's 4 stages of group development

forming

stage in tuckman's model of group development - learning about each other, learning about the task

storming

stage in tuckman's model of group development - some task-related and relation-related conflicts, tolerance of differences, develop trust and repair trust

norming

stage in tuckman's model of group development - common expectations about what's acceptable and what's not

performing

stage in tuckman's model of group development - focus on achieving common goals

punctuated equilibrium model

a model - shift in pace and energy around midpoint as members get a sense of urgency, and then a boost right before the deadline

true

t/f teamwork progression is not always linear

true

t/f norm shaping behaviors include environment, people observation, leading by example, consistency