mgmt final terms

Trust

the willingness to be vulnerable to an authority, based on positive expectations about the trustee’s (person or organization) actions and intentions

disposition based trust

suggests that trust depends on your personality traits

trust propensity

a general expectation from the person giving trust that the words, promises, and statements of individuals and groups can be relied upon

cognition based trust

suggests that trust depends on your rational assessment of the other person

trustworthiness

the characteristics of a trustee that inspire trust

ability

the skills, competencies and areas of expertise that enable an auhtority to be successful in some speciifc area

benevolence

the belief that the authority wants to do good for the trustor apart from any selfish or profit centered motives

integrity

the perception that authority adheres to a set of values and principles that the trustor finds acceptable

affect based trust

suggests that trust depends on your feelings about the trustee, rarest form of trust

justice

the perceived fairness of an authority’s decision making

distributive justice

the perceived fairness of the decision making outcome

procedural justice

the perceived fairness of the decision making process

interpersonal justice

the perceived fairness of the treatment received

informational justice

the perceived fairness of the communication provided

ethics

the degree to which the behaviors are in accordance with generally accepted moral norms

unethical behavior

behavior that clearly violates accepted norms of morality, its subjective

moral awareness

occurs when an authority recognizes that a moral issue exists in a situation or that an ethical code or principle is relevant to the circumstance

moral intensity

the degree to which an issue has ethical urgency

moral attentiveness

degree to which people chronically perceive and consider the issues of morality during their experience

moral judgement

the process people use to determine whether a particular course of action is ethical or unethical

Kohlberg’s theory of cognitive development

argues that as people age and mature, they move through various stages of moral development, each stage more mature than the prior

pre-conventional stage (Kohlberg’s theory of cognitive development)

moral development begins, what are the consequences for me?

conventional stage (Kohlberg’s theory of cognitive development)

as people mature their moral judgement reaches this stage, what are the expectations and consequences on others?

principled stage (Kohlberg’s theory of cognitive development)

the most sophisticated moral thinkers reach this stage, does this align with my moral principles?

moral intent

authority degree of commitment to the moral course of action, level of dedication someone has to doing something morally right

Team

consists of two or more people who work interdependently over a time period to accomplish common goals and task oriented purpose

group

two or more people who get together for a broader purpose

Cohen & Bailey's 5 types of teams

Work teams, Management teams, Parallel teams, Project teams, Action teams

What is a flaw with Cohen & Bailey’s 5 types of teams

assumes teams are static and fixed, only focuses on teams actions, not the teams characteristics

work teams

produce goods or provide services and require full time commitment from their members

management teams

integrate activities of subunits across business functions

ex: top management team

parallel team

provide recommendations to managers about important issues that run parallel to the organizations production process

ex: quality circles (individuals who perform core production tasks), advisory council, committee

project teams

produce a one time output (product, service plan, design) that require a lot of input from members with different types of training

ex: production design team, research group, planning team

action team

perform complex tasks that vary in duration and take place in highly visible or challenging circumstances

ex:  surgical teams, musical groups, expedition teams, sports teams

high level of autonomy and self management

team members have great deal of freedom to work together and establish their own goals

low level of autonomy and self management

strict rules regarding goals and procedures, team leaders make most of the decisions regarding management of the team with respect to membership

virtual teams

teams in which members are geographically dispersed and interdpendent

Forming (Tuckman’s Model of Team Development)

members orient themselves by trying to understand their boundaries in the team

Storming (Tuckman’s Model of Team Development)

members remain committed to ideas they bring with them to the team

Norming (Tuckman’s Model of Team Development)

members realize they need to work together to accomplish goals

Performing (Tuckman’s Model of Team Development)

members are comfortable working within their roles and team progresses toward goals

Adjourning (Tuckman’s Model of Team Development)

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

punctuated equilibrium

members make assumptions and establish a pattern of behavior that lasts for the first half of its life

Gersick’s Model Puncutated Equilibrium

cyclical focus on team’s stability and change due to external pressures or critical events ( a dealine or feedback)

Tuckman’s Model of Team Development

sequential linear focus of the overall team development due to internal pressure or events (team conflict)

if task interdependence level increases, interaction and communication with team also __________

increases

task interdependence

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

pooled interdependence

group members complete their work assignments independently, then work is piled up to represent the group’s output

sequential interdependence

different tasks are done in a prescribed order and group is structured so members specialize in these tasks

reciprocal interdependence

members interact with a subset of other members to complete the teams work

comprehensive interdependence

each member has a great deal of discretion in terms of what they do and whom they interact with

goal interdependence

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

outcome interdependence

exists when team members share in the rewards that the team earns

team composition is made of

member roles, member ability, member personality, team diversity, and team size

value in diversity problem solving approach (team diversity)

provides a larger pool of knowledge and perspectives from which a team can draw as it carries out its work, positive

similarity attraction approach (team diversity)

people are more attracted to others who are perceived as more similar, detrimental

surface level diversity (team diversity)

diversity regarding observable attributes like sex, race, and age

deep level diversity (team diversity)

refers to diversity in attributes that are less easy to observe but more from direct experience such as attitudes, values, and personality

skill differentiation (Hollenback’s taxonomy of team types)

who performs various tasks

authority differentiation (Hollenback’s taxonomy of team types)

who has the authority to make various decisions when there is a disagreement

temporal stability (Hollenback’s taxonomy of team types)

are the structural linkages of the team short term and long lasting

agreeable team member personality

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

extraverted team member personality

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

conscientious team member personality

people tend to be dependable and work hard to achieve goals

process gain

when team members are getting more from the team than they would expect according to the capabilities of its individual members

process loss

when team members are getting less from the team than they word expect based on the capabilities of its individual members

motivational loss

when team members don’t work as hard as they could, due to the reduced accountability of being in a team

coordination loss

when integrating team activities consumes more time and energy than the activity itself

taskwork process

the activities of team members that relate directly to the accomplishment of team tasks (what)

teamwork processes

the interpersonal activities that facilitate the accomplishment of the teams work (how)

transition process (teamwork processes)

teamwork activities that focus on preparation for future work, ex: mission analysis, goal specification, strategy formulation

action processes (teamwork processes)

teamwork activities that focus on goal accomplishment, ex: monitoring progress toward goals, getting work done

interpersonal process (teamwork process)

teamwork activities that focus on managing interpersonal relationships the foundation for the effectiveness of other processes throughout the whole team process. ex: conflict management

conflict management (interpersonal process of teamwork processes)

involves activities that the team uses to manage conflicts that arise during work

2 types of conflict management

task conflict and relationship conflict (disagreement about the task (can be beneficial), and disagreement about personal values (always harmful))

communication

the process by which information and meaning gets transferred from a sender to a receiver

communication competence (lacking) (influence communication process)

the skills involved in encoding, transmitting, and receiving messages

emotions/emotional intelligence (influence communication process)

can cloud people’s interpretation of information they receive from others

noise (influence communication process)

interferes with the message being transmitted

information richness (influence communication process)

the amount and depth of information that gets transmitted in a message

barriers to communication

Physical noise, Psychological noise, Emotions, Channel of communication, selective perception, filtering, information overload, language barriers, culture

6 ways management can put up a good fight

1. focus on the facts

2. multiply the alternatives (consider multiple solutions)

3. create common goals

4. use humor

5. balance the power structure (encourage fairness and equity)

6. seek consensus with qualification

network structure

pattern of communication that occurs regularly among each member of the team and helps in teams of more than 2 people

team states

specific types of feelings and thoughts that unite in the minds of team members as a consequence of their experience working together

cohesion (team states)

members of teams can develop strong emotional bonds to other members of their team and to the team itself

potency (team states)

the degree to which members believe that the team can be effective across a variety of situations and tasks (high = confident of well performance, low= not confident about team and goals)

mental models (team states)

the level of common understanding among team members with regard to important aspects of the team and its task which helps members move efficiently

transitive memory (team states)

refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory

power

the ability to influence the behavior of others and resist unwanted influence in return

organizational power

power from a person’s position within organization

legitimate power (type of organizational power)

from a position of authority inside the organization, formal authority

reward power (type of organizational power)

when someone has control over the resources or rewards another person wants, ex: raises, evaluations, awards

coercive power (type of organizational power)

person has control over punishments in an organization, principle of fear. ex: suspension, lower pay, firing

personal power

about the person that provides them capabilities to influence others

expert power (type of personal power)

derives from a persons’ expertise, skill, or knowledge, more likely to influence others who need expertise

referent power (type of personal power)

others have the desire to identify and be associated with a person, derived from admiration or loyalty

4 factors that affect the strength of a persons power

1. substitutability (leaders control resources no one has access to)

2. discretion (managers have right to make decisions on their own)

3. centrality (how important person’s job is and how many people depend on it)

4. visibility (how aware others are of leaders power)

influence

use of an actual behavior that causes behavioral or attitudinal changes in others, can be directional (downward, lateral, upward)

rational persuasion (effective influence tactic)

use of logical arguments and hard facts to show the target that request in a worthwhile one