Principles of Marketing Exam 2

Team

A group of two or more people who work interdependently over time to accomplish common goals related to a task-oriented purpose.

Team processes

Activities teams engage in to function effectively, including communication, coordination, decision-making, and conflict management.

Team composition

The mix of people in a team, including roles, abilities, personalities, and diversity.

Team performance

The extent to which a team meets goals, including quality, efficiency, and member satisfaction.

Management team

A team composed of managers from different departments who coordinate organizational activities.

Work team

A team that performs core organizational tasks and produces goods or services.

Parallel team

A team that operates separately from the main workflow to solve problems or improve processes.

Team design

Structuring team characteristics (size, roles, interdependence, authority) to maximize effectiveness.

Forming stage

Initial stage where members orient themselves, establish roles, and rely on leadership.

Storming stage

Stage where conflict arises over roles, power, and direction.

Norming stage

Stage where cohesion develops and norms are established.

Performing stage

Stage where the team operates efficiently toward goals.

Adjourning stage

Final stage where the team disbands after completing objectives.

Managerial interventions

Forming: provide structure; Storming: manage conflict; Norming: reinforce norms; Performing: delegate; Adjourning: support closure.

High-authority teams

Teams with decision-making autonomy; increase motivation but risk poor decisions.

Interdependence

The degree to which team members rely on each other.

Pooled interdependence

Members complete work independently and combine results.

Sequential interdependence

Work flows in a step-by-step chain.

Reciprocal interdependence

Members interact back and forth continuously.

Team cohesion

The emotional attachment and commitment among team members.

Increasing cohesion

Smaller teams, shared success, similarity, frequent interaction.

Social loafing

Reduced individual effort when working in groups.

Reducing social loafing

Increase accountability, smaller teams, clear roles, track performance.

Member roles

Expected patterns of behavior (task roles vs social roles).

Member ability

Skills and competencies of members that influence team performance.

Personality in teams

Traits like conscientiousness and agreeableness improve teamwork and performance.

Team diversity

Differences among members in characteristics.

Surface-level diversity

Observable traits like age, gender, and race.

Deep-level diversity

Differences in values, attitudes, and personality.

Managing diversity

Surface-level: minimize bias early; Deep-level: leverage differences over time.

Similarity-attraction theory

People prefer working with others who are similar to themselves.

Conjunctive task

Team performance depends on the weakest member.

Disjunctive task

Team performance depends on the strongest member.

Additive task

Team performance is the sum of individual contributions.

Brainstorming

Generating ideas without criticism.

Problems with brainstorming

Production blocking, evaluation apprehension, and social loafing.

Improving brainstorming

Use electronic brainstorming and individual idea generation first.

Common team problems

Conflict, free riding, poor communication, lack of trust.

Solutions to team problems

Clear roles, accountability, conflict management, strong leadership.

Leadership

The use of power and influence to direct others toward goal achievement.

Leadership vs management

Management focuses on planning and organizing; leadership focuses on inspiring and influencing.

Power

The ability to influence others.

Legitimate power

Power derived from formal authority.

Reward power

Power from the ability to give rewards.

Coercive power

Power from the ability to punish; often leads to negative outcomes.

Expert power

Power based on knowledge and skills.

Referent power

Power based on admiration and respect.

Most effective power types

Expert and referent power.

Influence tactics

Behaviors used to influence others.

Hard tactics

Forceful methods like demands and pressure.

Soft tactics

Persuasive methods like consultation and inspiration.

Most effective influence tactics

Rational persuasion, consultation, inspirational appeals.

LMX theory

Leaders develop unique relationships with each follower.

High-quality LMX

Characterized by trust, respect, and mutual obligation.

Low-quality LMX

Formal, distant relationships with limited trust.

Outcomes of high LMX

Higher performance, satisfaction, and commitment.

Stages of LMX

Role taking, role making, routinization.

Initiating structure

Leadership behavior focused on organizing work and defining roles.

Consideration behavior

Leadership behavior focused on showing care and concern.

Decision-making styles

Autocratic, consultative, facilitative, delegative.

Autocratic style

Leader makes decisions alone; useful under time pressure.

Participative styles

Used when problems are complex and require input and buy-in.

Time-driven model

Framework for choosing decision style based on situation.

Factors in time-driven model

Decision quality, time constraints, subordinate expertise.

Transformational leadership

Inspiring followers to exceed expectations and embrace change.

Components of transformational leadership

Idealized influence, inspirational motivation, intellectual stimulation, individualized consideration.

Importance of transformational leadership

Leads to higher motivation, performance, and innovation.