MGMT Exam 3

Team

special type of group, works independently, over time, with a task-oriented purpose, life span, and level of member involvement

Group

any collection of people

5 types of teams

Work, Management, Parallel, Project, Action

Work Team

produce goods/services, long life span, high member involvement

Management Team

integrate activities across functions, long life span, moderate member involvement

Parallel Team

provide recommendations, resolve issues, life span varies, low member involvement

Project Team

produce a one-time output, life span varies, member involvement varies

Action Team

complex, time-sensitive tasks in visible settings, life span varies, member involvement varies

Virtual teams

teams whose members are geographically dispersed and communicate electronically rather than face-to-face

5 stages of group development

Forming, Storming, Norming, Performing, Adjourning

Punctuated Equilibruim

a model where teams go through a period of inertia, then experience a burst of change at the midpoint of the project

4 types of task interdependence

Pooled, Sequential, Reciprocal, Comprehensive

Pooled interdependence

members work independently and combine output

Sequential interdependence

tasks done in a specific order; one member's output becomes next member's input

Reciprocal interdependence

members act with a subgroup rather than all members

Comprehensive interdependence

highest coordination; each member interacts with all others

Task interdependence

how team members rely on each other to complete tasks

Goal interdependence

shared vision and aligned individual goals (everyone "rowing the boat" in the same direction)

Outcome interdependence

extent to which members share rewards/feedback

3 ways to distribute outcomes in group situation

Equal outcomes, individual performance, percentage of salary

Task roles that might exist in a team

initiator-contributor, coordinator, orienter, devil's advocate, energizer, procedural technician

Team-building roles

encourager, harmonizer, compromiser, gatekeeper-expediter, standard setter, follower

Individualistic roles

aggressor, blocker, recognition seeker, self-confessor, slacker, dominator

Agreeableness

cooperative, trusting

Conscientiousness

dependable, hardworking

Extraversion

positive, energetic in interpersonal settings

3 types of tasks

Disjunctive, conjunctive, additive

disjunctive tasks

performance depends on the highest-ability member

conjunctive tasks

performance depends on the lowest-ability member

additive tasks

performance depends on the sum of individual efforts

Value-in-diversity problem-solving approach

diversity is beneficial because it brings broader knowledge and perspetives

Similarity-attraction approach

similarity improves cohesion; diversity can create avoidance or conflict

Surface-level diversity

observable attributes

Deep-level diversity

personality, values, attitudes

How does team size impact team success?

larger teams help management and project teams, smaller teams are better for production tasks, team satisfaction is highest when teams have 4-5 memebrs

Leadership

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

5 sources of interpersonal power

Legitimate, Reward, Coercive, Expert, Referent

Legitimate (organizational) interpersonal power

based on authority or position

Reward (organizational) interpersonal power

ability to give rewards

Coercive (organizational) interpersonal power

ability to punish

Expert (personal) interpersonal power

based on knowledge or expertise

Referent (personal) interpersonal power

followers' desire to identify with or emulate the leader

Follower reactions to the use of these types of power

most effective: expert, referent -> lead to internalization

moderately effective: reward, legitimate -> lead to compliance

least effective: coercive -> often leads to resistance

4 contingency factors

Substitutability, Centrality, Discretion, Visibility

Substitutability

power increases when resources can't be obtained elsewhere

Centrality

power increases when the leader's role is important and connected to others

Discretion

power increases when the leader has freedom to make decisions

Visibility

power increases when others recognize the leader and their resources

Most effective influence tactics:

rational persuasion, inspirational appeal, consultation, collaboration

Moderately effective influence tactics

ingratiation, personal appeals, exchange, apprising

Least effective influence tactics

pressure, coalitions

Three responses to influence attempts

Internalization, Compliance, Resistance

Internalization

target agrees and becomes committed

Compliance

target agrees but only does minimum required

Resistance

target refuses, avoids, or argues

Organizational politics

actions aimed at furthering one's self-interest

4 political skills individuals might develop in organizations

Networking ability, Social astuteness, Interpersonal influence, Apparent sincerity

Networking ability

skilled at building relationships and contracts

Social astuteness

ability to read and understand people

Interpersonal influence

flexible, persuasive personal style

Apparent sincerity

appearing genuine and honest

Personal characteristics leading to political behavior

need for power, machiavellian tendencies, low self-control

Organizational characteristics that might impact the level of political behavior

unclear goals, ambiguous goals, scarce resources, high performance pressure, unclear promotion processes

Effect of an overly political environment on employees

lower job satisfactions, increases stress and strain, higher turnover intention, reduced performance, reduced commitment

5 styles of conflict resolution

competing, avoiding, accommodating, collaboration, compromise

Competing

used in emergencies, likely resulting in a quick win and may create resentment

Avoiding

used in trivial issues, likely results in no resolution and conflict may grow

Accommodating

used when you're in the wrong, likely results in the other person winning and builds goodwill

Collaboration

used in complex problem, likely results in a win-win

Compromise

used in time-pressure situations, likely results in a middle-ground solution

2 types of bargaining

Distributive and integrative

Distributing bargaining

win-lose, zero-sum, "fixed pie"

Integrative bargaining

win-win, problem solving, mutually beneficial

Stages of negotiation

Preparation, Exchanging information, Bargaining, Closing and commitment

Preparation

define goals, determine BATNA

Exchange information

present positive and priorities

Bargaining

give and take, concessions

Closing and commitment

finalize agreement

2 methods of alternative dispute resolution

Mediation and Arbitration

Mediation

neutral third party facilitates but cannot impose a decision

Arbitration

third party makes a binding decision

Leader effectiveness

how well a leader uses power and influence to help the group meet goals

Leader effectiveness is judged by

whether the unit achieves its goals, whether member needs are met, whether followers want to remain in the group

Leader emergence

about who becomes a leader

Leader-member exchange theory (LMX)

describes how leader-follower relationships develop over time through two phases

Role-taking phase

leader provides expectations, employee attempts to meet them

Role-making phase

leader and follower exchange resources, relationship becomes higher-quality or lower-quality

High LMX relationship

trust, respect, mutual obligation

Low LMX relationship

formal, distant, limited exchange

Leader decision making styles

Autocratic, Consultative, Facilitative, Delegative

Contingencies that should be considered when choosing a leadership style

decision significance, importance of commitment, leader experience, likelihood of follower commitment, shared objectives, employee expertise, teamwork skills

Life Cycle Theory of Leadership (styles of leadership)

Telling, Selling, Participating, Delegating

Telling

R1 - high structure, low consideration - specific instructions - new/inexperienced followers

Selling

R2 - high structure, high consideration - leadership explains decisions - followers motivated but need guidance

Participating

R3 - low structure, high consideration - leader share ideas - followers able but lacking confidence

Delegating

R4 - low structure, low consideration - followers take responsibility - followers capable and motivated

5 leadership styles

Laissez-Faire, Transactional Management-by-exception (passive), Transactional Management-by-exception (active), Transactional contingent reward, Transformational Leadership

Laissez-Faire Leadership

passive and ineffective, "absence of action"

Transactional Management-by-exception (passive)

leadership only acts when problems occur

Transactional Management-by-exception (active)

leader actively monitors for errors