Management Final Exam

Groups

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity

Team

A small group of people working together with a common purpose, performance goals, and mutual accountability

Formal group

A group, headed by a leader, that is established to do something productive for the organization

Informal group

A group formed by people seeking friendship that has no officially appointed leader, although a leader may emerge from the membership

work team

team where there is a clear purpose, permanent and members must give their complete commitment in order for success

project team

team assembled to complete a specific task

Cross-functional teams

A team that is staffed with specialists pursuing a common objective

Self-managed teams

Groups of workers who are given administrative oversight for their task domains

Virtual teams

Teams that work together over time and distance via electronic media to combine effort and achieve common goals

forming, storming, norming, performing, adjourning

tuckmans five stage model

forming

The first of the five stages of forming a team, in which people get oriented and get acquainted

storming

The second of five stages of forming a team in which individual personalities, roles, and conflicts within the group emerge

Norming

stage three, in which conflicts are resolved, lose relationships develop, and unity and harmony emerge

Group cohesiveness

A “we feeling” that binds group members together

Performing

The fourth of five stages of forming a team, in which members concentrate on solving problems and completing the assigned task

Adjourning

the stage in which members of an organization prepare for disbandment

Punctuated equilibrium

Establishes ­periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives resulting in the establishment and maintenance of new norms of ­functioning, returning to equilibrium

Collaboration

Act of sharing information and coordinating efforts to achieve a ­collective outcome

Collaboration

foundation of teamwork

false

t/f getting team members to collaborate is easy

Trust

Reciprocal faith in others’ intentions and behaviors

credibility

what is trust based on

authenticity, logic and empathy

components of trust triangle

Team member interdependence

The extent to which team members rely on common task-related team inputs, such as resources, information, goals, and rewards, and the amount of interpersonal interactions needed to complete the work

Team composition

Reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members

Roles

Sets of behaviors that people expect of occupants of a position

task, maintanance

two types of team roles

task role

Behavior that concentrates on getting the team’s task done

task

role that keeps the team on track

Maintenance role

Relationship-related role consisting of behavior that fosters constructive relationships among team members

Norms

General guidelines or rules of behavior that most group or team members follow

Team processes

Team members’ interdependent acts that transform inputs to outcomes through activities directed toward organizing taskwork to achieve collective goals

Team charter

Outlines how a team will manage teamwork activities

Team reflexivity

A collective process by which members reflect on the team’s objectives, strategies, methods, and processes and adapt accordingly

Team voice

The extent to which team members feel free to express opinions, concerns, proposals, or thoughts about work-related issues

Team charter, reflexivity, voice

three additional team processses

Conflict

Process in which one party perceives that its interests are being opposed or negatively affected by another party

Dysfunctional conflict

Conflict that hinders the organization’s performance or threatens its interests

Functional conflict

Conflict that benefits the main purposes of the organization and serves its interests

inactivity

too little conflict

warfare

too much conflict

personality, envy, intergroup dynamics and cultural differences

4 kinds of conflict

personality conflict

Interpersonal opposition based on personal dislike, disagreement, or differing styles

constructive conflict

conflict that can be very productive

Programmed conflict

Conflict designed to elicit different opinions without inciting people’s personal feelings

avoiding, dominating, integrating, obliging and compromising

five conflict handling styles

avoiding

ignoring or suppressing a conflict

dominating

forcing an outcome

integrating

manager strives to confront the issue and cooperatively identify the problem

Leadership

The ability to influence employees to voluntarily pursue organizational goals

Leadership coaching

The process of enhancing the skills and abilities that a leader needs in order to help the organization achieve its goals

leaders

help create a vision and strategic plan

managers

implementing the vision and plan

Managerial leadership

involves both influencing followers to internalize and commit to a set of shared goals, and facilitating the group and individual work that is needed to accomplish those goals

Power

the ability to marshal human, informational, and other resources to get something done

Personalized power

Power directed at helping oneself

Socialized power

Power directed at helping others

legitimate, reward, coercive, expert, referent and informational

the 6 powers

legitimate

One of five sources of a leader’s power that results from formal positions with the organization

reward

One of five sources of a leader’s power that results from the authority to reward subordinates

Coercive

One of five sources of a leader’s power that results from the authority to punish

Expert

One of five sources of a leader’s power, resulting from specialized information or expertise

Referent

One of five sources of a leader’s power deriving from personal attraction

Informational

Power deriving from one’s access to information

Influence tactics

Are conscious efforts to affect and change behaviors in others

rational persuasion

trying to convince someone with logic and reason

inspirational appeals

trying to build enthusiasm by appealing to others emotions

consultation

getting others to participate in planning, decision making and changes

ingratiation

getting someone in a good mood prior to making a request

personal appeals

referring to friendship and loyalty when making a request or asking a friend for a favor

exchange

making explicit or implied promises and trading favors

coalition tactics

getting others to support your efforts to persuade someone

pressure

demanding compliance or using intimidation

legitimating tactics

basing a request on authrority or right, organizational rules or policies

Trait approaches to leadership

Attempts to identify distinctive characteristics that account for the effectiveness of leaders

Narcissism

A self-centered perspective, feelings of superiority, and a drive for personal power and glory

Machiavellianism

A cynical view of human nature and condoning opportunistic and unethical ways of manipulating people, putting results over principles

Psychopathy

A lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others

cognitive abilities

identify problems and their causes

interpersonal skills

influence and persuade others

business skills

maximize the organizational assets

conceptual skills

draft and orgs mission, vision , strategies and implementation

Behavioral leadership approaches

Attempts to determine the distinctive styles used by effective leaders

Task-oriented leadership behaviors

Ensure that human, physical, and other ­resources are deployed efficiently and effectively to accomplish the group’s or organization’s goals

Initiating-structure leadership

A leadership behavior that organizes and defines—that is, “initiates the structure for”—what employees should be doing to maximize output

Production-centered leader behaviors

Emphasize the technical or task-related aspects of employees’ roles

Relationship-oriented leadership

Form of leadership that is primarily concerned with the leader’s interactions with his or her people

Consideration

A leadership behavior that is concerned with group members’ needs and desires and that is directed at creating mutual respect or trust

Employee-centered leader behaviors

Emphasize relationships with subordinates and attention to their individual needs

Situational approaches

An approach to leadership where it is believed that effective leadership behavior depends on the situation at hand

Contingency leadership model

A model that determines if a leader’s style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand

leader-member, task structure and position power

three dimensions of situational control

high, low

task oriented style works best in either _____ control or ____ control situations

high control

leaders decisions produce predictable results because they can influence outcomes

low control

leaders decisions cant produce predictable results because they cant influence outcomes

moderate

relationship oriented style works best in situations of _______ control

Path–goal leadership model

Approach that holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support

leader behaviors, employee characteristics, environmental factors and leadership effectiveness

4 parts of path goal model

employee characteristics and environmental factors

what determines leadership effectiveness

Full-range leadership

Approach that suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) “leadership” at one extreme through transactional leadership, to transformational leadership at the other extreme