managing people test 2

Characteristics of a Group • Definition: Two or more freely interacting individuals who share norms, goals, and a common identity. • Key Point: Groups are not just collections of people; they interact and share common goals. Formal vs. Informal Groups • Formal Groups: Assigned by an organization to achieve specific goals. • Informal Groups: Form based on friendship or common interests. • Key Difference: Formal groups have organizational goals, while informal groups are based on personal connections. Roles in a Group • Maintenance Role Example: Harmonizer. • Task Roles vs. Maintenance Roles: • Task Roles: Focus on keeping the group on track. • Maintenance Roles: Focus on keeping the group together. Norms and Roles • Norms: Attitudes, opinions, feelings, or actions shared by two or more people that guide behavior. • Roles: Pertains to an individual's job or situation. • Key Difference: Norms guide group behavior, while roles are specific to individuals. Establishing Group Norms • Methods: Norms can emerge on their own or be purposefully created. • Purpose: Norms help with group survival, clarify behavioral expectations, and avoid embarrassment. Stages of Group Development • Forming: Members are uncertain about their roles and tend to hold back. • Storming: Members test the leader’s policies and form subgroups. • Norming: Increased cohesion, interaction, and interdependence. • Performing: Focus on problem-solving and efficiency. • Adjourning: Completion of work and reflection before disbanding. Transition from Group to Team • Key Transition: Accountability shifts from individual to both individual and collective. • Team Player Characteristics: Commitment to the team’s common purpose. Social Loafing • Counteraction: Hold people accountable for their contributions. Types of Teams • Project Teams: Exist for a specific duration to complete a task. • Work Teams: Typically permanent. • Self-Managed Teams: Have administrative oversight for their task domains. • Cross-Functional Teams: Composed of specialists from different areas. Virtual Teams • Disadvantage: Difficulty establishing cohesion and trust. • Benefit: Reduced work-life conflicts for employees. Interdependence in Teams • Task Interdependence: Team members depend on each other for information, materials, and resources. • Outcome Interdependence: Outcomes of task work are measured, rewarded, and communicated at the group level. Trust in Teams • Definition: A reciprocal belief that another person will consider how their intentions and behaviors will affect you. High-Performing Teams • Characteristics: Compelling team purpose and clear goals. Team Charter • Definition: A plan detailing how the team will operate. • Key Point: It outlines the team's mission, goals, and operational guidelines. Team Performance Strategies • Purpose: To outline deliberate plans of what the team is to do. • Key Point: Helps in setting clear objectives and methods for achieving them. Team Composition • Definition: The collection of jobs, personalities, knowledge, skills, abilities, and experience of team members. • Key Point: A diverse team composition can enhance team performance. Team-Based Rewards • Purpose: To foster collaboration by rewarding the team as a whole. • Key Point: Encourages teamwork and collective effort. Conflict in Organizations • Definition: Conflict occurs when there is a perceived gap between what is desired and what is experienced. • Types: Conflict can be functional (constructive) or dysfunctional (destructive). Causes of Workplace Conflict • Common Cause: Personality differences. • Key Point: Understanding and managing these differences can reduce conflict. Conflict Escalation • Warning Sign: Tactics change. • Key Point: Recognizing early signs of escalation can help in managing conflict effectively. Managing Conflict • Desirable Outcome: Learning. • Key Point: Properly managed conflict can lead to growth and improved relationships. Personality Conflicts • Statement: False. Personality conflicts are based on personal dislike or disagreement and can be particularly harmful. Contact Hypothesis • Statement: False. Increased interaction between members of different groups can reduce intergroup conflict. Psychologically Safe Climate • Fostering: Celebrating and reinforcing the value of differences between group members and their ideas. • Key Point: A psychologically safe environment encourages open communication and innovation. Work–Life Conflict • Definition: Occurs when demands or pressures from work and life are mutually incompatible. • Key Point: Balancing work and personal life is crucial for overall well-being. Achieving Work–Life Balance • True Statement: An employer’s family-supportive philosophy is more important than specific programs. • Key Point: Supportive workplace culture plays a significant role in achieving work-life balance. Bullying in the Workplace • Impact: Bullying has group-level implications and affects even those not directly bullied. • Widespread Negative Effects: Bullying impacts the group as a whole. Preventing Workplace Bullying • Best Strategy: Develop a workplace bullying policy. • Preventing Escalation: Identify and resolve conflicts quickly and fairly. • Key Strategy: Train employees to manage conflict. Programmed Conflict • Aim: To raise different opinions regardless of personal feelings. • Technique: Devil’s advocacy. Alternative Dispute Resolution (ADR) • Benefit: Speed. • Form: Mediation. Negotiation Approaches • Distributive Negotiation: One party wins and the other loses. • Key Consideration: Consider the other person’s outcome. • Questionable Ethics: Deception. • Using Emotions: Identify your ideal emotions and match them to your objectives. Decision-Making Processes • Rational Decision-Making: Identifying and choosing alternative solutions that lead to a desired state of affairs. • First Stage: Identify the problem or opportunity. • Benefit: Enhanced quality of decisions. • Bounded Rationality: Making decisions restricted by constraints, leading to satisficing rather than optimizing.Power and Influence • Power Definition: Power involves influencing others, not just marshaling resources. • Primary Responses to Power: Resistance, compliance, and commitment (not agreement). • Legitimate Power: Derived from an individual's formal position within an organization. • Positive Bases of Power: Expert and referent power. • Psychological Empowerment Components: Meaning, competence, self-determination, and impact (not centralized management). • Empowerment: Giving employees greater influence.Influence Tactics • Soft Influence Tactics: Rational persuasion, inspirational appeals, and consultation (not exchange). • Coalition Tactics: Enlisting the help of others to persuade someone. • Pressure Tactics: Using threats or demands to gain compliance. • Ingratiation: Getting someone in a good mood prior to making a request.Principles of Persuasion • Cialdini's Principles: Reciprocity, authority, scarcity, consistency, liking, and social proof (not empathy). • Social Proof: People follow the lead of similar others.Political Behavior in Organizations • Common Causes: Organizational justice, trust in co-workers, and negative affect (not transparent communication). • Sources of Uncertainty: Unclear objectives, vague performance measures, and ill-defined decision processes (not well-established decision-making protocols).