MHR 3020: Exam 2

Utilizing terminology from the textbook, describe what is meant by social loafing. Discuss why social loafing occurs in the modern workplace? Describe three actions managers can take to avoid social loafing.

- Social loafing happens when people work less hard in a group than they would individually. This is because some members rely on others to carry the workload.

- Social loafing occurs in the modern workplace because of large teams. Usually, a good team size is between 5-7. If there are teams with larger number of members then some members will assume their contribution is not as important/noticeable and let others pick up their slack. It can also be lack of accountability from some team members that feel their contributions aren’t being checked so they contribute less and coast by until they are noticed.

Three actions managers can take to avoid social loafing:

1.     Assign specific roles and responsibilities to each team members. This creates a sense of accountability and people will be less inclined to social loaf.

2.     Provide consistent feedback so employees know their contributions are being monitored and valued. Publicly recognizing effort and achievements also motivates employees to maintain high standards.

3.     Encourage smaller, cohesive teams. Reducing team size makes each member’s contribution more visible and essential. Managers can also focus on fostering team cohesion and mutual trust, which often reduces the likelihood of social loafing by promoting a shared commitment to team goals.

How can you as team leader influence team cohesion to increase task performance? 

As a team leader, I can strengthen team cohesion by fostering open communication, making sure each member feels appreciated, and aligning everyone with shared goals. Encouraging team-building activities and recognizing achievements helps build trust and morale. When team members feel united and purpose-driven, they are more motivated to excel in their tasks.

According to the authors Uhl-Bien, Piccolo, and Schermerhorn what is meant by the term active listening skills and what is the purpose of active listening? According to the textbook list and describe the four listening strategies that can facilitate active listening.

-Active listening skills mean to focus on mindfully hearing and providing feedback that helps the speaker work through a problem or issue. The purpose of active listening is to enhance communication and build trust.

- Four listening strategies

1. Reflecting: Means paraphrasing back what the other said

2. Probing: means asking for additional information

3. Deflecting: means shifting to another topic

4. Advising: means telling someone what to do.

Briefly discuss the best ways for managers to build and maintain strong cultures within an organization. Further, specify three ways according to the textbook that managers can build and maintain strong culture.       

-       The best ways for managers to build and maintain strong cultures within an organization

·      Lead by example: Demonstrating behaviors that reflect the company’s values encourages employees to follow suit, fostering consistency and trust.

·      Effective communication

·      Recognition and rewards: Acknowledging employees’ achievements and rewarding contributions promotes a sense of value and motivates alignment with the culture.

·      Defining clear values and goals

-       Three ways according to the textbook that managers can build and maintain strong cultures

1.     Keep culture in mind from day one

2.     Promote teamwork and collaboration

3.     Encourage employee voice

Define and discuss the similarities and differences between the term’s subcultures and countercultures according to chapter 2 in the textbook. Provide an example of subculture and counterculture.

-       Subcultures are patterns of behavior that are unique to a particular area of the organization but still consistent with the overall culture.

EX. A specific department within the organization can create a subculture, like the engineering department. The group fosters a sense of identity within the subgroup while still aligning with the organization’s overall cultures.

-       Countercultures tend to work against the organization’s purpose, rejecting fundamental beliefs and values of the larger organizational system.

EX. A counterculture group favoring remote work may arise in an organization that favors on-site work.

-       Both subcultures and countercultures exist within the larger organization, and the groups have shared experiences and goals. However, they differ in their impact to the organization. Subcultures align with the main organizations culture and contribute positively, while countercultures challenge organizational cultures and can create disruptions or lead to organizational change.

What does the term "developmental feedback" refer to in the context of communication according to the textbook? Briefly describe feedback giving and list the five rules one must follow for effective feedback giving.    

-       Developmental feedback provides information about what we are doing well and what could use improvement.

-       Feedback giving is providing information to others about outcomes of their performance, behavior, or actions.

-       Five rules for giving feedback:

1.     Be developmental

2.     Be timely and specific

3.     Provide feedback in private and at a good time

4.     Provide feedback in small chunks

5.     Don’t bring the person down

Differentiate between tall and flat organizational structures. Discuss span of control in the context of organizational structure.

-       Tall organizational structures have many levels of hierarchy, more decision makers, more structure (tends to be a mechanistic design)

-       Flat organizational structures have fewer layers between top executives and the rest of the employees  

-       Industries that are more bureaucratic, regulated, and stable tend to have taller structures, while industries that are fast-moving, creative, and require adaptation to changing markets tend to have flatter structures

-       Span of Control: This term refers to the number of direct reports a manager oversees. In tall structures, the span of control is narrow, leading to closer supervision but potentially slower decision-making. In flat structures, the span of control is broader, promoting independence but requiring managers to delegate and trust employees to manage their responsibilities effectively.

Define what is meant by groupthink as it relates to teams in the modern workplace? Why can groupthink be detrimental to effective group functioning according to the textbook?

-       Groupthink is the tendency of members in highly cohesive groups to lose their critical evaluative capabilities.

-       Groupthink is detrimental to effective group functioning because it makes team members prioritize harmony over honest feedback. This pressure to agree causes people to avoid questioning ideas, which can lead to missed flaws and poor decision-making.

Why is storytelling an effective communication tactic that managers can employ according to chapter 6 of the textbook? Briefly discuss the five components that underlie the foundations for successful storytelling.

-       Effective communicators use storytelling to make complex topics easier to understand and remember. Stories stick with people because they involve relatable characters, moments of tension, and satisfying endings, helping important ideas stay memorable and clear.

-       Five components that underlie the foundations for successful storytelling.

1.     Premise: starting point for a story. Providing necessary context to set the story

2.     Character development: main characters, supporting characters. Well developed characters with depth to them

3.     Foreshadowing: used to give a hint of what is to happen later in the story

4.     Tension: is realized as a crystallizing feature in the arc of a story’s plot. Every story must have tension or a central conflict, challenge, or problem around which the story is based.

5.     Resolution: occurs when the story’s fundamental tension has been resolved or the story’s biggest problem has been solved.

 Why is a stable operating core important for organizational agility? Describe how this might decrease stress during times of change?

-       A stable operating core is key to organizational agility because it provides a reliable foundation for productivity, even during change. This stability reduces stress by giving employees a sense of security, allowing them to focus on adapting to innovative changes without worrying about disruptions in essential operations. During times of change, a stable core decreases stress by offering predictability and reducing uncertainty. Employees can rely on established systems and routines, which provides a sense of security and allows them to focus on adapting to new changes without the worry of core disruptions.

-       For example, Amazon relies on its strong core to stay consistent while easily shifting strategies and creating new products as needed.

According to our discussion in class and the textbook what are the five stages of team development and explain what happens at each stage.

1.     Forming: getting to know each other

2.     Storming: dealing with tensions and defining group tasks

3.     Norming: building relationships and working together

4.     Performing: maturing in relationships and task performance

5.     Adjourning: disbanding and celebrating accomplishments

How do you decide whether or not to have a difficult conversation according to the textbook? List four supportive communication principles that managers can employ during difficult conversations.      

- When deciding whether to have a difficult conversation, these three areas should be considered:

1. Facts: Make sure you understand the facts and that both sides are willing and able to work together to resolve the issue.

2. Feelings: Check if you can handle the conversation calmly and if both of you are emotionally ready to discuss the issue without escalating.

3. Identity: Think about how the issue affects each person’s sense of self. Focus on discussing actions, not personal judgments, so no one feels personally attacked.

- Four supportive communication principles

1. Focus on the problem and not the person. Rather than saying, “You are lazy!” try  “You are not being proactive.”

2. Be specific not global, and objective not judgmental. Avoid using never or always, as in “You never listen to me.”

3. Own rather than disown the communication. “I believe we need to change” rather than “Management tells us we have to change.”

4. Be congruent—match the words with the body language. Don’t say “No I’m not angry!” if your body language says you are.

Identify and describe the four steps in the strategic management process according to chapter 2 of the textbook. Discuss why the strategic management process is important regardless of industry?

-       The strategic management process occurs in four stages:

1.     Strategic analysis: assessment of the current situation in the external and internal environment and analysis of one’s competitors.

2.     Strategy formulation: aligning strategic priorities with the mission, vision, and direction consistent with organizational values.

3.     Implementation: making sure employees are aligned with the strategic direction.

4.     Monitoring: measuring and evaluation of performance

-       The strategic management process is important regardless of industry because it drives everything that happens in organizations. Organizations are better equipped to achieve their goals and adapt to changes. This process keeps companies competitive, responsive to market changes, and focused on continuous improvement, which is essential for long-term success.

Define and describe the differences between (1) role ambiguity, (2) role overload, (3) role underload, and (4) role conflict.

1.     Role ambiguity: when people are uncertain about their roles or jobs on a team

2.     Role overload: when the demands of a role are so daunting that people in the role feel overwhelmed.

3.     Role underload: when too little is expected, and the person feels underutilized.

4.     Role conflict: when people are unable to meet the expectations of others

Describe what is meant by (1) mechanistic and (2) organic organizational structures. Identify what industries are more likely to employ each structure. 

-       Mechanistic organizational structure: characterized by standardization, formal policies, centralized leadership, and rules-based procedures. Better suited for stable and predicable environments where precision and control is needed.

Industries: manufacturing, government, and banking

-       Organic organizational structure: designs are suited to uncertain and volatile environments. It works well in dynamic, rapidly changing environments

Industries: technology, creative services, and startups

What are supportive communication principles according to the textbook? List four supportive communication principles that can be employed by a leader.

-       Supportive communication principles are techniques designed to navigate difficult conversations.

-       Four supportive communication principles:

1.     Focusing on the problem, not the person

2.     Being specific, not global

3.     Owning, not disowning

4.     Being congruent

Reading assessments Q&A:

1.     (________) values are explicitly stated norms preferred by an organization.

- Espoused

2. (________) are groups of individuals who exhibit a unique pattern of values and a philosophy that is consistent with the organization's dominant values and norms.

- Subcultures

3. In the context of the different types of organizational structures, a(n) (________) uses both the functional and divisional forms of departmentalization simultaneously.

- Matrix Structure

4. The number of individuals reporting to a manager is called the manager's (________).

- Span of Control

5. A stripped-down version of a new project is a(n) (________).

- Prototype

6. A(n) (________) structure is the most bureaucratic of all structures.

- Mechanistic

7. (________) occurs when group members actively work together in ways such that all their respective skills are well utilized to achieve a common purpose.

- Teamwork

8. In the (________) stage of team development, members are interested in getting to know each other, discovering what is considered acceptable behavior, determining the real task of the group, and defining team rules.

- Forming

9. (________) occurs when a person's position within a team is equivalent in status to positions the individual holds outside of the team.

- Status Congruence

10. The process for discussing and agreeing upon what team members expect of one another is known as (________). 

- Role Negotiation

11.  The creation of a whole that is greater than the sum of its parts is known as (________).

- Synergy

12. The (________) of a team represent the rules or standards of team conduct.

- Norms

13. In decisions made by (________), two or three people dominate or railroad the majority into making a decision with which they agree.

- Minority Rule

14. ________) is the tendency of members in highly cohesive groups to lose their critical evaluative capabilities.

- Groupthink

15. (________) occurs when too little work is expected from a team member and he or she feels underutilized.

- Role under-load

16. (________) is the degree to which a group or team members are attracted to and motivated to remain a part of the group or team.

- Cohesiveness

17. Input-process-output model equation:

- Quality of inputs x (Process gains- Process losses) = Team OutputUtilizing terminology from the textbook, describe what is meant by social loafing. Discuss why social loafing occurs in the modern workplace? Describe three actions managers can take to avoid social loafing.

- Social loafing happens when people work less hard in a group than they would individually. This is because some members rely on others to carry the workload.

- Social loafing occurs in the modern workplace because of large teams. Usually, a good team size is between 5-7. If there are teams with larger number of members then some members will assume their contribution is not as important/noticeable and let others pick up their slack. It can also be lack of accountability from some team members that feel their contributions aren’t being checked so they contribute less and coast by until they are noticed.

Three actions managers can take to avoid social loafing:

1.     Assign specific roles and responsibilities to each team members. This creates a sense of accountability and people will be less inclined to social loaf.

2.     Provide consistent feedback so employees know their contributions are being monitored and valued. Publicly recognizing effort and achievements also motivates employees to maintain high standards.

3.     Encourage smaller, cohesive teams. Reducing team size makes each member’s contribution more visible and essential. Managers can also focus on fostering team cohesion and mutual trust, which often reduces the likelihood of social loafing by promoting a shared commitment to team goals.

How can you as team leader influence team cohesion to increase task performance? 

As a team leader, I can strengthen team cohesion by fostering open communication, making sure each member feels appreciated, and aligning everyone with shared goals. Encouraging team-building activities and recognizing achievements helps build trust and morale. When team members feel united and purpose-driven, they are more motivated to excel in their tasks.

According to the authors Uhl-Bien, Piccolo, and Schermerhorn what is meant by the term active listening skills and what is the purpose of active listening? According to the textbook list and describe the four listening strategies that can facilitate active listening.

-Active listening skills mean to focus on mindfully hearing and providing feedback that helps the speaker work through a problem or issue. The purpose of active listening is to enhance communication and build trust.

- Four listening strategies

1. Reflecting: Means paraphrasing back what the other said

2. Probing: means asking for additional information

3. Deflecting: means shifting to another topic

4. Advising: means telling someone what to do.

Briefly discuss the best ways for managers to build and maintain strong cultures within an organization. Further, specify three ways according to the textbook that managers can build and maintain strong culture.       

-       The best ways for managers to build and maintain strong cultures within an organization

·      Lead by example: Demonstrating behaviors that reflect the company’s values encourages employees to follow suit, fostering consistency and trust.

·      Effective communication

·      Recognition and rewards: Acknowledging employees’ achievements and rewarding contributions promotes a sense of value and motivates alignment with the culture.

·      Defining clear values and goals

-       Three ways according to the textbook that managers can build and maintain strong cultures

1.     Keep culture in mind from day one

2.     Promote teamwork and collaboration

3.     Encourage employee voice

Define and discuss the similarities and differences between the term’s subcultures and countercultures according to chapter 2 in the textbook. Provide an example of subculture and counterculture.

-       Subcultures are patterns of behavior that are unique to a particular area of the organization but still consistent with the overall culture.

EX. A specific department within the organization can create a subculture, like the engineering department. The group fosters a sense of identity within the subgroup while still aligning with the organization’s overall cultures.

-       Countercultures tend to work against the organization’s purpose, rejecting fundamental beliefs and values of the larger organizational system.

EX. A counterculture group favoring remote work may arise in an organization that favors on-site work.

-       Both subcultures and countercultures exist within the larger organization, and the groups have shared experiences and goals. However, they differ in their impact to the organization. Subcultures align with the main organizations culture and contribute positively, while countercultures challenge organizational cultures and can create disruptions or lead to organizational change.

What does the term "developmental feedback" refer to in the context of communication according to the textbook? Briefly describe feedback giving and list the five rules one must follow for effective feedback giving.    

-       Developmental feedback provides information about what we are doing well and what could use improvement.

-       Feedback giving is providing information to others about outcomes of their performance, behavior, or actions.

-       Five rules for giving feedback:

1.     Be developmental

2.     Be timely and specific

3.     Provide feedback in private and at a good time

4.     Provide feedback in small chunks

5.     Don’t bring the person down

Differentiate between tall and flat organizational structures. Discuss span of control in the context of organizational structure.

-       Tall organizational structures have many levels of hierarchy, more decision makers, more structure (tends to be a mechanistic design)

-       Flat organizational structures have fewer layers between top executives and the rest of the employees  

-       Industries that are more bureaucratic, regulated, and stable tend to have taller structures, while industries that are fast-moving, creative, and require adaptation to changing markets tend to have flatter structures

-       Span of Control: This term refers to the number of direct reports a manager oversees. In tall structures, the span of control is narrow, leading to closer supervision but potentially slower decision-making. In flat structures, the span of control is broader, promoting independence but requiring managers to delegate and trust employees to manage their responsibilities effectively.

Define what is meant by groupthink as it relates to teams in the modern workplace? Why can groupthink be detrimental to effective group functioning according to the textbook?

-       Groupthink is the tendency of members in highly cohesive groups to lose their critical evaluative capabilities.

-       Groupthink is detrimental to effective group functioning because it makes team members prioritize harmony over honest feedback. This pressure to agree causes people to avoid questioning ideas, which can lead to missed flaws and poor decision-making.

Why is storytelling an effective communication tactic that managers can employ according to chapter 6 of the textbook? Briefly discuss the five components that underlie the foundations for successful storytelling.

-       Effective communicators use storytelling to make complex topics easier to understand and remember. Stories stick with people because they involve relatable characters, moments of tension, and satisfying endings, helping important ideas stay memorable and clear.

-       Five components that underlie the foundations for successful storytelling.

1.     Premise: starting point for a story. Providing necessary context to set the story

2.     Character development: main characters, supporting characters. Well developed characters with depth to them

3.     Foreshadowing: used to give a hint of what is to happen later in the story

4.     Tension: is realized as a crystallizing feature in the arc of a story’s plot. Every story must have tension or a central conflict, challenge, or problem around which the story is based.

5.     Resolution: occurs when the story’s fundamental tension has been resolved or the story’s biggest problem has been solved.

 Why is a stable operating core important for organizational agility? Describe how this might decrease stress during times of change?

-       A stable operating core is key to organizational agility because it provides a reliable foundation for productivity, even during change. This stability reduces stress by giving employees a sense of security, allowing them to focus on adapting to innovative changes without worrying about disruptions in essential operations. During times of change, a stable core decreases stress by offering predictability and reducing uncertainty. Employees can rely on established systems and routines, which provides a sense of security and allows them to focus on adapting to new changes without the worry of core disruptions.

-       For example, Amazon relies on its strong core to stay consistent while easily shifting strategies and creating new products as needed.

According to our discussion in class and the textbook what are the five stages of team development and explain what happens at each stage.

1.     Forming: getting to know each other

2.     Storming: dealing with tensions and defining group tasks

3.     Norming: building relationships and working together

4.     Performing: maturing in relationships and task performance

5.     Adjourning: disbanding and celebrating accomplishments

How do you decide whether or not to have a difficult conversation according to the textbook? List four supportive communication principles that managers can employ during difficult conversations.      

- When deciding whether to have a difficult conversation, these three areas should be considered:

1. Facts: Make sure you understand the facts and that both sides are willing and able to work together to resolve the issue.

2. Feelings: Check if you can handle the conversation calmly and if both of you are emotionally ready to discuss the issue without escalating.

3. Identity: Think about how the issue affects each person’s sense of self. Focus on discussing actions, not personal judgments, so no one feels personally attacked.

- Four supportive communication principles

1. Focus on the problem and not the person. Rather than saying, “You are lazy!” try  “You are not being proactive.”

2. Be specific not global, and objective not judgmental. Avoid using never or always, as in “You never listen to me.”

3. Own rather than disown the communication. “I believe we need to change” rather than “Management tells us we have to change.”

4. Be congruent—match the words with the body language. Don’t say “No I’m not angry!” if your body language says you are.

Identify and describe the four steps in the strategic management process according to chapter 2 of the textbook. Discuss why the strategic management process is important regardless of industry?

-       The strategic management process occurs in four stages:

1.     Strategic analysis: assessment of the current situation in the external and internal environment and analysis of one’s competitors.

2.     Strategy formulation: aligning strategic priorities with the mission, vision, and direction consistent with organizational values.

3.     Implementation: making sure employees are aligned with the strategic direction.

4.     Monitoring: measuring and evaluation of performance

-       The strategic management process is important regardless of industry because it drives everything that happens in organizations. Organizations are better equipped to achieve their goals and adapt to changes. This process keeps companies competitive, responsive to market changes, and focused on continuous improvement, which is essential for long-term success.

Define and describe the differences between (1) role ambiguity, (2) role overload, (3) role underload, and (4) role conflict.

1.     Role ambiguity: when people are uncertain about their roles or jobs on a team

2.     Role overload: when the demands of a role are so daunting that people in the role feel overwhelmed.

3.     Role underload: when too little is expected, and the person feels underutilized.

4.     Role conflict: when people are unable to meet the expectations of others

Describe what is meant by (1) mechanistic and (2) organic organizational structures. Identify what industries are more likely to employ each structure. 

-       Mechanistic organizational structure: characterized by standardization, formal policies, centralized leadership, and rules-based procedures. Better suited for stable and predicable environments where precision and control is needed.

Industries: manufacturing, government, and banking

-       Organic organizational structure: designs are suited to uncertain and volatile environments. It works well in dynamic, rapidly changing environments

Industries: technology, creative services, and startups

What are supportive communication principles according to the textbook? List four supportive communication principles that can be employed by a leader.

-       Supportive communication principles are techniques designed to navigate difficult conversations.

-       Four supportive communication principles:

1.     Focusing on the problem, not the person

2.     Being specific, not global

3.     Owning, not disowning

4.     Being congruent

Reading assessments Q&A:

1.     (________) values are explicitly stated norms preferred by an organization.

- Espoused

2. (________) are groups of individuals who exhibit a unique pattern of values and a philosophy that is consistent with the organization's dominant values and norms.

- Subcultures

3. In the context of the different types of organizational structures, a(n) (________) uses both the functional and divisional forms of departmentalization simultaneously.

- Matrix Structure

4. The number of individuals reporting to a manager is called the manager's (________).

- Span of Control

5. A stripped-down version of a new project is a(n) (________).

- Prototype

6. A(n) (________) structure is the most bureaucratic of all structures.

- Mechanistic

7. (________) occurs when group members actively work together in ways such that all their respective skills are well utilized to achieve a common purpose.

- Teamwork

8. In the (________) stage of team development, members are interested in getting to know each other, discovering what is considered acceptable behavior, determining the real task of the group, and defining team rules.

- Forming

9. (________) occurs when a person's position within a team is equivalent in status to positions the individual holds outside of the team.

- Status Congruence

10. The process for discussing and agreeing upon what team members expect of one another is known as (________). 

- Role Negotiation

11.  The creation of a whole that is greater than the sum of its parts is known as (________).

- Synergy

12. The (________) of a team represent the rules or standards of team conduct.

- Norms

13. In decisions made by (________), two or three people dominate or railroad the majority into making a decision with which they agree.

- Minority Rule

14. ________) is the tendency of members in highly cohesive groups to lose their critical evaluative capabilities.

- Groupthink

15. (________) occurs when too little work is expected from a team member and he or she feels underutilized.

- Role under-load

16. (________) is the degree to which a group or team members are attracted to and motivated to remain a part of the group or team.

- Cohesiveness

17. Input-process-output model equation:

- Quality of inputs x (Process gains- Process losses) = Team Output