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151 Cards in this Set
- Front
- Back
what are common group decision making pitfalls
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groupthink
common information bias diversity based infighting risky shift |
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d: groupthink
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a situation in which group members maintain or seek consensus at the expense of identifying and debating honest disagreements
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why does groupthink occur
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like each other
have high regard for collective wisdom so they yield to early ideas derive satisfaction from membership in a group that has a positive self image |
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when will groupthink most likely occur
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when the group is under threat
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what are the symptoms of groupthink
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self censorship
pressure unanimity rationalization invulnerability mindguards morality stereotypes |
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groupthink: self censorship
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group members who see flaws in the group keep quiet to avoid affecting group harmony
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groupthink: pressure
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group members apply pressure on a group member who isnt supporting the group
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groupthink: unanimity
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bc of self censorship and pressure it appears that no one else opposes the group, creating this illusion of unanimity
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groupthink: rationalization
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group members have complex rationales that discount warnings or information,
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groupthink: invulnerability
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believe the group is invulerable to any dangers, take unwarranted risks
overestimates its collective wisdom |
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groupthink: mindguards
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a group member acts as a mindguard and attempts to shield the group from any facts that may alter the illusions of invulnerability and unanimity
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groupthink: morality
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believe the group is inherently moral and anything that goes against the group is immoral
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groupthink: stereotypes
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group members have neg stereotypes of other people and groups
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d: common information bias
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a bias in which group members tend to overemphasize certain information that is held by all members in the group, while neglecting information that may be important thats held by 1 or 2 people
defeats: the idea that groups can introduce unique info |
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d: diversity-based infighting
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when there is an overflow of diverse ideas and group members are unproductive and are conflictive over differing views
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when will diversity based infighting occur
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when ind feel strongly about their ideas
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d: risky-shift
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the phenomenon where groups make more risky decisions that individuals because of a diffusion of responsibility
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do groups or ind make more risky decisions
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groups due to risky shift
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benefits of brainstorming
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wide variety of new ideas
important facts or considerations not overlooked |
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basic features of brainstorming
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imagination encouraged
using or building on the ideas of others is encouraged no criticism of any idea evaluation is postponed until the end |
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does research support brainstorming
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yes
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is individual or group brainstorming more effective
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individual
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how are brain writing and electronic brainstorming better than normal brainstorming
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introduces anonymity so people are less inhibited
no talking in room so no distractions |
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d: brainwriting
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form of brainstorming
everyone writes down ideas at certain times of the meeting, then someone reads out all the ideas at the end, they are put on a flipchart and evaluated |
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d: electronic brainstorming (EBS)
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form of brainstorming
everyone in meeting sits at a computer and before meeting starts they enter as many ideas as possible which are cast up on a screen for all to see, members can build on ideas |
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steps of the nominal group technique
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1) group members sit around a table and silently write down all of their ideas
2) group members present ideas one by one until all ideas are presented and recorded on a whiteboard 3) discussion of ideas for clarification 4) members silently rank all the ideas to determine the most supported idea * research supports since members are more uninhibited |
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d: delphi technique
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highly structured group deicision making technique
members fill out questionaires about their opinions, opinions are averaged research supports but it restricts some ideas |
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what two group decision making techniques improve the quality not the quantity of ideas proposed
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dialectical
devil's advocacy |
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d: dialectical technique
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group decision making technique
2 subgroups form each with very different ideas, each group develops very different assumptions and reccommendations to encourage full disclosure |
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d: devil's advocacy
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1 assumption is created, and a group member or subgroup critiques it
group decision making technique |
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d: synergy
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the output of the group is greater than if you added up all the individual inputs
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d: group
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2 or more individuals working together
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d: team
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a group who works together toward a common goal
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how are groups and teams different
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teams work together toward a common goal
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d: formal groups
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members are assigned
teams are a formal group |
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are teams a formal or informal group
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formal
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d: informal group
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a group of people who share common interests and attitudes
teams arent informal groups since membership in informal groups are voluntary ex: fantasy football league |
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d: identity group
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group membership based on the identities of group members
(ex: christian unions) might make teamwork difficult if memebers are from different identity groups (ex: NAACP members and members of white suprematist groups) |
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d: virtual teams
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teams who are separated physically
not as effective as normal teams |
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list reasons why virtual teams are less effective than normal teams
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1) trust develops more slowly
2) use less rich communication channels so miscommunication occurs 3) develop behavorial norms 4) free riders exsist |
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functional teams: production team
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a team that produces a tangible product
(ex: automobile assemblers) |
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functional teams: service team
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a team that engages in customer service and repeated transactions with a customer
(ex: starbucks) |
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functional teams: management team
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group of senior level managers that come together to coordinate the efforts of their respective units
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functional teams: project team
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team that comes together temporarily to produce a common goal
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functional teams: advisory team
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team that advises the organization about a specific issue
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d: self managing teams
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teams that come together to produce an entire piece of work
(ex: instead of producing parts of a car, they produce the whole car) managers exsist, but they facilitate efforts rather than being too overbearing |
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benefits of self managing teams
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lower turnover/absenteeism
higher employee satisfaction |
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knowledge criteria of team effectiveness
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does the team learn over time?
does the team increase its performance capabilities does the team have shared knowledge and capabilities of the team's task |
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d: mental model
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part of the knowledge criteria of team effectiveness
is the shared knowledge the group possesses |
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affective criteria of team effectiveness
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team's opinion of whether they had a satisfying group experienced
measured by the affective tone (overall emotional state) |
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d: affective tone
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overall emotional state of teh team in measuring team effectiveness
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outcome criteria of team effectiveness
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the quality and quantity of the team's work
the degree of acceptableness teams should be viable (since they have a tendency to burnout) teams should reflect synergy |
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d: process loss
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the time and effort put into maintaining the team and not focusing on the goals of the team
synergy does not exist |
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what three factors affect team effectiveness
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team composition
team structure team process |
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what are the three common assumptions managers make when composing teams
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1) homogeneous teams are more effective
2) everyone knows how to work in a team 3) the bigger the better |
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of (task, outcome, time, type of diversity) when is diversity most effective in team composition
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task- when it calls for innovative and creative
outcome- positive effect on performance, but team members might not want to stay together due to differences time- neg effects in short run, pos in long run type of diversity- neg effects when people are diverse on their performance expectations |
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what are the personality attributes of an effective team
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agreeableness
openess to experience emotional stability extraversion conscientiousness |
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d: team orientation
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an individual likes working on the team and works well with others
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is there an ideal team size that improves team effectiveness
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no
5-9 members ideal |
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d: inverted-u team size
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as the number of team members grows, team effectiveness increases due to the increase in the number of skills, but at some point, the team becomes uneffective due to the effort put into managing the team is more costly than the actual goal of the team
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d: linear team size
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as team size grows, the effectiveness of teams increases
there is no decrease bc managers effectively manage teams to prevent problems that could arise normally |
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d: roles
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assumptions held by all group members about who will do what, do not need to be formally assigned, as leaders as just emerge
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d: socioemotional roles
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social needs
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d: task roles
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roles associated with accomplishing the group's task at hand
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d: individuals roles
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when an invidual only thinks of him/herself and does things that impede the group's progress
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d: divisible tasks
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tasks that can be broken down into subcomponents
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d: unitary tasks
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tasks that must require an individual to complete
teams are not necessary |
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d: optimization tasks
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quality goals
diverse teams preform better at |
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d: maximization tasks
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quantity goals
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d: additive tasks
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team inputs are added together (data entry)
team preformance is better than individual |
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d: compensatory tasks
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team inputs are averaged together
team should do better than individual, but isnt guaranteed |
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d: disjunctive tasks
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team comes together to make a single decision (jury decision)
team should preform better than most members, but not as well as the best preformer |
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d: conjunctive tasks
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all team inputs go together to produce 1 item (assembly line)
team cannot do better than worse individual performer |
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d: interpersonal cohesion
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team members like each other
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d: task cohesion
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team members like the task
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d: personal conflict
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TM just don't like each other, more likely to occur when teams are assigned rather informally formed
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d: substantive conflict
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TM disagreee over the task at hand, often creates more innovative ideas
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d: procedural conflict:
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TM disagree over the way things should be done
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d: social facilitation effect
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on well learned tasks (running) people tend to do better when other people are around
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d: social loafing
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people don't do their share of the work
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what case demonstrates social loafing
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kitty genovese
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how do you avoid social loafing
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smaller groups
make individual inputs visible have an overseer |
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what causes social loafing
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1) ind feel their inputs will not be important
2) ind know other ind will social loaf, so they do less of the work 3) output is not individually identifiable |
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what are the stages of the stage model of development
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forming
storming norming performing adjourning |
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stage model of development: forming
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team members meet and form opinions ab one another
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stage model of development: storming
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team members clash about what needs to be done
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stage model of development: norming
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form norms of group behavior
problems resolved become cohesive |
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stage model of development: performing
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task is performed
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stage model of development: adjourning
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team disbands
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d: punctuated equilibrium model
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model of group development characterized by 2 stages: socioemotional stages then a SHOCK then performing stages
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d: conflict
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when an individual believes that someone or something is interferring with their interests
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d: dysfunctional conflict
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conflict that interferes with performance
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dysfunctional conflict occurs because:
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1) conflict can cause doubts in the organizations future, causing stock prices to drop
2) people look out for individual interests not organizations interests 3) have neg effects on interpersonal relationships 4) takes time and resources to deal with conflict |
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d: functional conflict
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conflict thats beneficial to the organization
good for starting change |
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d: personal conflict
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conflict arises from personal relationships and differences in personality
negatively affects work performance |
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d: substantive conflict
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conflict that arises out of work content and goals
can positively affect work performance |
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d: procedural conflict
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conflict that arises out of roles and responsibilities
negatively affects performance |
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what are the structural factors that cause conflict
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increased specialization
interdependency layout centralization decentralization |
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how does increased specialized units cause conflict
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each unit may have different goals or view things differently
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how does interdependency cause conflict
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competition for limited resources
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how does physical layout cause conflict
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miscommunication may occur
employees may feel personal space is being violated |
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d: dilbertization effect
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conflict arising from working too closely with someone
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d: centralization
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power located in the hands of just 1 person or 1 unit
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d: decentralization
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power located in the heads of specific groups
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how does centralization create and lessen conflict
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create: people have less control over decisions
lessen: share similar goals |
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how does decentralization create and lessen conflict
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create: goals of different units may overlap
lessen: people have more control over decisions |
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what are cognitive causes of conflict
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differing expectations
perceptions of the other party |
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how does differing expectations cause conflict
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professionals are more loyal to their career than to an organization and managers might expect them to be more loyal to the organization causing professionals to be unhappy and want to leave
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how does perceptions of the other party cause conflict
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a person might perceive the other person's goals will interfere with their own
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what personality characteristics cause conflict
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type a
people high in conscientiousness |
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d: dispositional trust
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people just dont trust each other. causes conflict
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how does value differences cause conflict
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people from different countries view conflict differently
us- people perceive conflict is inevitable so engage in conflict activites asia- people hate conflict and think its highly offensive |
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how do goals cause conflict
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people with different or rigid/competitive/high are likely to experience conflict
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how does past performance cause conflict
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when people receive neg feedback about past performance they are likely to exert more control over the group creating conflict
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how do previous interactions cause conflict
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people whove engaged in conflicting behaviors in the past are likely to do so in the future
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d: conflict escalation
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when a conflict becomes more intense over time
person begins to care less about their own goals and more focused on hurting the other person |
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d: lose lose
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neither party gets what they want
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d: win lose / lose win
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one party gets what they want while the other doesnt
might occur because of zero sum (when one party can only benefit at the loss of another) |
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d: compromise
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when one party gives up something so another party can benefit
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d: win win
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both parties benefit
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d: zero sum(distributive)
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one party benefits at the expense of another, happens when there is competing resources
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what are the five responses to conflict
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1) competing
2) compromising 3) avoiding 4) accomodating 5) collaborating |
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d: assertiveness
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putting your own needs first
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d: cooperativeness
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putting the needs of the other first
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conflict response: competing
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A high
C low when parties want to fulfil their own interests at the expense of another used: when quick/decisive decision is required or the decision is unpopular |
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conflict response: accomodating
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A low
C high party forgos their own interests for another used: when a party believes they cant win |
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conflict response: avoiding
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A low
C low when parties forgo both interests used: to cool down from argument |
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conflict response: compromising
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A medium
C medium when parties give up a little and both get a little of what they want used: when parties are of equal power |
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conflict response: collaborating
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A high
C high when parties fully get what they want used: when concerns are too high to be ignored |
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d: power
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the ability to get someone to do something for you
the ability to achieve desired outcomes |
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French and Raven's Bases of Ind Power
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legitamate
reward coercive expert referent |
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French and Raven's Bases of Ind Power: legitimate
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power resulting from holding a position of authority
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French and Raven's Bases of Ind Power: reward
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power resulting from an individual's belief you can produce a desired outcome
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French and Raven's Bases of Ind Power: coercive
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power resulting from an individual's belief you will punish them if they do not produce desired outcome
person has to be highly dependent |
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French and Raven's Bases of Ind Power: expert
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power resulting from unique knowledge
must be irreplaceable |
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French and Raven's Bases of Ind Power: referent
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power resulting from other individual's desire to be associated with you
most resilient |
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d: strategic contingencies model of power
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obtain power by being able to address the fundamental issues of the organization
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sources of strategic contingencies model of power
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1) dependency
2) ability to cope with uncertainty 3) controlling decision process 4) being irreplaceable |
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d: organizational politics
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behavior thats directed at furthering your own interests at the expense of the organization
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d: coalition
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when a group bands together to support their own interests
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d: political skill
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the ability to use the tactics to your benefit
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political tactics (9)
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rational persuasion, consultation, personal appeal, ingratiation, inspirational appeal, exchange, coalition, legitimizing, pressure
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political tactic: rational persuasion
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use facts to back up your arguement
people high in conscientiousness do this |
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political tactic: consultation
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tactic where you allow your target to participate in the decision allowing them to become attached and supportive
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political tactic: personal appeal
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focus on the loyalty of the target
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political tactic: ingratiation
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flattery
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political tactic: inspirational appeal
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tactic where you target the target's morals and appeal to them
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political tactic: exchange
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favor for a favor
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political tactic: coalition
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band together for common interests
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political tactic: legitimizing
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make it seem like your request is official
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political tactic: pressure
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threats
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