1
Q
Team effectiveness scoreboard (4)
A
- Production output
- Member satisfaction
- Capacity for continued cooperation
- Effective teams do not exhaust all their resources but get better at working together in the future
2
Q
Characteristics of high performing teams (5)
A
- Small size
- Complimentary skills
- Shared purpose
- Productive team norms
- Mutual accountability
3
Q
Small Size (2)
A
- 5-8 people
- < 10 ideally
4
Q
Complimentary skills
A
Mix of skills and competencies
5
Q
Shared purpose
A
Having a clear a compelling outcome-based goal
6
Q
Productive team norms ( 5 Cs)
A
- Confidence
- Cooperation
- Coordination
- Cohesion
-Conflict
7
Q
Confidence
A
Capability to perform successfully
8
Q
Coodination
A
Ensure that all information that can enhance objective decision making is shared
9
Q
Cooperation
A
Member feel psychologically safe to share information
10
Q
Cohesion
A
Commitment and affinity to the team (does the team get along?)
11
Q
Conflict
A
Disagreement and friction among members
12
Q
Mutual accountability
A
To be mutually accountable, need to benefit/suffer together as a team based on performance
13
Q
Cooperative reward (3)
A
- Benefit distributed based on individual performance
- Good for low task interdependence
- If used for high interdependent task -> too much competition within the team and detract team collective spirit
14
Q
Competitive reward (3)
A
- Benefit distributed based on individual performance
- Good for low task interdependence
- If used for high interdependent task -> too much competition within the team and detract team collective spirit
15
Q
Risky Shift
A
Make more extreme decision when in a group
16
Q
Innocent bystander
A
Won’t take responsibility because someone else will do it
17
Q
Escalation of commitment
A
Persisting with a losing course of action
18
Q
Conformity and Obedience
A
Team member lack ability to make decisions
19
Q
Social Conformity
A
Social pressure persuade members to conform to perceived wishes of the group
20
Q
Groupthink
A
Highly cohesive team lose critical evaluative capabilities
21
Q
Abilene Paradox
A
Going along with something because others seem eager to do it
22
Q
Ringelmann Effect / Social loafing
A
When people don’t work as hard in group (don’t have individual accountability)
23
Q
Self-limiting behavior
A
Members chose to limit their engagement in the team’s work
24
Q
How to reduce social loafing (2)
A
- Identifiability: Display each members contribution
- Make task sufficiently involving
25
Types of power (5)
- Reward Power
- Legitimate power
- Referent power
- Expert power
- Coercive power
26
Reward Power
Give a reward in exchange for work
27
Legitimate power
Power from a role or job position (authority)
28
Referent power
Someone wanting to be like you
29
Expert power
Possess knowledge and skill that someone else want
30
Coercive power
Forcing someone to do something against their own will
31
Rational Persuation
Using logical arguments and facts to persuade someone
32
Perssure
Demands or threats to get what you want
33
Personal appeal
Appealing to someone’s loyalty to or friendship
34
Exchange
Exchange a favor to get what you want
35
Ingratiation
Praise and flattery to put someone in a good mood
36
Coalition
Help of other people to make someone agree with you
37
Legitimizing
Legitimize request by appealing to authority
38
Consultation
Seeking others’ participation in planning or developing something that they will ultimately need to buy into
39
Inspirational appeal
Arouse enthusiasm by appealing to others values, ideals
40
Apprising
Explain how fuflilling the request will benefit the individual
41
Collaboration
Offering to assist with a given task or effort if the individual will approve or carry out a request
42
Social Influence weapon (6)
- Friendship / Liking
- Commitment and Consistency
- Scarcity
- Reciprocity
- Social proof
- Appeal to authority
43
By who are we influenced the most? (2)
- People similar to us
- People that flatters us
44
Foot-in-the-door
Make a request and when its granted, make a larger request
45
Lowballing
Offer is agreed upon but other unattractive details are added
46
Bait-and-switch
Deal switched with another deal
47
Door-in-the-face
Ask for big request, if they say no, ask for a smaller request, they tend to say yes
48
When is social proof the most influential? (2)
- Unclear situations
- When people similar to us do it
49
How to influence up? (4)
- Always offer solutions to real problems
- Do not confuse raw data with useful information
- Outline both costs and benefits, being specific and realistic
- Make a recommendation
50
Leader & manager difference
Not all leaders are managers, but effective managers are leaders
51
Great Man Theory
Premise that leaders are both more capable and possesses a different set of personality traits
52
Relationship between trait and leader effectiveness
Weak
53
Relationship between trait and leader emergence
Strong
54
Leader-member exchange (LMX)
Having a positive, constructive relationship between employee and manager
55
What can build LMX? (2)
- Trust
- Fairness
56
What is the outcome of LMX?
Form foundation for other effective behaviors
57
Transactional leadership
More of an exchange between leader and follower
58
Management-by-exception
Taking corrective action with problem
59
Contingent punishment
Providing an assertive consequence to reduce the frequency of a behavior
60
Contingent reward behavior
Rewarding an employee for doing a good job
61
Transformational Leadership
Satisfy higher needs and motivate others to accomplish more than they had otherwise thought possible
62
Transformational leader behavior (6)
- Articulating a vision
- Providing an appropriate model
- Fostering the acceptance of group goal
- High performance expectation
- Providing individualized support
- Providing intellectual stimulation
63
Articulating a vision
Inspire your team with your vision of the future
64
Providing an appropriate model
Set an example of good behavior and values as the leader
65
Fostering the acceptance of group goal
Shift the team's focus on the goal
66
High performance expectation
Have high expectation of success for them
67
Providing individualized support
Support team member individually
68
Providing intellectual stimulation
Challenge team members, make them requestion their assumptions
69
Servant leadership (2)
- Putting needs of followers and stakeholders first
- Leader views his role as supporting and enabling
70
Situational Leadership
No one leadership style fits all situations. Instead, the effective leader considers three sets of forces when deciding how much authority to retain or delegate
71
Situational leadership 3 forces
- Forces in manager
- Forces in subordinates
- Forces in situation
72
Levels of delegations (7)
- Leader makes decision and announces it.
- Leader “sells” the decision.
- Leader presents ideas and invites questions.
- Leader presents a tentative decision subject to change.
- Leader presents the problem and gets suggestions.
- Leader defines limits and asks the group to decide.
- Leader permits group to make decision independently.
73
Critical Thinking Skills (5)
- Identify author's major conclusion
- Describe and evaluate supporting evidence
- Uncover assumptions and values
- Determine soundness of causal logic
- Deconstruct use of persuasive language
74
Claim
Major conclusion of a piece of writing that the author Is trying to persuade you to accept
75
Unproblematic claims (4)
- Experience and observation
- Facts
- Common sense
- Technical and mathematical
76
Contestable claims (4)
- Not commonly accepted knowledge
- Often introduce new ideas that awaken curiosity
- Sometimes presented as if it were a fact
- Cannot stand on their own
77
What does evidence consist of? (4)
- Stats
- Details of past event
- Anecdote
- Quotes
78
Qualities of good evidences (6)
- Sufficiency
- Precision
- Accuracy
- Authority
- Representativeness
- Clarity of expression
79
Sufficiency
How much evidence?
80
Precision
Numbers and quotes
81
Accuracy (3)
- Difficult to judge without independent source of information
- Do own research to verify accuracy
- Use proxies to evaluate accuracy (errors, grammar, spelling, inaccurate quotes)
82
Authority (2)
- Training, credentials, experience of others
- Classics or current writing
83
Representativeness
Variety in the sources of evidence should match the variety in the population
84
Clarity of expression (3)
- Quantitative data, table, figures, charts, direct quotations should be interpreted
- Clear layout, use of subheadings
- Terms are understandable
ACCO360 Final
flashcards
Decks in class (8)
# Cards
