Exam 2

Question 1

Five Stages of Group Development

Answer 1

Forming
Storming
Norming
Performing
Adjourning

Question 2

Task roles

Answer 2

enable the work group to define, clarify, and pursue a common purpose

Question 3

Maintenance Role

Answer 3

foster supportive and constructive interpersonal relationships

Question 4

Norm

Answer 4

an attitude, opinion, feeling, or action - shared by two or more people - that guides their behavior

Question 5

Three Cs of team players

Answer 5

Committed
Collaborative
Competent

Question 6

Groupthink

Answer 6

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members’ strivings for unanimity override their motivation to realistically appraise alternative sources of action

Question 7

Social Loafing

Answer 7

the tendency for individual effort to decline as group size increases

Question 8

Symptoms of Groupthink (8)

Answer 8

Invulnerability
Inherent morality
Rationalization 
Stereotyped views of opposition
Self-censorship
Illusion of unanimity 
Peer Pressure
Mindguards

Question 9

Programmed Decision

Answer 9

a simple routine matter which has an established rule

Question 10

Non-programmed Decision

Answer 10

a new complex decision that requires a creative solution

Question 11

Preventing Groupthink (5)

Answer 11

Every member a critical evaluator 
Avoid rubber stamp decision
devil's advocate 
rethink consensus 
subgroup debates

Question 12

How Norms are developed (4)

Answer 12

explicit statements by coworkers
critical event in group history
Primacy
carryover from past situations

Question 13

Task groups that have reached the ‘performing’ stage are:

Answer 13

teams

Question 14

Rational Model Stages

Answer 14

1. Identify the problem
2. Generate alternative solutions
3. evaluate alternatives and select a solution
4. Implement chosen solution

Question 15

Three benefits of rational model

Answer 15

1. enhanced quality of decisions
2. makes reasoning transparent and open to scrutiny
3. deters acting on personal considerations

Question 16

Bounded rationality

Answer 16

represents the notion that decision makers are ‘bounded’ or restricted by a variety of constraints when making decisions

Question 17

Satisficing

Answer 17

consists of choosing a solution that is ‘good enough’

Question 18

Garbage Can Model

Answer 18

decisions result from complex interactions between 4 streams of events: problems, solutions, participants, and choice opportunities

Question 19

Decision making heuristics (8)

Answer 19

1. Availability
2. Representativeness
3. Confirmation bias
4. Anchoring bias
5. Overconfidence bias
6. Hindsight bias
7. Framing bias
8. Escalation of commitment bias

Question 20

Evidence-based Decision making (EBDM)

Answer 20

represents a process of conscientiously using the best available data and evidence when making managerial decisions

Question 21

Simon’s Normative Model

Answer 21

1. Limited information processing
2. Use of judgmental heuristics
3. Heuristics are shortcuts in decision making

Question 22

Creativity

Answer 22

process of using intelligence, imagination, and skill to develop a new or novel product, object, process, or thought

Question 23

Advantages of group decision making (5)

Answer 23

1. greater pool of knowledge
2. Different perspectives
3. Greater comprehension
4. Increased acceptance
5. Training ground

Question 24

Disadvantages of group decision making (5)

Answer 24

1. Social pressure
2. domination by a few
3. logrolling
4. goal displacement
5. Groupthink

Question 25

Ratio for high-performing teams of positive comments to negative ones

Answer 25

5.6

Question 26

Conflict

Answer 26

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

Question 27

Personality conflict

Answer 27

interpersonal opposition based on personal dislike and/or disagreement

Question 28

Programmed conflict

Answer 28

conflict that raises different opinions regardless of the personal feelings of the managers

Question 29

Dialectic Method

Answer 29

calls for managers to foster a structured debate of opposing viewpoints prior to making a decision

Question 30

Five Conflict Handling Styles

Answer 30

``` Integrating Obliging Avoiding Dominating Compromising ```

Question 31

Three desired outcomes from Conflict

Answer 31

Agreement Stronger Relationships Learning

Question 32

Communication

Answer 32

the exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved

Question 33

Importance of skills ranked by employers (5)

Answer 33

1. Communication 2. Teamwork 3. Leadership 4. Technical 5. Managerial

Question 34

Communication Competence

Answer 34

a performance-based index of an individual's abilities to effectively use communication behaviors in a given context

Question 35

Five Listening Styles

Answer 35

``` Appreciative Empathetic Comprehensive Discerning Evaluative ```

Question 36

Keys to effective listening (10)

Answer 36

1. Capitalize on thought speed 2. Listen for ideas 3. Find an area of interest 4. judge content, not delivery 5. hold your fire 6. work at listening 7. resist distractions 8. hear what is said 9. challenge yourself 10. use handouts, overheads, or other visual aids

Question 37

Five bases of power

Answer 37

``` Reward Coercive Legitimate Expert Referent ```

Question 38

Power bases with generally positive effects

Answer 38

Expert and Referent

Question 39

Empowering

Answer 39

recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation

Question 40

Three outcomes of Influence

Answer 40

Commitment Compliance Resistance

Question 41

Influence Tactics (10)

Answer 41

``` Soft: rational persuasion inspirational appeals consultation ingratiation personal appeals ``` ``` Hard: exchange coalition tactics pressure legitimating tactics ```

Question 42

Leadership

Answer 42

influencing employees to voluntarily pursue organizational goals

Question 43

Leadership prototype

Answer 43

a mental representation of the traits and behaviors that people believe are possessed by leaders

Question 44

Five leader traits

Answer 44

``` Intelligence Dominance Self-confidence Level of energy and activity task-relevant knowledge ```

Question 45

Situational Theories

Answer 45

propose that the effectiveness of a particular style of leader behavior depends on the situation

Question 46

Two critical dimensions of leader behavior (OH)

Answer 46

Consideration | Initiating structure

Question 47

Transactional Leadership

Answer 47

focuses on the clarifying employees’ roles and providing rewards contingent on performance

Question 48

Transformational Leadership

Answer 48

transforms employees to pursue organizational goals over self-interests

Question 49

Inspirational Motivation

Answer 49

establishing an attractive vision of the future, the use of emotional arguments, set high expectations and exhibition of optimism and enthusiasm

Question 50

Idealized Influence

Answer 50

sacrificing for the good of the group, being a role model, and displaying high ethical standards

Question 51

Organizational Culture

Answer 51

the set of shared, taken-for-granted implicit assumptions that a group holds and the determines how it perceives, thinks about, and reacts to its various environments

Question 52

Espoused Values

Answer 52

represents the explicitly states values and norms that re preferred by an organization

Question 53

Four forces shaping Org culture

Answer 53

founder's values industry and business environment national culture senior leaders vision

Question 54

Enacted Value

Answer 54

represent the values and norms that actually are exhibited or converted into employee behavior

Question 55

Competing Values Framework (4)

Answer 55

Clan Adhocracy Hierarchy Market

Question 56

Three layers of Org Culture

Answer 56

Enacted Values/ observable artifacts Espoused Values Underlying assumptions