exam 2

Question 1

informal role

Answer 1

emerges from the group transactions, and it emphasizes functions, not positions.

Question 2

Task roles

Answer 2

move the group toward the attainment of its goals.

(Initiator-Contributor. Information Seeker. Information Giver. Opinion Seeker. Clarifier-Elaborator. Coordinator. Secretary-Recorder. Facilitator. Devil’s Advocate.)

Question 3

Initiator-Contributor.

Answer 3

This person starts the ball rolling by offering lots of ideas and suggestions. Trying to come up with an idea for a group project in class requires an initiator.

Question 4

Information Seeker.

Answer 4

The information seeker solicits research, experiences of group members, and any supporting materials to bolster ideas once they have been initiated.

Question 5

Information Giver.

Answer 5

When a group member seeks information and receives that information from another member, the group advances in its knowledge on a subject under discussion, as long as the information is relevant and credible.

Question 6

Opinion Seeker.

Answer 6

The opinion seeker helps the group determine where agreement and perhaps disagreement exist.

Question 7

Clarifier-Elaborator.

Answer 7

A group member playing this role explains, expands, and extends the ideas of others and provides examples and alternatives that piggyback on the ideas of others.

Question 8

Coordinator.

Answer 8

The coordinator encourages teamwork and cooperation among group members.

Question 9

Secretary-Recorder.

Answer 9

This role serves a group memory function. The secretary recorder takes minutes of meetings, prepares reports for further discussion and decision making, and reminds members of past actions that may have been forgotten as time passes.

Question 10

Facilitator.

Answer 10

A group member playing this role keeps participants on track, guides discussion, reminds the group of the primary goal that informs the discussion, and regulates group activities.

Question 11

Devil’s Advocate.

Answer 11

A devil’s advocate gently challenges a prevailing point of view for the sake of argument to test and critically evaluate the strength of ideas, solutions, or decisions.

Question 12

Maintenance roles

Answer 12

focus on the social dimension of the group. The central communicative function of maintenance roles is to gain and maintain the cohesiveness of the group.

(Supporter-Encourager. Harmonizer–Tension Reliever. Gatekeeper-Expediter.)

Question 13

Supporter-Encourager.

Answer 13

role bolsters the spirits and goodwill of the group, provides warmth, praise, and acceptance of others, and invites reticent members into the discussion.

Question 14

Harmonizer–Tension Reliever

Answer 14

a harmonizer-tension-reliever can call for a brief break to calm anger

Question 15

Gatekeeper-Expediter.

Answer 15

role controls channels of communication and flow of information, regulating the degree of openness within the group system.

Question 16

Disruptive roles/Self centered

Answer 16

serve individual needs or goals (Me-oriented) while impeding attainment of group goals. “difficult group member” or “bad apple.”

(Stage-hog. Isolate. Clown. Blocker. Fighter-Controller. Zealot. Cynic.)

Question 17

Stage-hog.

Answer 17

seeks recognition and attention by monopolizing the conversation and preventing others from expressing their opinions fully.

Question 18

Isolate.

Answer 18

He or she acts indifferent, aloof, uninvolved, and resists efforts to be included in group decision making.

Question 19

Clown.

Answer 19

The clown engages in horseplay, thrives on practical jokes and comic routines, diverts members’ attention away from serious discussion of ideas and issues, and steps beyond the boundaries of mere tension reliever.

Question 20

Blocker.

Answer 20

The purpose is to prevent the group from taking action, especially action the blocker finds objectionable.

Question 21

Fighter-Controller.

Answer 21

A fighter-controller tries to dominate group discussion, competes with members, picks quarrels, interrupts to interject his or her own opinions into discussion, and makes negative remarks to members

Question 22

Zealot.

Answer 22

role he or she tries to convert members to a pet cause or idea, delivers sermons to the group on the state of the world, and often becomes obsessively political in remarks

Question 23

Cynic.

Answer 23

A cynic displays a sour outlook, engages in faultfinding, focuses on negatives, and predicts group failure

Question 24

Role status

Answer 24

Role Flexibility and Role Fixation

Question 25

Role Flexibility

Answer 25

“the capacity to recognize the current requirements of the group and then enact the role-specific behaviors most appropriate in the given context

Question 26

Role fixation

Answer 26

the acting out of a specific role and that role alone no matter what the situation might require

Question 27

Group socialization

Answer 27

The communication process in which new and established group members adjust to one another

Question 28

newcomers can employ several strategies to improve their chances of gaining acceptance from a group

Answer 28

Conduct a thorough reconnaissance of the group. Play the role of newcomer. Embrace your new group; distance yourself from previous groups. Seek mentors within the group. Collaborate with other newcomers.

Question 29

There are several strategies that established members of groups can employ to make the role of newcomer less challenging and intimidating

Answer 29

Welcome new members into the group. Orient new members. Mentor newcomers.

Question 30

Leadership

Answer 30

implies change because influence inherently means change

Question 31

Transformational leadership

Answer 31

Leaders that bring change about, get things done, make things happen, inspire, motivate

Question 32

Transactional leadership

Answer 32

exercises positional influence (supervisor–subordinate relationship). Described similar to management. promotes compliance. Rewards/punishment to keep followers in check

Question 33

Charismatic leaders

Answer 33

are visionary, decisive, inspirational, and self-sacrificing

Question 34

Leadership Styles

Answer 34

Autocratic style. Democratic style. Laissez Fair style

Question 35

Autocratic style

Answer 35

doesn’t care about the social dimension. only production

Question 36

Democratic style

Answer 36

What’s everyone to have a say. High social / relationship priority

Question 37

Laissez Fair style

Answer 37

Doesn’t want to make any decision

Question 38

Situation perspective

Answer 38

leaders can learn different styles (Telling style, Selling style, Participation style)

Question 39

Telling style

Answer 39

high task, low relationship (social)

Question 40

Selling style

Answer 40

High task / social

Question 41

Participation style

Answer 41

low task high relationship

Question 42

Situational model of leadership

Answer 42

1. The amount of guidance and direction (task emphasis) a leader provides 2. The amount of relationship support (socio-emotional emphasis) a leader provides 3. The readiness level in performing a specific task, function, or objective that followers demonstrate

Question 43

Four C’s of developing team goals

Answer 43

Clear goals Cooperative Challenging Commitment

Question 44

Clear goals

Answer 44

everyone on the same page

Question 45

Cooperative

Answer 45

working as a team, get rid of that individuality

Question 46

Challenging

Answer 46

no easy making it interesting

Question 47

Commitment

Answer 47

everyone has a say together all have one goal

Question 48

Strategies for developing team identity

Answer 48

Fantasy theme , Creating Solidarity Symbols , Using Team talk

Question 49

Fantasy theme

Answer 49

seeks to understand how shared realities within a group shape the way people think and act, to understand why certain groups feel they way they do.

Question 50

Creating Solidarity Symbols

Answer 50

Used to unify a team nonverbally. A team name, a logo, and uniforms are all examples of solidarity symbols.

Question 51

Using Team talk

Answer 51

Teams establish an identity when they speak in terms of “We” “our”

Question 52

Four dimensions of Empowerment

Answer 52

Group potency, Meaningfulness, Autonomy, Impact

Question 53

Group potency

Answer 53

shared belief among team members that they can be effective as a team

Question 54

Meaningfulness

Answer 54

a team’s perception that its tasks are important, valuable, and worthwhile

Question 55

Autonomy

Answer 55

the degree to which team members experience substantial freedom, independence, and discretion in their work

Question 56

Impact

Answer 56

the degree of significance given by those outside of the team, typically the team’s organization, to the work produced by the team

Question 57

Impediments to Team empowerments

Answer 57

organizations can sabotage their own teams, not everyone embraces empowered teams, when participation in decision making is a sham, empowerment is thwarted, when rewards are distributed based on individual effort or ability, not team success, empowerment is impeded. ad hoc teams

Question 58

ad hoc teams

Answer 58

—teams that are assembled to solve an immediate problem, then dissolved once the solution has been implemented— are sufficient.

Question 59

Information Overload

Answer 59

occurs when the rate of information flow into a system and/or the complexity of that information exceed the system’s processing capacity

Question 60

Information overload effects on group decisions

Answer 60

Critical thinking Impairment, Indecisiveness, | Inattention

Question 61

Critical thinking Impairment

Answer 61

A glut of information makes it very difficult to distinguish useless from useful information

Question 62

Cope with information overload

Answer 62

``` Screening Information Shutting Off Technology Specializing Becoming Selective Limiting the Search Narrowing the Search ```

Question 63

Confirmation bias

Answer 63

is our strong tendency to seek and attend to information that confirms our beliefs and attitudes and to ignore information that contradicts our currently held beliefs and attitudes.

Question 64

False dichotomy

Answer 64

is the tendency to view the world in terms of only two opposing possibilities when other possibilities are available, and to describe this dichotomy in the language of extremes.

Question 65

rationalization of disconfirmation

Answer 65

—the invention of superficial, even glib alternative explanations for information that contradicts a belief.

Question 66

Group polarization

Answer 66

is the group tendency to make a decision after discussion that is more extreme, either riskier or more cautious, than the initial preferences of group members.

Question 67

Persuasive Arguments

Answer 67

(informational influence).

Question 68

Groupthink

Answer 68

as a mode of thinking that people engage in when they are deeply involved in a cohesive in group

Question 69

Groupthink

Answer 69

as a mode of thinking that people engage in when they are deeply involved in a cohesive ingroup

Question 70

Groupthink symptoms

Answer 70

Overestimation of the Group’s Power and Morality: Arrogance Closed-Mindedness: Clinging to Assumptions Pressures toward Uniformity: Presenting a United Front