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Management > Exam 3 > Flashcards

Exam 3 Flashcards

1
Q

5 Super trends shaping the future of business

A

1) the marketplace is more segmented and moving towards more niche products (demassification)
2) more competitors are offering targeted products, which require faster speed to market
3) some companies are unable to survive disruptive innovation
4) offshore suppliers such as china India Mexico and The Philippines are changing the way we work
5) knowledge, not information, is becoming the new competitive advantage

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2
Q

Disruptive innovation

A
  • a process by which a product or service takes root initially in simple applications at the bottom of the market and then relentlessly moves up market, eventually displacing established competitors
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3
Q

Two types of change

A

1) reactive change

2) proactive change

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4
Q

Reactive change

A
  • making changes in response to unanticipated problems or opportunities as they arise
  • when managers talk about “putting out fires”
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5
Q

Proactive change

A
  • planned change, involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities
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6
Q

4 Forces originating outside the organization

A
  • external forces that cue need for change
    1) demographic characteristics
    2) technological advances
    3) shareholder, customer and market changes
    4) social and political pressures
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7
Q

Technology

A
  • is not just computer technology
  • it is any machine or process that enables an organization to gain a competitive advantage in changing materials used to produce a finished products
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8
Q

Demographic characteristics

A
  • age
  • education
  • skill level
  • gender
  • immigration
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9
Q

Technological advancements

A
  • manufacturing automation

- information technology

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10
Q

Shareholder, customer and market changes

A
  • changing customer preferences
  • domestic and international competition
  • mergers and acquisitions
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11
Q

Social and political pressures

A
  • war
  • values
  • leadership
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12
Q

Forces originating inside the organization

A
  • internal forces affecting organizations

Two types:

1) human resources concerns
2) managers behavior

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13
Q

Human resources concerns

A
  • job dissatisfaction
  • expressed through high absenteeism and turnover
  • unmet needs
  • productivity
  • participation and suggestions

organizations can respond by:

  • addressing job design
  • reducing employees role conflicts
  • dealing with work overload
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14
Q

Managers behavior

A
  • excessive conflict between managers and employees
  • leadership
  • reward systems
  • structural reorganization
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15
Q

Invention

A
  • creating or making up something new
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16
Q

Creativity

A
  • the act of developing new and imaginative ideas into reality
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17
Q

Innovation

A
  • the activity of creating new ideas and converting them into useful applications specifically new goods and services
  • more likely to occur when organizations have the proper culture, resources and reward systems to support it
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18
Q

Demassification

A
  • customer groups becoming segmented into smaller and more specialized groups responding to more narrowly targeted commercials
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19
Q

Two myths about Innovation

A

1) Innovation happens in a Eureka moment
- product of hard work and dedication
2) innovation can be systematized

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20
Q

The 6 seeds of innovation

A
  • the starting point for organizational innovation

1) hard work in a specific direction
- diligently working to solve a problem
2) hard work with direction change
- change approach to problem solving
3) curiosity
- curious about something or interest them
4) wealth and money
- organization wants to make money
5) necessity
- achieve a task to accomplish a broader goal
6) combination of seeds
- result of multiple factors/seeds

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21
Q

Types of Innovation

A

1) Product innovations
OR
2) process innovations

3) core innovations
OR
4) transformational innovations

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22
Q

Product innovation

A
  • a change in the appearance or the performance of a product or service or the creation of a new one
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23
Q

Process innovation

A
  • a change in the way a product or service is conceived, manufactured or disseminated
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24
Q

Core Innovations

A
  • the optimizing of products or services for existing customers
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25
Q

Transformational innovations

A
  • the invention of breakthrough products or services that don’t exist yet and that are aimed at creating brand new markets and customers
  • produce faster growth and higher valuations than core innovations
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26
Q

Four ways to encourage innovation to occur

A

1) the right organizational culture
- so risk taking it is viewed as a benefit instead of a Boondoggle

2) the right people, or human capital
- economic or productive potential of a company’s employees knowledge, experience and actions

3) the appropriate resources aka money
- managers need to sacrifice the money for it

4) the correct reward system
- and people should not be punished when innovation doesn’t work only when people are acting halfheartedly and blatantly sloppy should they be

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27
Q

4 ways to foster innovation

A
  • how to make it happen
    1) recognizing problems or opportunities and devising a solution -> “find a better way”
    2) gain allies by communicating your vision
    3) overcome employee resistance and empower and reward them to achieve progress

4) execute well by effectively managing people, groups and organizational processes and systems in the pursuit of innovation
- execution: the process of discussing how’s and what’s, of using questioning analysis and follow through to achieve results and ensure accountability

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28
Q

Resistance to change

A
  • an emotional/behavioral response to real or imagined threats to an established work routine
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29
Q

Resistance can be considered to be the interaction of these causes

A

1) employee characteristics
- adaptability is key

2) the change agent characteristics
- the individual who is the catalyst in helping the organization change occur

3) the change agent-employee relationship
- want trusting relationship, faith in eachothers intentions

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30
Q

Ten reasons employees resist change

A

1) individuals predisposition towards change
2) surprise and fear of the unknown
3) climate of mistrust
4) fear of failure
5) loss of status or job security
6) peer pressure
7) disruption of cultural traditions or group relationships
8) personality conflicts
9) lack of tact or poor timing
10) no reinforcing reward systems

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31
Q

Personality

A
  • consists of the stable psychological traits and behavioral attributes that give a person his or her identity
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32
Q

The big five personality dimensions

A

1) extroversion
2) agreeableness
3) conscientiousness
4) emotional stability
5) openness to experience

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33
Q

Extroversion

A
  • how outgoing, talkative, sociable and assertive a person is
  • outgoing personality
  • associated with success for managers and sales people
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34
Q

Agreeableness

A
  • how trusting, good natured, cooperative, and soft hearted one is
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35
Q

Conscientiousness

A
  • how dependable, responsible, achievement orientated, and persistent one is
  • strong work ethic
  • success in job performance and training performance
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36
Q

Emotional stability

A
  • how relaxed, secure and unworried one is
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37
Q

Openness to experience

A
  • how intellectual, imaginative, curious, and broad minded one is
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38
Q

Proactive personality

A
  • someone who is more apt to take initiative and preservers influence the environment
  • may associate with a conscientiousness
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39
Q

Core self evaluation

A
  • represents a broad personality trait comprising four positive individual traits

1) self efficacy
2) self esteem
3) locus of control
4) emotional stability

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40
Q

Self efficacy

A
  • the belief in ones personal ability to do a task
  • low self efficacy is associated with learned helplessness, or the debilitating lack of faith in ones ability to control ones environment
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41
Q

Self esteem

A
  • the extent to which people lie or dislike themselves, their overall self evaluation
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42
Q

Locus of control

A
  • indicates how much people believe they control their fate through their own efforts

1) internal locus of control
- you believe you control your own destiny

2) external locus of control
- you believe external forces control you

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43
Q

Emotional stability

A
  • the extent to which people feel secure and unworried and how likely they are to experience negative emotions under pressure
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44
Q

Among the implications for managers

A

1) assign jobs accordingly

2) develop self efficacy

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45
Q

Emotional intelligence

A
  • the ability to monitor your and others feelings and to use this information to guide your thinking and actions
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46
Q

Developing a higher emotional intelligence is important because

A

1) better social relations for children and adults
2) better family and intimate relationships
3) being perceived more positively by others
4) better academic achievement
5) better psychological well being

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47
Q

Daniel Golemans emotional intelligence key 4 components

A

1) self awareness
- read your own emotions and gauge your moods accurately

2) self management
- control your emotions and act with honesty and integrity in reliable and adaptable ways

3) social awareness
- empathy show others you care and organizational intuition

4) relationship management
- communicate clearly and convincingly, disarm conflicts, build strong personal bonds

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48
Q

Perception

A
  • the process of interpreting and understanding ones environment
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49
Q

The four steps in the perceptual process

A

1) selective attention
- did I notice something

2) interpretation and evaluation
- what was it I noticed and what does it mean

3) storing in memory
- remember it as an event, concept, person or all three

4) retrieving from memory to make judgements and decisions
- what do I recall about that

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50
Q

Four distortions in perception

A

1) stereotyping
2) the halo effect
3) the recency effect
4) casual attribution

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51
Q

Stereotyping

A
  • the tendency to attribute to an individual the characteristics one believes are typical of the group they belong to

3 types:

1) sex role stereotypes
- differing traits and abilities make men and women well suited for different roles
2) age stereotypes
- older workers as less involved, motivated, committed, satisfied than young workers
- higher absenteeism (doesn’t show up for work)
3) race/ethnicity stereotypes

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52
Q

The halo effect

A
  • we form an impression of an individual based on a single trait
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53
Q

Recency effect

A
  • the tendency to remember recent information better than earlier information
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54
Q

Casual attribution

A
  • the activity of inferring causes for observed behavior

Two attributional tendencies that can distort ones interpretation of observed behavior

1) fundamental attribution bias
- people attribute another persons behavior to his or her personal characteristics rather than situational factors
2) self serving bias
- people tend to take a more personal responsibility for success than for failure

55
Q

The self fulfilling prophecy

A
  • Pygmalion Effect
  • describes the phenomenon in which people’s expectations of themselves or others lead them to behave in ways that make those expectations come true
56
Q

Three types of attitudes managers are particularly interested in

A

1) employee engagement
- an individual’s involvement, satisfaction and enthusiasm for work

2) job satisfaction
- the extent to which you feel positive or negative about various aspects of your work

3) organizational commitment
- reflects the extent to which an employee identifies with an organization and is committed to its goals

57
Q

The 4 types of behavior that managers need to influence

A

1) performance and productivity
2) absenteeism, when employees don’t show up for work and turnover, when employees leave their jobs

3) organizational citizenship
- those employee behaviors that are not directly part of a employees job description that exceed their work requirements

4) counterproductive work behaviors
- behaviors that harm employees and the organization as a whole

58
Q

Onboarding programs

A
  • help employees to integrate and transition into new jobs by making them familiar with corporate policies, procedures, culture and politics by clarifying work-role expectations and responsibilities
59
Q

Five ways to reduce turnover

A

1) base hiring decisions on the extent to which an applicants values fit the organizations values
2) provide post hiring support, which is referred to as onboarding
3) focus on enhancing employee engagement
4) incorporate realistic job previews into the hiring process
5) offer employees benefits, such as flexible work hours that meet their needs and values

60
Q

Diversity

A
  • represents all the ways people are unlike and alike, the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities and socioeconomic background
61
Q

Diversity experts Lee Gardenswartz and Anita Rowe have identified a “diversity wheel” consisting of 4 layers of diversity

A

1) personality
2) internal dimensions
3) external dimensions

4) organizational dimensions
- management status, union affiliation, work location, seniority, work content and division or department

62
Q

Internal dimensions

A
  • human differences that exert a powerful, sustained effect throughout every stage of our lives
  • gender, age, ethnicity, race, sexual orientation, physical capabilities
  • primary dimensions bc they are not within our control for the most part
63
Q

External dimensions of diversity in the workforce

A
  • include an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives
  • educational backgrounds, marital status, parental status, religion, income, geographic location, work experience, recreational habits, appearance, personal habits
  • secondary dimensions because we have a greater ability to influence or control them than we do internal dimensions
  • only educational level
64
Q

Five categories on the internal dimensions in which the U.S. workforce is becoming more diverse

A

1) age
- more older people in workforce

2) gender
- more women working

3) race/ethnicity
- more people of color in the workforce

4) sexual orientation
- LGBT people become more visible

5) physical/mental abilities

65
Q

Glass ceiling

A
  • the metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs
66
Q

Americans with disabilities act

A
  • prohibits discrimination against the disabled and requires organizations to reasonably accommodate an individual’s disabilities
67
Q

Two Important mismatches between education and the workplace are

A

1) college grads may be in jobs that they are overqualified for
- many great college students are unemployed, or working at jobs that require less education than they have

2) high school drop outs and others may not have the literacy skills needed for many jobs

68
Q

Six ways that employees and managers may express resistance to diversity

A

1) some express stereotypes and prejudices based on ethnocentrism, or the belief that ones native country, culture, language, abilities, or behavior is superior to that of another country
2) some employees are afraid of discrimination against majority group members
3) some employees see diversity programs as distracting them from the organizations supposed “real work”
4) diverse employees may experience an unsupportive social atmosphere
5) organizations may not be supportive of flexible hours and other matters that can help employees cope with family demands
6) organizations may show lack of support for career building steps for diverse employees

69
Q

Stress

A
  • the tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them effectively
70
Q

Stressor

A
  • the source of stress
71
Q

The 6 sources of stress on the job

A

1) demands created by individual differences may arise from Type A behavior pattern
2) individual task demands are the stresses created by the job itself
3) individual role demands are the stresses created by other people’s expectations of you
4) group demands are stresses created by coworkers and managers
5) organizational demands created by environment and culture of the organization
6) non-work demands are created by forces outside the organization, such as money problems or divorce

72
Q

Type A behavior pattern

A
  • they are involved in a chronic, determined struggle to accomplish more in less time
73
Q

3 types of Role stress

A
  • set behaviors that people expect of occupants in a position

1) role overload
- when others expectations exceed ones ability

2) role conflict
- when one feels torn by different expectations of important people in ones life

3) role ambiguity
- when others expectations are unknown

74
Q

Negative stress reveals itself in three kind of symptoms

A

1) physiological signs
- upset stomach, nausea

2) psychological signs
- boredom, irritability, anger, nervousness

3) behavioral signs
- sleeplessness, changes in eating

75
Q

Burnout

A
  • the state of emotional, mental and even physical exhaustion
  • expressed as listlessness, indifference, or frustration
76
Q

Buffers

A
  • or administrative changes, that managers can make to reduce the stressors that lead to employee burnout
  • can add extra staff or give employees the power to make decisions
77
Q

Some general organizational strategies for reducing unhealthy stressors

A

1) roll out employee assistance programs
2) recommend a holistic wellness approach
3) create a supportive environment
4) make jobs interesting
5) make career counseling available

78
Q

Employee assistance programs

A
  • include a host of programs aimed at helping employees to cope with stress, burnout, substance abuse, health related problems, family and marital issues, and any general problem that negatively influences job performance
79
Q

Holistic wellness programs

A
  • focuses on self responsibility, nutritional awareness, relaxation techniques, physical fitness and environmental awareness
80
Q

Steve jobs personality and attitudes drove his success

A
  • when jobs returned to apple they were creating a dozen different versions of computers and he knew it was not effective
  • instead focus on 4 great products and all others were to be cancelled
  • took his top 100 ppl on a trip and on the last day made a list of the top 10 things they needed to do next and then crossed off everyone but 3
  • controlling personality driven by passion
  • would get hives when thinking of how to make products
  • shift from profit maximization to focus on product innovation (goal is to make great products not make money)
  • jobs could inspire his team to do extraordinary things
  • he was impatient tough with people around him, but it was because he wanted to work with the best and achieve perfection
  • jobs rudeness and roughness were accompanied by an ability to be inspirational
  • he infused apple employees with an abiding passion to create groundbreaking products and a belief that they could accomplish the impossible
  • his top players tended to stick around longer and be more loyal than those at other companies
  • “by expecting them to do great things you can get them to do great things”
81
Q

Motivation

A
  • the psychological processes that arouse and direct goal-directed behavior
  • people are mainly motivated to fulfill their wants and needs
82
Q

Personal motivation factors

A
  • personality, ability, core self-evaluations, emotions, attitudes and needs
83
Q

Contextual motivation factors

A
  • organizational culture
  • cross cultural values
  • physical environment
  • rewards and reinforcement
  • group norms
  • communication technology
  • leader behavior
  • organizational design
84
Q

Simple model of motivation

A
  • people have certain UNFULFILLED NEEDS that MOTIVATE them to perform specific BEHAVIORS for which they receive REWARDS that FEEDBACK and satisfy the original need
85
Q

Two types of rewards

A

1) extrinsic rewards
- the payoff, such as money, a person receives from others for performing a particular task
- external reward payoff comes from pleasing others

2) intrinsic rewards
- the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself
- internal reward, the payoff comes from pleasing yourself

86
Q

As a manager there are five things you want to motivate people to do to benefit your organization

A

1) join your organization
2) stay with your organization
3) show up for work at your organization
4) be engaged while at your organization
5) do extra for your organization

87
Q

The four major perspectives on motivation

A

1) content perspective
- or, need-based perspectives are theories that emphasize the needs that motivate people

2) process
3) job design
4) reinforcement

88
Q

Process perspectives

A
  • concerned with the thought processes by which people decide how to act
89
Q

Three process perspectives in motivation

A

1) equity theory
- focuses on employee perceptions as to how fairly they think they are being treated compared with others

2) expectancy theory
- people are motivated by two things: how much they want something and how likely they are to get it

3) goal-setting theory

90
Q

The elements of equity theory

A

1) inputs
- employees consider what they are putting into the job in time, effort etc

2) outputs or rewards
- employees consider what they think they are gaining from the job like pay, praise etc

3) comparisons
- employees compare the ratio of their own outcomes to inputs against the ratio of someone else’s

91
Q

Three practical lessons from equity theory

A

1) employee perceptions are what count
2) employee participation helps
3) having an appeal process helps

92
Q

Three elements affecting motivation

A

1) expectancy
- belief that a particular level of effort will lead to a particular level of performance

2) instrumentality
- expectation that successful performance of the task will lead to the outcome desired

3) valence
- the value, the importance a worker assigns to the possible outcome or reward

93
Q

When attempting to motivate employees according to the logic of expectancy theory managers should

A

1) ascertain what rewards employees value
2) what job objectives and performance level they desire
3) whether there are rewards linked to performance
4) whether employees believe managers will deliver the right rewards for the right performance

94
Q

Goal setting theory

A
  • suggests that employees can be motivated by goals that are specific and challenging but achievable and linked to action plans
95
Q

The four motivational mechanisms of goal-setting theory

A

1) it directs your attention
2) it regulates the effort expended
3) it increases your persistence
4) it fosters use of strategies and action plans

96
Q

Some practice results of goal setting theory

A

1) goals should be specific - quantitative
2) goals should be challenging but achievable
3) goals should be linked to action plans
4) goals need not be set jointly to be effective
5) feedback enhances goal attainment

97
Q

Job design

A
  • the division of an organizations work among its employees

- the application of motivational theories to jobs to increase satisfaction and performance

98
Q

Two approaches to job design

A

1) fitting people to jobs (traditional approach)
- assumption that a person will adapt to any work situation

2) fitting jobs to people (modern approach)
- assumption that people are underutilized at work and that they want more variety, challenges and responsibility

99
Q

Techniques to fit people to jobs

A

1) job simplification

- the process of reducing the number of tasks a worker performs

100
Q

Techniques for fitting jobs to people

A

1) job enlargement
- consists of increasing the number of tasks in a job to increase variety and motivation

2) job enrichment
- building into a job such motivating factors as responsibility, achievement, recognition, stimulating work and advancement

101
Q

The job characteristics model of design

A
  • an outgrowth of job enrichment

1) five core job characteristics that affect
2) three critical psychological states of an employee that in turn affect
3) work outcomes, the employees motivation, performance and satisfaction

102
Q

The five core job characteristics

A

1) skill variety
- how many diff skills a job requires

2) task identity
- how many different tasks are required to compete the work

3) task significance
- how many other people are affected by the job

4) autonomy
- how much discretion the job allows the worker

5) feedback
- how much employees find out how well they’re doing

103
Q

Three critical psychological states

A

1) meaningfulness of work
2) responsibility for results
3) knowledge of results

104
Q

Job design works when employees are motivated they must have these three things

A

1) necessary knowledge and skill
2) desire for personal growth

3) context satisfaction
- the right physical working conditions, pay and supervision

105
Q

Three major steps to follow when applying the job characteristic model

A

1) diagnose the work environment to see if a problem exists
- job diagnostic survey tests individuals motivating potential score

2) determine whether job redesign is appropriate
3) consider how to redesign the job

106
Q

4 characteristics of the best incentive compensation plan

A

1) rewards must be linked to performance and be measurable
2) the rewards must satisfy the individual needs
3) the rewards must be agreed on by managers and employees
4) the rewards must be perceived as being equitable, believable and achievable by employees

107
Q

Popular incentive compensation plans are

A

1) pay for performance bases pay on ones results
- also known as merit pay
- one kind is payment according to piece rate
- another is sales commission

2) bonuses
- are cash awards given to employees who achieve specific performance objectives

3) profit sharing
- the distribution to employees of a percentage of the company’s profits

4) gainsharing
- the distribution of savings, or “gains” to groups of employees who reduced costs and increased measurable productivity

5) stock options
- certain employees are given the right to buy stock at a future date for a discounted price

6) pay for knowledge
- also know as skill based pay
- ties employee pay to the number of job relevant skills or academic degrees they earn

108
Q

Piece rate

A
  • in which employees are paid according to how much output they produce
109
Q

Sales commissions

A
  • sales representatives are paid a percentage of the earnings the company made from their sales
110
Q

Nonmonetary ways of compensating employees and why they leave (3 reasons)

A

1) some employees will leave because they feel the need for work-life balance
2) the need to expand their skills
3) the need to matter

  • to retain such employees, nonmonetary incentives have been introduced such as a flexible workplace-> this includes part time work, flextime, compressed workweek, job sharing, and telecommuting
  • thoughtfulness by employees managers, work-life benefits such as day care, attractive surroundings, skill building and educational opportunities and work sabbaticals will also help
111
Q

Group

A
  • typically management directed

1) two or more freely acting individuals who
2) share norms
3) share goals
4) have a common identity

112
Q

Team

A
  • self directed
  • a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
113
Q

Two types of groups

A

1) formal
- a group assigned by organizations or its managers to accomplish specific goals
- established to do something productive for the organization and headed by a leader

2) informal
- a group formed by people whose overriding purpose is getting together for friendship or a common interest
- formed by people seeking friendship with no officially appointed leader
- can advance or undercut the plans of formal groups

114
Q

Continuous improvement teams*

A
  • volunteers of workers and supervisors who meet intermittently to discuss workplace and quality related problems, formerly called quality circle
  • self managed
115
Q

Cross functional team

A
  • members composed of people from different departments such as sales and production pursuing a common objective
  • specialists pursuing a common objective
116
Q

Problem solving team

A
  • knowledgeable workers who meet as a temporary team to solve a specific problem and then disband
117
Q

Self managed teams*

A
  • workers are trained to do all or most of the jobs in a work unit, have no direct supervisor, and their own day to day supervision
  • groups of workers who are given administrative oversight for their task domains
118
Q

Top management team

A
  • members consist of the CEO, president and top department heads and work to help the organization achieve its mission and goals
119
Q

Virtual team

A
  • members interact by computer network to collaborate on projects
120
Q

Work team

A
  • members engage in collective work requiring coordinated effort

Four types

1) advice teams
- created to broaden the information base for managerial decisions

2) production teams
- responsible for performing day to day operations

3) project teams
- work to do creative problem solving, often by applying the specialized knowledge of members of a cross functional team

4) action teams
- work to accomplish a task that require people with specialized training and a high degree of coordination
Ex: hospital surgery teams

121
Q

Nine considerations managers must take into account in building a group into an effective team

A

1) they must ensure individuals are cooperating, or systematically integrating their efforts to achieve a collective objective
2) they must establish a climate of trust, or reciprocal faith in eachothers intentions and behaviors
3) they must consider the teams cohesiveness, the tendency of the group or team to stick together
4) they must establish measurable goals and have feedback about members performance
5) they must motivate members by making the mutually accountable for one another
6) they must consider what size is optimal.
7) they must consider the role each team member must play
8) they must consider team norms, the general guidelines or rules of behavior that most group or team members follow
9) they must be aware if groupthink, a cohesive groups blind unwillingness to consider alternatives

122
Q

Small teams

A
  • teams of 2-9 members

advantages

1) better interaction
2) better moral

Disadvantages

1) fewer resources
2) possibly less innovation
3) unfair work distribution

123
Q

Large teams

A
  • 10-16 members

Advantages

1) more resources
2) division of labor, work is divided into particular tasks that are assigned to particular workers

Disadvantages

1) less interaction
2) lower morale
3) social loafing, the tendency of people to exert less effort when working in groups rather than working alone

124
Q

Roles

A
  • socially determined expectations of how individuals should behave in a specific position

Two types

1) task roles
- or task orientated role, consists of behavior that concentrates on getting the teams tasks done
2) maintenance role
- or relationship orientated role, consists of behavior that fosters constructive relationships among team members

125
Q

Norms tend to be enforced by group or team members for four reasons

A

1) to help the group survive
2) to clarify role expectations
3) to help individuals avoid embarrassing situations
4) to emphasize the groups important values and identity

126
Q

Symptoms of groupthink

A

1) feelings of invulnerability, certainty of the rightness of their actions and stereotyped views of the opposition
2) rationalization and self censorship
3) illusion of unanimity, peer pressure and the appearance of self appointed protectors against adverse information

127
Q

The results of groupthink

A

1) reduction in alternative ideas

2) limiting of other information

128
Q

Two ways to prevent group think

A

1) to allow criticism

2) to allow other perspectives

129
Q

Conflict

A
  • a process in which one party perceives that its interests are being opposed or negatively affected by another party
  • too little conflict leads to indolence (no creativity etc)
  • too much conflict leads to warfare
  • moderate conflict leads to creativity and initiative
130
Q

Two types of conflict

A

1) dysfunctional conflict
- conflict that hinders the organizations performance and threatens its interests

2) functional conflict
- benefits the main purposes of the organization and serves its interests

131
Q

Three types of conflict

A

1) personality conflicts
- interpersonal opposition based on personal dislike or disagreement
Ex: personality clashes, competition for scarce resources, time pressure, communication fails

2) intergroup conflicts
- inconsistent goals or reward systems, ambiguous jurisdictions, status differences

3) multicultural conflicts

132
Q

Four devices to stimulate constructive conflict

A

1) spurring competition among employees
2) changing the organizations culture and procedures
3) bringing in outsiders for new perspectives

4) using programmed conflict to elicit different opinions without inciting people’s personal feelings
- Devils advocacy and dialectic method

133
Q

Two methods used in programmed conflict

A

1) Devils advocacy
- someone is assigned to play the role of critic to voice possible objections to a proposal

2) dialectic method
- in which two people or groups play opposing roles in a debate to better understand a proposal

134
Q

Five basic behaviors to help you better handle conflict

A

1) openness
2) equality
3) empathy
4) supportiveness
5) postiveness

Management (3 decks)

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