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MGMT 363 Fall 2024 > Final Exam > Flashcards

Final Exam Flashcards

(130 cards)

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1
Q

Team

A

Two or more people that work interdependently over some period of time to accomplish common goals related to some task-oriented purpose.

  • A team is a special type of group
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2
Q

Types of Teams

A

-Work Team
-Management Team
-Parallel Team
-Project Team
-Action Team

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3
Q

Work Team

A

Goal: Produce goods or Provide Services
Lifespan: Long
Member Involvement: High

EX: Self managed work team, Production Team, Maintenance Team, Sales Team

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4
Q

Management Team

A

Goal: Integrate activities of subunits across business functions
Life Span: Long
Member Involvement: Moderate

EX: Top management team

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5
Q

Parallel Team

A

Goal: Provide recommendations and resolve issues
Life span: Varies
Member involvement: Low

EX: Quality Circle Advisor Council Committee

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6
Q

Project Team

A

Goal: Produces a one time output (project, product, service, plan)
Life span: Varies
Member involvement: varies

EX: Product design team, research group, planning team

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7
Q

Action Team

A

Goal: Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances

Life Span: Varies
Member involvement: Varies

EX: Surgical Team, Musical Group, Expedition team, Sports team

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8
Q

Multiple Team Membership

A

A work arrangement in which employees are assigned to multiple teams simultaneously

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9
Q

Virtual Team

A

A team in which members are geographically dispersed and interdependent activity occurs through email, web conferencing, and instant messaging

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10
Q

Forming

A

The first stage in team development, during which members try to get a feel for what is expected of them, what behaviors are out of bounds, and who is in charge

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11
Q

Storming

A

The second stage of team development, during which conflict occurs due to members ongoing commitment to ideas they bring with them to a team

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12
Q

Norming

A

The third stage of team development, during which members realize that they need to work together to accomplish team goals and consequently begin to cooperate

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13
Q

Performing

A

The fourth stage of team development, during which members are comfortable working within their roles, and the team makes progress towards goals.

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14
Q

Adjourning

A

The final stage of team development, during which member experience anxiety and other emotions as they disengage and ultimately separate from the team.

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15
Q

Punctuated Equilibrium

A

A sequence of team development during which not much gets done until the halfway point of the project, after which teams make the necessary changes to complete the project on time.

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16
Q

Task interdependence

A

The degree to which team members interact and rely on other team members for information, materials, and resources needed to accomplish work in a team

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17
Q

Pooled Interdependence

A

A form of task interdependence in which group members complete their work assignments independently and then their work is simply added together to represent group output

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18
Q

Sequential Interdependence:

A

A form of task interdependence in which group members perform different tasks in a prescribed sequence, and members depend on only the member who comes before them in a sequence.

EX: Assembly Line

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19
Q

Reciprocal Interdependence

A

A form of task interdependence in which group members interact with only a limited subset of other members to complete the team’s work.

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20
Q

Comprehensive Interdependence:

A

Requires the highest level of interaction and coordination between members. A form of task interdependence in which members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team’s work.

EX: a group of individuals working together to solve a complex problem, such as a research team.

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21
Q

Goal Interdependence

A
  • The degree to which team members have a shared goal and align their individual goals with that vision
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22
Q

Outcome Interdependence

A

The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.

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23
Q

Team composition

A

The mix of the various characteristics that describe the individuals who work on the team.

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24
Q

Role:

A

The behavior a person is generally expected to display in a given context

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25
Leader staff teams:
A type of team that consists of members who make recommendations to the leader who is ultimately responsible for team decisions.
26
Team Task Roles: Initiator-Contributor
Proposes new ideas
27
Team Task Roles: Coordinator
Tries to coordinate activities among team members
28
Team Task Roles: Orienter
Determines the direction of the team’s discussion
29
Team Task Role: Devil's Advocate
Offers challenges to the team’s status quo
30
Team Task Roles: Energizer
Motivates the team to strive to do better
31
Team Task Roles: Procedural-Technician
Performs routine tasks needed to keep progress moving
32
Team Building Roles: Encourager
Praises the contributions of other team members
33
Team Building Roles: Harmonizer
Mediates the differences between group members
34
Team Building: Compromiser
Attempts to find the halfway point to end conflict
35
Team building: Gatekeeper-Expediter
Encourages participation from teammates
36
Team Building: Standard Setter
Expresses goals for the team to achieve
37
Team building: Follower
Accepts the ideas of teammates
38
Idealistic Roles: Aggressor
Deflates teammates, expresses disapproval with hostility
39
Idealistic Roles: Blocker
Acts stubbornly resistant and disagrees beyond reason
40
Individualistic Roles: Recognition Seeker
Brags and calls attention to themselves
41
Individualistic Roles: Self-Confessor
Discloses personal opinions inappropriately
41
Individualistic Roles: Slacker
Acts cynically, or nonchalantly, or goofs off
42
Individualistic Roles: Dominator
Manipulates team members for personal control
43
Team Task roles:
Behaviors that directly facilitate the accomplishment of team tasks.
44
Team building roles:
Behaviors that directly facilitate the accomplishment of team tasks.
45
Additive Tasks:
Tasks for which the contributions from every member add up to determine team performance ## Footnote EX: Tug of war (all of the groups additive pulling results in a win)
45
Disjunctive Tasks:
Tasks with an objectively verifiable best solution for which the members with the highest level of ability has the most influence on team effectiveness.
45
Individualistic Roles:
Behaviors benefit the individual at the expense of the team.
46
Conjunctive Tasks:
Tasks for which the team’s performance depends on the abilities of the teams weakest link.
47
Team Diversity:
The degree in which team members are different from one another.
48
Value in Diversity Problem Solving Approach:
A theory that supports team diversity because it provides a larger pool of knowledge and perspectives.
49
Surface-level diversity:
Diversity of observable attributes such as race, gender, ethnicity, and age.
50
Deep-level diversity:
The extent to which people feel that they are truly part of a group (or organization) and that the uniqueness that they bring to the group (or organization) is welcomed and valued.
51
Leadership:
The use of power and influence to direct the activities of followers toward goal achievement.
52
Power:
The ability to influence the behavior of others and resist the unwanted influence in return.
53
Legitimate Power:
A form of organizational power based on authority or position.
54
Reward Power:
A form of organizational power based on the control of resources or benefits.
55
Coercive Power:
A form of organizational power based on the ability to hand out punishment
56
Expert Power
A form of organizational power based on expertise
57
Referent Power
A form of organizational power based on the attractiveness and charisma of the leader
58
Substitutability:
The degree to which people have alternatives in accessing the resources a leader controls.
59
Discretion:
The degree to which managers have the right to make decisions on their own.
60
Centrality:
How important a person’s job is and how many people depend on that person to accomplish their tasks.
61
Visibility
How aware others are of a leader and the resources that leader can provide.
62
Rational persuasion
The use of logical arguments and hard facts to show someone that a request is worthwhile.
63
Inspirational appeal:
An influence tactic designed to appeal to one’s values and ideals, thereby creating an emotional or attitudinal reaction
64
Consultation:
An influence tactic whereby the target is allowed to participate in deciding how to carry out or implement a request.
65
Collaboration:
Seen as both a conflict resolution style and an influence tactic whereby both parties work together to maximize outcomes.
66
Ingratiation:
The use of favors, compliments, or friendly behavior to make the target feel better about the influencer.
67
Personal appeals:
An influence tactic in which the requestor asks for something based on personal friendship or loyalty.
68
Apprising:
An influence tactic in which the requestor clearly explains why performing the request will benefit the target personally.
69
Pressure:
An influence tactic in which the requestor attempts to use coercive power through threats and demands
70
Coalitions:
An influence tactic in which the influencer enlists other people to help influence the target
71
Exchange tactic:
An influence tactic in which the requestor offers a reward in return for performing a request.
72
Internalization
A response to influence tactics where the target agrees with and becomes committed to the request.
73
Compliance:
When targets of influence are willing to do what the leader asks but do it with a degree of ambivalence.
74
Resistance:
When a target refuses to perform a request and puts forth an effort to avoid having to do it.
75
Organizational Politics:
Individual actions directed toward the goal of furthering a person’s own self-interests.
76
Political Skill:
The ability to understand others and the use of that knowledge to influence them to a further personal organizational objectives.
77
Competing:
A conflict resolution style by which one party attempts to get their own goals met without concern for the other party’s results.
78
Avoiding:
A conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.
79
Accommodating:
A conflict resolution style by which one party gives in to the other and acts in a completely unselfish way.
80
Collaboration:
Seen as both a conflict resolution style and an influence tactic whereby both parties work together to maximize outcomes.
81
Compromise:
A conflict resolution style by which conflict is resolved through give-and-take concessions.
82
Negotiations:
A process in which two or more interdependent individuals discuss and attempt to reach agreement about their differences.
83
Distributive Bargaining:
A negotiation strategy in which one person gains and the other person loses.
84
Integrative bargaining:
A negotiation strategy that achieves an outcome that is satisfying for both parties.
85
Preparation:
The first stage of the negotiation process, during which each party determines its goals for the negotiation.
86
Exchanging information:
The second stage of the negotiation process, during which each party makes the strongest case for its position.
87
Bargaining:
The third stage of the negotiation process, during which each party gives and takes to arrive at an agreement.
88
Closing and commitment:
The fourth and final stage of the negotiation process, during which the agreement arrived at during bargaining gets formalized.
89
Alternative dispute resolution:
A process by which two parties resolve conflicts through the use of a specially trained, neutral third party.
90
Mediation:
A process by which a third party facilitates a dispute resolution process but with no formal authority to dictate a solution.
91
Arbitration
A process by which a third party determines a binding settlement to a dispute between two parties.
92
Leadership:
The use of power and influence to direct the activities of followers toward goal achievement.
93
Leader–member exchange theory:
A theory describing how leader–member relationships develop over time on a dyadic basis.
94
Role taking:
The phase in a leader–follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations.
95
Role making:
The phase in a leader–follower relationship when a follower voices their own expectations for the relationship, resulting in a free-flowing exchange of opportunities and resources for activities and effort.
96
Leader effectiveness:
The degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader-member dyads.
97
Leader emergence
The process of becoming a leader in the first place.
98
Autocratic style:
A leadership style where the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit.
99
Consultative Style:
A leadership style where the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision themselves.
100
Facilitative Style
A leadership style where the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that their own opinion receives no more weight than anyone else’s.
101
Delegative Style
Leadership style where the leader gives the employee the responsibility for making decisions within some set of specified boundary conditions.
102
Time-driven model of leadership:
A model that suggests that seven factors, including the importance of the decision, the expertise of the leader, and the competence of the followers, combine to make some decision-making styles more effective than others in a given situation.
103
Initiating Structure
A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment.
104
Consideration:
A pattern of behavior where the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.
105
Life Cycle Theory of Leadership
A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.
106
Readiness:
The degree to which employees have the ability and the willingness to accomplish their specific tasks.
107
Telling:
When the leader provides specific instructions and closely supervises performance.
108
Selling:
When the leader explains key issues and provides opportunities for clarification.
109
Participating:
When the leader shares ideas and tries to help the group conduct its affairs.
110
Delegating:
When the leader turns over responsibility for key behaviors to employees.
111
Transformational leadership
A pattern of behavior where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.
112
Laissez-faire (hands-off) leadership:
When the leader avoids leadership duties altogether.
113
Transactional leadership:
A pattern of behavior where the leader rewards or disciplines the follower based on performance.
114
Passive management-by-exception:
When the leader waits around for mistakes and errors, then takes corrective action as necessary.
115
Active management-by-exception:
When the leader arranges to monitor mistakes and errors actively and takes corrective action when required.
116
Contingent reward:
When the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance.
117
Idealized influence:
When the leader behaves in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader.
118
Inspirational motivation:
When the leader behaves in ways that foster an enthusiasm for and commitment to a shared vision of the future.
119
Intellectual Stimulation:
When the leader behaves in ways that challenge followers to be innovative by questioning assumptions and reframing old situations in new ways
120
Individualized Consideration:
When the leader behaves in ways that help followers achieve their potential through coaching, development, and mentoring.
121
Substitutes for leadership Model:
A model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance.
122
Substitutes:
Situational characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.
123
Executive Order 11246 (Johnson)
- Prohibits federal contractors and subcontractors from discriminating based on race, color, religion, sex, or national origin
124
Executive Order 11478 (Nixon)
Requires federal government to base all its employment decisions on merit and fitness
125
Equal Employment Opportunity Commission
- Responsible for enforcing most EEO laws -Investigate and resolves discrimination complaints -Complaints must be filed within 180 days of incident -EEOC has 60 days to investigate the complaint
126
Office of Federal Contract Compliance Programs (OFCCP)
- Enforces executive orders that cover companies doing business with the federal government -Audits government contractors to ensure they are actively pursuing goals in their affirmative action plans
127
Applying the four fifths rule
200 Applicants, 40 Hired 100 Positions, 300 total applicants, 200 black, 100 white Hires 40 of the black population and 60 of the white population Step 1 Find the Rate: 40/200 = 20% 60/100= 60% Step 2 Compare the Rates: 0.2/0.6 = 0.33, 4/5 =0.8 0.33<0.8, there may be discrimination taking place.

MGMT 363 Fall 2024 (3 decks)

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