Lecture 8 Flashcards Preview

MGMT 101 > Lecture 8 > Flashcards

Flashcards in Lecture 8 Deck (26):
1

decentralization & teams

greater integration of unique perspectives
member proactivity
= greater performance

Lanaj

2

decentralization & units

lacks points of coordination (coordination failures)
= harmful to performance

Lanaj

3

overall effect of decentralization on performance

r = -.14

4

disjunctive

low interdependence
team perf disproportionately dependent on strongest
don't often need teams vs. individuals working alone

not a lot of role-specialization

Ex. Academic league/quiz bowl
Ex. all-star CEO

5

additive

advantages of scale & aggregation of effort

when all team members perform same job and group perf is a sum of team members' perf

teams sometimes useful/necessary, but requires little "teamwork"

Ex. getting a car out of the mud, tug-of-war
Ex. sales team (each individual responsible for a region, dept's national success depends on aggregation)

6

conjunctive

co-action, heavy role specialization
team perf disproportionately dependent on weakest
need teams; impossible to do alone

Ex. orchestra

7

size & team perf

as team size ↑, coordination costs ↑, coordination ↓, and motivation ↓

8

decr in team motivation w/ incr in team size

team size increases diffusion of responsibility (b = .57) and attribution of blame (Alnuaimi, b = .59)

9

it is better for team coordination for members to work together for longer

= more stability = better perf
73% of incidents occur on flight crew's first day together
44% of incidents occur on flight crews' first flight (Hackman)

10

why does team stability help coordination?

transactive memory

11

transactive memory

= collective mind (segmented but holistic unit), knowing who knows what

+ relationship b/w transactive memory & client-related perf (Lewis, b = .37)

12

team transactive memory & individual perf

great for individual performance

Groysberg; analysts know how to find information/who to get it from

13

how to fix stagnation w/ teams

brokers! = external knowledge links, constant influx of knowledge thru fixed channels

helps fight not-invented-here syndrome (resistance to ideas coming from outside the team)

get fresh perspectives via external knowledge rather than getting new team members

14

diffusion of responsibility

more people in team = opportunity for de-individuation (when you no longer identify w/collective, you feel like you aren't contributing as much)

b=.57, Alnuaimi

15

attribution of blame

we focus on people rather than context/random chance for when things go wrong; having a larger team = more potential people to blame

b=.59, Alnuaimi

16

dyads & team size

dyads incr exponentially w/ team size; ↑team size = harder to manage relationships (↑ coord costs)

(team = collective of dyadic interactions operating in unified fashion)

17

relationship conflict

personal, non-work
almost always bad
deWit, r = -.16

18

status conflict

hierarchical, status jockeying (over decision-making rights, dominance)

almost always bad
Bendersky & Hays say its the worst

19

process conflict

over roles and responsibilities
almost always bad
deWit, r = -.15

20

task conflict

work-based, non-personal
good in moderation

Ex. deciding which idea is best

21

high performing teams and timing of conflict

low relationship conflict throughout

low task conflict @beg, then rises as team has to make decisions

22

managing relational conflict

embracing multi-culturalism
incr. in appreciation of others' differences

23

managing status conflict

justify hierarchy

24

managing process conflict

subordination - helping ppl recognize their work is important/essential

25

Abilene Paradox

team members agree to course of action that none of them wants, bc each member assumes the others want it

26

communication biases

Message tuning/distortion (“telephone” game)
Illusion of transparency
Curse of knowledge
Common information effect