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BU288- Organizational Behaviour > Midterm 2 > Flashcards

Midterm 2 Flashcards

1
Q

What is a group

A

2 or more people interacting interdependently to achieve a common goal
“teams”
Group members rely on each other to accomplish goals

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2
Q

What is the group development stage model

A

forming, storming, norming, performing, adjourning
FSNPA
“For Sure Not Performing Acrobatics”

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3
Q

What does forming mean in the group development stage model

A

testing the waters, peoples personalities, purpose

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4
Q

What does storming mean in the group development stage model

A

sorting roles/ responsibilities

conflict is most likely to emerge here

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5
Q

What does norming mean in the group development stage model

A

norms are agreed to, group becomes cohesive, conflicts resolved

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6
Q

What does performing mean in the group development stage model

A

achievement, creativity

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7
Q

What does adjourning mean in the group development stage model

A

group disbands, evaluation of success

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8
Q

what are additive tasks and what type of group is best for it

A

where sum total matters, performance is dependent from contributions from each member, therefore bigger groups better

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9
Q

what are disjunctive tasks and what type of group is best for it

A

best contributor matters

ex. trivia- someone w right answer is all that matters, therefore bigger group is best

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10
Q

what are conjunctive tasks and what type of group is best for it

A

worst contributor matters, performance is based on weakest member, therefore small group is best

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11
Q

What is process loss

A

where an individual has outperformed the group, failure to recognize true expertise or conflict avoidance

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12
Q

What happens to performance when group size gets bigger

A

actual performance increases with size up to a point and then falls off
motivation and coordination becomes more difficult
less participation

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13
Q

What are the differences between surface (homogenous) group diversity and deep (heterogeneous) group diversity

A

Homogenous: less conflict, faster team development, performs better on cooperative tasks, better coordination
Heterogeneous: more conflict, longer team development, performs better on complex problems, more creative

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14
Q

What are factors influencing group cohesiveness

A 
threat/ competition
success
group size
member diversity
toughness of initiation
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15
Q

what are the consequences of cohesiveness and what even is cohesiveness

A

consequences: participation in group activities, conformity, success
cohesiveness: the degree to which a group is attractive to its members

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16
Q

What is social loafing

A

the tendency for people to exert less effort when performing a group task than working alone

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17
Q

what is the free rider effect in social loafing

A

people lower their effort to get a free ride at the expense of their group members

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18
Q

what is the sucker effect in social loafing

A

people lower their effort because of the feeling that others are free riding (trying to restore equity in the group)

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19
Q

how to get rid of social loafing

A

make individuals accountable
make work interesting/ meaningful
increase performance feedback

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20
Q

What is self regulation

A

adapting ones behaviours, emotions, and cognitions to meet a goal
self control, emotion regulation, grit, impulse control

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21
Q

what is grit

A

passion and sustained persistence applied toward long-term goals

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22
Q

what is motivation

A

the extent to which persistent effort is directed toward a goal

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23
Q

what are the 2 motivation theories

A

content theories- focus on the NEEDS that must be met in order to motivate individuals
Process theories- focus on the underlying processes involved in motivating employees

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24
Q

what are the 4 theories in content theories

A

maslows theory
alderfers ERG theory
McClellands theory
self determination theory

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25
what are the 3 process theories
expectancy theory equity theory goal setting theory
26
content theory: What is Maslow's hierarchy of needs
bottom to top: physiological, safety, love, esteem, self actualization (a persons motivation to reach their full potential
27
content theory: what is McClellands Motivational Needs
the need for power the need for affiliation the need for achievement
28
content theory: what is self- determination theory
2 types of motivation: intrinsic and extrinsic | 3 basic psychological needs: competence, relatedness, autonomy
29
what is intrinsic motivation
internal drives that motivate us to behave in certain ways, including our core values, interest and personal sense of morality
30
what is extrinsic motivation
a drive to behave in certain ways that comes from external sources and results in external rewards
31
what are the 3 basic psychological needs in self determination theory
competence; need to be effective in dealing with environment autonomy; need to control the course of their lives relatedness;need to have a close, affectionate relationship with others -if all achieved; become self- determined and intrinsically motivated
32
process theories; what is goal setting theory
goals are motivational when they are specific, challenging, accepting, and feedback is provided
33
what are 2 principles of goal setting
higher goals are good; lead to greater effort | specific goals are good; specific and difficult goals are better than vague
34
process theory: what is equity theory
motivation stems from a comparison between the inputs one invests in a job and the outcomes one receives in comparison with the inputs and outcomes of another person
35
process theory: what is expectancy theory
motivation is determined by the outcomes people expect to occur as the result of their actions on the job expectancy on effort put in, instrumentality on how you perform (1st level outcome) and valence (will the outcome be satisfying)
36
what is the rational decision making process
``` identify problem search for relevant information develop alternative solutions to the problem evaluate alternative solutions choose best solution implement chosen solution monitor and evaluate chosen solution ```
37
what is perfect rationality in the rational decision making process
completely informed completely logical based on economic gain
38
what is bounded rationality
relies on limited information reflects time constraints political considerations
39
what is confirmation bias
seek out information that conforms to ones definition of, or solution to, the problem
40
what is escalation of commitment
continuing to pursue a failing course of action because of sunk costs
41
decision making bias: what is framing
framing refers to the manner in which objectively equivalent alternatives are presented
42
in a loss frame we are risk
seeking
43
in a gain frame we are risk
averse
44
decision making bias: what is overconfidence
don't accurately perceive risk, willing to take risk
45
what is anchoring
the inadequate judgement of subsequent estimates from an initial estimate that serves as an anchor people do not adjust their estimates properly bc they are overly influenced by the anchor
46
where is the anchoring effect in the rational decision making process
in the develop alternative solutions to the problem step
47
what are sunk costs
permanent losses of resources incurred as the result of a decision tendency to invest additional resources in an apparently failing course of action
48
how to avoid escalation of commitment
actively seek disconfirming information about a chosen alternative, reframe losses as gains to prevent risk- seeking, dont consider expended resources when making decisions
49
why do people conform
to be right and to be liked
50
what is group polarization
group discussion polarizes or exaggerates the initial position of the group if people already favour, they will favour more, if people are against, they will be against even more
51
if your group was on the risky side to begin with, what does group polarization do
make riskier decisions as a group
52
what is groupthink
the capacity for group pressure to damage the mental efficiency, reality testing and moral judgement of decision making groups
53
what are the causes of groupthink
group cohesiveness concern for approval isolation of the group promotion of decision by leader
54
some symptoms of group think
illusion of unanimity; must be me that thinks this way mindguards; protect the group from anything that can change their decision stereotyping; groups think they are superior to other groups, ignore information coming from other groups
55
ways to avoid groupthink
devils advocate objective leaders (dont state preference first) norms that encourage dissent and communication
56
What is negotiation
a decision making process among interdependent parties who do not share identical preferences
57
3 characteristics of negotiation
parties engage in communication to divide and exchange resources parties make offers and counteroffers until an agreement is reached parties have incomplete knowledge about each other's interests
58
How do you negotiate
-assess personal goals, consider other's goals, develop strategy -identify target and resistance points Target: what one would like to achieve resistance: lowest outcome acceptable -Identify BATNA
59
What is the settlement range in negotiation
where both parties get an acceptable outcome | -in between partys resistance point to others resistance point
60
What is BATNA
best alternative to a negotiated agreement - the better the BATNA, the more power you have - lets you know whether or not you should accept an offer - try to figure out the other party's BATNA
61
what is considered a successful negotiation
one where both parties walk away with a good deal (the deal falls within the settlement range, which is determine by each party's target and resistance points)
62
Why is planning for negotiation important
it will tell you when to walk away from the table and when an agreement is acceptable
63
What is distributive negotiation
Win-lose negotiation "your (my) gain is my (your) loss" fixed amount of resources (fixed pie) to be divided
64
What is integrative negotiation
win-win each party has different priorities so they can both get what they want -problem solving can create mutually beneficial outcomes (expand the pie)
65
what is distributive, integrative and compatible negotiation issues
distributive- win/ lose integrative- win/ win compatible- both parties want the same thing
66
what are distributive negotiation tactics
tactics that help you claim value for yourself | -threats/ promises, firmness, persuasion
67
what are integrative negotiation tactics
tactics that help you create value - exchange info. - frame differences as opportunities - cut costs - expand the pie (bring more offers to the table) - find superordinate goals (ideals that both sides want that can only be achieved through collab.)
68
What is the first common mistake in negotiation
irrational escalation of commitment | -continuing a previously chosen course of action beyond what a rational analysis would recommend
69
what is the second common mistake in negotiation
belief in the mythical fixed pie | -negotiators assume that the party's interests are directly opposed to each other
70
what is the third common mistake in negotiation
an anchor is a standard against which future adjustments are measured, but often the choice of an anchor is based on faulty or incomplete information
71
What is job scope breadth and depth
breadth: number of different activities performed depth: degree of discretion or control over how tasks are performed

BU288- Organizational Behaviour (2 decks)

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