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2801 I-O PSYC > Test 3 > Flashcards

Test 3 Flashcards

1
Q

What is the difference between a group and a team?

A

There is often no real distinction but a group doesn’t necessarily need to have the same level of interdependence as a team

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2
Q

What are various ways teams can differ in their organization?

A
  1. The extent to which they interact with each other on individual tasks
  2. The interdependence of the task
  3. The extent to which the roles and tasks are well defined and formalized
  4. The extend to which the members are interchangeable
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3
Q

What type of team is a soccer team?

A
  • High interaction
  • High interdependence
  • Moderate role definition and interchangeability because they need to be able to play the ball but are still placed based on their strengths
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4
Q

What type of team is a football team?

A
  • High interaction
  • High interdependence
  • High role definition
  • Low interchangeability
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5
Q

What type of team is a diving team?

A
  • Low interaction
  • High interdependence
  • Low role defintion
  • Total interchangeability
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6
Q

A surgical team undergoes independent training and is banded together to perform a specific task. They are an example of a ________

A

Problem solving or work crew

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7
Q

What is a cross-functional team? Provide an example

A

A cross functional team is when employees with different skills and work areas focus on a specific problem to be solved

Ex. Solving a crime involves forensic teams, detectives, psychologists, law professionals

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8
Q

What is an autonomous or self-directing work team? Provide an example

A

Autonomus/self-directing work teams are when members complete an entire piece or work and have substantial amount of control over their work, decisions, scheduling and planning

Ex. Journalists in a newspaper

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9
Q

What are disadvantages and advantages to virtual work teams?

A
  • Can increase diversity due to being able to work with people globally
  • Can result in lower team commitment and poor moods
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10
Q

What is the 5 stage model (Tuckman) in team development?

A
  1. Forming: characterized by uncertainity and is when members are brought together to be introduced/socialized
  2. Storming : characterized by intragroup conflict and is when members being working out the interpersonal/work demands of the group
  3. Norming: characterized by close relationships & cohesiveness and is when group norms are developed and their are reinforcements/sanctions for these behaviours
  4. Performing: the group is fully functional and productively working
  5. Adjourning: Characterized by concern with wrapping up activities rather than task performance
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11
Q

What is the multilevel theory of compilation and performance (Kozowski) for team development?

A
  1. Formation
  2. Task compilation - members demonstrate competence in their task
  3. Developing dyadic relationships with other members
  4. Team compilation - the focus shifts from personal tasks to group tasks
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12
Q

What does the punctuated-equilibrium model of development aim to explain?

A

Why performance tends to be characterized by long periods of stability and short periods of radical change

Phase 1 is marked by stable low performance as people get familiar within their team

There is then a transition near the mid-point of a task that is marked by a rapid increase in performance

Phase 2 is marked by stable high performance as people work together to complete a task

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13
Q

Why are group norms enforced?

A
  • They guide behaviour and decrease conflict
  • Group survival and effectiveness
  • Create predictable behaviour
  • Minimize embarrassment
  • Express values
  • Clarify identity

The extent of the influence is based on individual characteristics and the type of norm (is it positive? is it cooperative? etc.)

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14
Q

What are 3 major challenges with groups?

A
  1. Group think
  2. Team conflict
  3. Social loafting & perceived loafing
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15
Q

What is group think?

A

The tendency for cohesive groups to press for conformity

It causes group members to realistically appraise alternative actions or not express their concerns to the group

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16
Q

What are two types of team conflict?

A
  1. Relationship conflict - differences in personalities/values/preferences
  2. Task conflict - differences in the viewpoint of job related task
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17
Q

When does team conflict tend to be high?

A
  • When groups are completing ambiguous and complex tasks
  • Scarce resources
  • Jurisdictional uncertainties
  • Miscommunication
  • Personality and goal differences
  • Power struggles
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18
Q

What is the difference between social and perceived loafting?

A

Social loading is when individuals put forth less effort when working in a group than when working along

Perceived loafting with ones perception that one or more of the group members are not contributing as must to the team as they should be

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19
Q

What are different roles within a team?

A
  1. Task-oriented roles: roles perdoemed to ensure the tasks of the group are accomplished
  2. Maintenance roles: roles performed by group members to maintain good relation and support team members
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20
Q

How are group norms developed?

A
  • Explicit statements
  • Critical events
  • Patterns of behaviour
  • Carry-over behaviour
21
Q

Which type of norm corresponds to how hard to work ?

A

Performance norms

22
Q

What type of norm corresponds to how to dress or when to look busy?

A

Appearance norms

23
Q

What type of norm corresponds to how teams should interact with each other?

A

Social arrangement norms

24
Q

What type of norm corresponds to how pay or assignments should be distributed?

A

Allocation of resource norms

25
Q

How is team performance defined?

A

It should be a combination of both internal outcomes (satisfaction) and external outcomes (organizational outcomes)

There are many conceptualizations: Group outputs, member benefits, and future functioning/productivity

26
Q

What factors can build team cohesiveness?

A
  • Member similarity
  • Small team size (3-8)
  • Member interaction
  • Somewhat difficult entry
  • Team success
  • external competition and challenges
27
Q

What factors affect whether diversity is beneficial to a team?

A
  1. Type of task- diversity is beneficial for innovative tasks
  2. Criteria - diversity is beneficial for creativity but also increases turn over
  3. Timing and stage of group - diversity may impede effectiveness in the short run but have long term beneficial effects as familiarity increases

**Deep-level diversity can create a lot of drawback (differences in work attitudes/values)

28
Q

According to Amy Edmondson, what is teaming and when can it work effectively?

A

Teaming is teamwork on the fly to get work done - they do not go through a developmental process. This is a cross-functional work crew.

It can work when there is situational humility, curiosity, and psychological safety

29
Q

What is the difference between job attitudes and job affect?

A

Attitudes are what we think about our job and affect is how we feel about our jobs

30
Q

What is the difference between global and facet job satisfaction measurements?

A

Global measurement is a total score that either considered just one single item or multiple items but gives a score for satisfaction

Facet satisfaction scores different aspects of satisfaction for the job
- Ex. you might be satisfied with the work but not the pay

It appears that global measurements may be almost as effective as facet scales

31
Q

How can individual characteristics act as antecedents to job satisfaction?

A

Agreeable, conscientiousness, high-self esteem, experience (tenure), and high person-job/organization fit are all positively correlated with satisfaction

32
Q

How can job factors act as antecedents for job success?

A

Tasks that are not too physically demanding/tiring, are challenging/engaging, are personally interesting, and fits with the skills and training are all linked to high satisfaction

33
Q

How can organizational factors act as antecedents for job success?

A
  • Implementing good training
  • Treating employees fairly
  • Ensuring good leadership
  • Encourage involvement
  • Show support/concern for health & well being
  • Help people attain rewards

Are all linked to satisfaction

34
Q

When employees are satisfied what are the outcomes?

A
  • Less absenteeism and turnover
  • increased job involvement
  • increased organizational citizenship behaviours
  • increased organizational commitment
  • increased affect leads to initiation and creativity

Satisfaction does not necessarily mean productivity (low-moderate relationship)

35
Q

What are the 3 sub-components of organizational commitment?

A
  1. Affective commitment - emotional attachment to the organizations
  2. Continuance commitment - cost related attachment as it would be too costly to leave
  3. Normative commitment - feelings of obligation
35
Q

What are the 3 sub-components of organizational commitment?

A
  1. Affective commitment - emotional attachment to the organizations
  2. Continuance commitment - cost related attachment as it would be too costly to leave
  3. Normative commitment - feelings of obligation
36
Q

How is work engagement measured (3 components)?

A
  1. Vigor
  2. Absorption
  3. Dedication
37
Q

What are some individual and job factors that act as antecedent for work engagement?

A

Individual: high self-esteem, optimism, good sleep hygiene

Job: social support, feedback, autonomy, variety, growth opportunity

38
Q

What are outcomes of high work engagement?

A
  • People perform well on the job
  • They exhibit high levels of satisfaction, involvement and commitment
  • they have less burn-out
39
Q

According to Dan Airely what makes us feel good about our work?

A

Motivation = pay, meaning, creation, challenge, ownership, identity, pride, etc.

40
Q

What are 5 ways to develop commitment at work?

A
  1. improve person-environment fit
  2. Realistic job preview and positive work experiences
  3. Attributions about the organizations
  4. Organizational justice and support
  5. Retrospective rationalization
41
Q

People who are committed to their jobs perform better

True or False

A

False - commitment isn’t highly correlated with performance

42
Q

What is organizational identification?

A

The process whereby individuals derive a feeling of pride and SE from their organization

A feeling of ‘oneness’

43
Q

What are individual or organizational antecedents for organizational identification?

A

Individual: experience/tenure, person-fit organization, need for affiliation

Organization: prestige, distinctiveness, fairness

44
Q

What are the different types of organizational justice?

A

Procedural justice - fairness of organizational decisions
- Ability to challenge, offer input, having a voice

Distributive justice - fairness of distrubitoon of outcomes

Interactional justice - fairness of treatment

45
Q

What is the difference been equity, equality and need distribution?

A

Equity - rewards are given based on merit
Equality - rewards are given equally to everyone
Needs - rewards are given to those in need

46
Q

Trust is built when an organization demonstrates _________ justice

A

procedural

47
Q

What are the two types of interactional justice?

A

Interpersonal - treating people with respect, dignity, politeness
Informational - providing adequate explanations for procedures, decisions, and outocmes

2801 I-O PSYC (5 decks)

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