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59 Cards in this Set
- Front
- Back
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1. What are the steps of the rational decision making model?
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a. Identifying the problem
b. Generating alternative solutions c. Selecting a solution d. Implementing and evaluating the solution |
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2. What are the flaws of the various steps of the rational model?
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a. People may not agree on the problem
b. Symptoms may confused with the real problem c. Not all of the solutions may be explored d. The first solution is usually accepted e. Limited info on the solution f. Emotions coming into play g. Gathering info is expensive h. May take a long time to implement i. People hate change |
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3. What do the following terms mean: optimizing, bounded rationality and satisficing?
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a. Optimizing – choosing the best possible solution
b. Bounded rationally- constraints that restrict rational decision making c. Satisficing- choosing a solution that meets a minimum standard of acceptance |
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4. Eight biases may affect decision making
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a. Availability heuristic- the tendancy to base the decision on information from memory
b. Representativeness heuristic- used when people estimate the probability of an event occurring c. Confirmation bias- subconsciously deciding something before investigating it and to seek information that supports our view and to discount information that does not. d. Anchoring bias- decision makers are influenced by the first info they receive e. Overconfidence bias- the tendancy to be over confident about an estimate for forcast. Show more in difficult questions f. Hindsight bias- the knowledge of an outcome influences our belief about the probability of us being able to predict the outcome g. Framing bias- the way a question is asked can influence the answer h. Escalation of commitment bias- sticking to an ineffective course of action when the harm cannot be undone |
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5. What is escalation of commitment? What causes escalating commitment?
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a. Being so commited to a bad idea or solution because of fear of changing.
b. Self justification c. Gamblers fallacy d. Perceptual blinders e. Closing costs |
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6. What factors prevent/constrain creativity? Review your lecture notes.
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a. Vertical thinking- not considering other ways to solve the problem
b. Not filtering out irrelevant information c. Stereotyping d. complacency |
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7. What is groupthink? What are the symptoms of groupthink?
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a. The tendancy for highly cohesive groups to decide with consensus, even if its not the best solution
b. Illusion of invinerability c. Assumption of morality d. Rationalization e. Self censorship f. Illusion of unamity g. Pressuring dissenters |
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8. What are the rules for brainstorming?
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a. As many as ideas as possible
b. Do not evaluate c. Build on ideas d. Quantity over quality e. Wild ideas okay |
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9. What is the difference between the nominal group technique and Delphi technique?
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a. Delphi- pooling ideas and knowledge from experts, groups don’t meet face to face, all ideas are sent to a centralized hub and results are turned into a panel
b. Nominal- individuals write down ideas or brainstorm, the solutions are discussed, people silently vote or rank the ideas |
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10. What tips and guidelines might a manager suggest to enhance creativity in an organization?
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a. Put people in other groups (mix up the groups)
b. Change the points of view (how would someone 18 see this vs 65) c. Use crazy ideas but find the underlying concept within them d. Reverse the problem e. Is there any experience f. What is everything related to the problem g. Divide the problem into subcategories h. Combine unrelated problems i. brainstorming |
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1. Is all conflict bad? What is the difference between constructive conflict and relationship conflict?
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a. No, some conflict can be constructive and help bring in new ideas. Constructive conflict focuses the discussion on the issue while still holding respect for those involved, while relationship conflict focuses on the persons involved instead of the issue itself.
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2. What are structural sources of conflict in organizations?
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3. Six main conditions
a. Incompatible goals i. Some goals between work groups don’t match up b. Differentiation i. Differences among people, departments, and other entities regarding training, values and beliefs ii. People may agree on the goal but have fundamental differences about how to achieve the goal c. Interdependence i. When team members must interact to achieve their individual goals d. Scarce resources i. Individuals will undermine other members in order to achieve their goals e. Ambiguous rules i. Uncertainty increases the risk that people will interfere with other groups f. Communication problems i. Lack of opportunity ability or motivation |
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4. What are the five conflict handling styles (approaches)? What are the advantages/disadvantages of each approach? (Review the book and the lecture notes)
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o Problem solving - tries to find a win win situation
• Have to be honest upfront and mature • Have to have trust between the groups o Forcing- win lose situation • When quick action is needed • When an important issue comes up and you know you are right and no time for discussion • Only works a few times o Avoiding • Both lose • Never good • Lead to blow up o Yielding • When you are wrong • Want to maintain a good relationship • Issue is important to other person but not you • Want to build up credit for next time o Compromising • When theres not a lot of time to work something out • Trade agreements • Neither is willing to problem solve |
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5. What is the difference between a target point and reservation (resistance) point?
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a. Target point- the team’s realistic goal or expectation in a final agreement
b. Reservation point- the point that the ream will no longer make concessions |
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8. What situational influences might impact negotiations?
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a. Location, physical setting, time and audience
b. Whos turf c. How close (face to face, phone) d. The more time put into a negotiation the more willing people are to reach an agreement e. The proximity of the audience to the negotiator may influence the negotiator |
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9. What is the difference between the following third party conflict resolution techniques: arbitration, inquisition, alternative dispute resolution and mediation?
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a. Arbitration- high decision control over the final descion but low control over the process, it is the final stages of grievances
b. Inquisition- high decision and process control c. Mediation- high control of the intervention process, main purpose is to manage the interaction of the disputing parties. d. Alternative dispute- a process of third party resolution usually followed by arbitration |
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1. What is power?
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a. The capacity of a person team or organization to influence others
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3. What are all of the possible ways that one gain power in an organization? (In other words,
what are the various sources of power)? |
a. Legitimate power – an agreement among members that people in certain roles can request specific behavior of others
b. Reward power- persons ablility to control the allocation of rewards valued by others and to remove negative sanctions c. Coercive power- the ability to apply punishment d. Expert power- originates within the personan individuals work capacity to influence others by possessing knowledge or skills that they value e. Referent power- the capacity to influence others based on an indetification with ad respect for the power holder |
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4. FYI, the book refers to some of these techniques as “contingencies of power
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a. Substitutability- refers to the availability of alternatives
b. Centraility- the degree and nature of interdependence between the powerholder and others c. Discretion- the freedom to exercise judgement without referring to a specific rule or receving permission d. Visibility- people who have power over valued resources or knowledge will only have power when the resources are visible, mentoring is a part of visibility |
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5. What are the various types of hard and soft influence tactics in organizations? In particular, what is a coalition? What is upward appeal? What is ingratiation? What is impression
management? |
a. Coalition- a group that attempts to influence people outside the group by pooling resources
b. Upward appeal- a type of influence where a person of higher authority is called upon to help support the influencer c. Ingratiation- any attempt to increase liking by or perceived similarity to the targeted person d. Impression management- the practive of actively shaping public images |
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6. What are Machiavellian values?
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a. The belief that deceit is natural and an acceptable way to influence others
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7. What conditions support organizational politics?
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a. Scarce resources
b. Change c. Personal characterisitcs |
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8. How can a manager try to do to minimize organizational politics?
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a. Introduce clear rules
b. Actively manage group norms c. Giving employees more control over their work and informed of organizational events |
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1. Describe the communication process.
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a. Sender to encoding
b. Selecting a medium c. Decoding d. Feedback e. Noise may interfere with message |
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2. What are some personal communication barriers? What are physical and semantic barriers?
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a. Personal- any individual attribute that may hinder communication…skills in communicating, how info is perceived, the amount of interpersonal trust, stereotypes, listening skills, nonverbal communication
b. Physical- someone talking next to you, time zones, static, computer problems c. Semantics- how words are interpreted, jargon may cause confusion |
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3. What are the various types of formal and informal communication channels? When is each
approach appropriate? |
a. verticle
b. Upward communication – sending a message to someone higher up c. Downward communication – sending a message to someone lower d. Horizontal- main purpose is cooridination i. Impeded by specialization that isolates ii. Encouraging competition that reduces info sharing iii. A culture that doesn’t promote colaboration e. External- two way flow of info between employees and a variety of stakeholders • Informal o Do not follow chain of command o The grapevine – unofficial communication system of the informal organization Liaison indiviuals – consistent gosspers Organizational moles – those who use to grapevine to enhance power Management by walking around- walking around to informally talk to people of all levels |
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5. What is the difference between assertive, aggressive and nonassertive communication styles?
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a. Assertive- pushing without attacking, permits others to influence outcome, expressive
b. Aggressive- taking advantage of others, self enhancing at the expensive of others c. Nonassertive- encouraging others to take advantage of us, inhibited |
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6. What is media richness? How can you enhance the richness of the communication situation?
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a. Capacity of a communication medium to convey info and promote understanding
b. Face to face is the most rich/ the most informative |
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8. What are the differences between how men and woman communicate?
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Men are less likely to ask for info in public
Women are more likely to downplay certainty Women are more likely to apologize without reason Women tend to accept blame to smooth situation Women tend to temper criticism with positive buffers Women tend to insert unnecessary thank yous in convo Women tend to want to build consenses Mend tend to take ideas from women and claim them (without protest) Women use softer voice Women give and seek more support than men Men see conversations as negotiations |
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10. How can people improve their listening skills?
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a. Requires effort and motivation
b. Attend closely to whats being said c. Allow others to finish d. Repeat back to clarify e. Resist dstractions f. Judge content not delivery g. Find area of interest |
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1. What are the stages of group development? What characteristics are associated with each
stage? |
Forming- uncertainty, low trust
Storming- a time of testing Norming- respect among members, cohesiveness Performing- solving task problems, helping, openminded Adjourning- sense of loss |
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2. What are norms? How are norms developed? Why are norms enforced?
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a. Shared attitudes, opinions, feelings that guide social behavior
b. Explicit statement, critical events, primacy (first behavior patterns), carryover c. Help the group survive, clarify expectations, help avaoid embarrassing, clarify identity |
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3. What are roles? What is the difference between task roles and maintenance roles?
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a. Expected behaviors for a given position
b. Task- task oriented behavior- pursue the common goal c. Maintenance- relationship building behavior-foster support |
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4. What is (and what causes) role conflict, role ambiguity and role overload?
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a. Conflicting expectations- different members of the role have different expectations
b. Others expectations are unknown- person in the role doesn’t communicate to focal person the expectations or what they need c. Ohers expectations exceed ones ability- the person in the role is unable to do it all |
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5. What are examples of sexual harassment
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a. Derogatory (personal and impersonal) general/ specific gender
b. Unwanteddating pressure- c. Sexual propositions d. Physical sexual contact e. Physical nonsexual contact f. Sexal coercion- sexual encounters made with promise of employment or promotion |
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6. What is social loafing? What causes social loafing?
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a. Decrease in individual performance because the group is so big
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7. What is the Asch effect?
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a. Giving into a unanimous but wrong opposition
b. Group presure |
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8. What is groupthink? What are symptoms of groupthink?
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a. Ingroups unwillingness to look at alternatives
b. Invulnerability, inherent morality, rationalization, stereotyped views, selfcensorship, illusion of unamity, peer pressure |
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1. What is culture?
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i. Values shared within a organization
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3. Why is organizational culture important?
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i. Organizations last longer and are more successful
ii. Control system- directing employees towards expectations iii. Social glue- bonds people in the organization and motivates them iv. Sensemaking- assists sense making for employees |
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4. What are artifacts? Why are they important?
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i. The observable symbols and signs of an organzations culture
ii. Reinforce and potentially support changes to the culture |
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5. When are organizational stories effective?
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i. They provide social prescriptions of the way that things should of should not be done
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6. What are adaptive cultures? Why are they important?
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i. An organizational culture in which the meployees focus on the changing needs of the customers and stakeholders
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7. What is attraction – selection – attrition theory?
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i. Organizations have a natural tendenancy to attract select and retain oeiok with values that are consistent with thw organization
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8. What is a bicultural audit?
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i. Process of diagnosing cultural relations between the companies and determing to what extend cultural clashes will occur
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9. What are some strategies to merge different organizational cultures (assimilation, deculturation, integration, separataion
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i. When employees willingly embrace the cultural values o the organization rare acquired firm has a weak culture
ii. Acquiring firm imposes culture on unwilling firm – rarely works iii. Combining the two or more cultures into a new one – existing cultures can be improved iv. Merging companies remain distinct identitites with minimal exchange of culture or practice – when businesses require different culture |
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10. What are some strategies to change and strengthen organizational culture?
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i. Actions of founders and leaders- symbolize new culture, model new culture
ii. Aligning artifacts- share stories supporting culture, clelbrate milestones, inhabit buildings that reflect the culture iii. Culturally consisten rewards- reward employees, reward managers who encourage god behavior |
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11. What is organizational socialization? What are the stages of organizational socialization?
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i. Process by which indiviuals learn the values, expected behaviors and social knowledge to assume their roles
ii preemployment socialization iii enounter 4 role managment 5 socialization outcomes |
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1. Why do people resist change? How can you overcome those factors?
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a. Direct costs
b. Saving face c. Fear of the unknown d. Breaking routines e. Incongruent organizational systems f. Incongruent team dynamics |
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2. What is Lewin’s force field analysis? How can you add driving forces or reduce the restraining forces?
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a. Model of system wide change that helps change agents diagnose the dorces that drive and restrain proposed change
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3. Understand the three approaches to organizational change: action research approach, appreciative inquiry approach, and parallel learning structure approach.
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a. Problem focused change process that combines action orientation and research `orientation
b. Change strategy that directs the groups attention away from its own problems and focuses participants on the groups potential c. Highly participative agreements composed od people drom most levels of organizationwho follow the action research model |
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1. You should know the difference between transactional leadership (a focus on clarifying employees’ role and providing rewards contingent on performance) and transformational leadership (a focus on transforming employees to pursue organizational goals over self interest.)
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a. Fundamental managerial activities
b. Extrinsic motivation c. Produce change and results d. Intrinsic motivation |
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2. How can transformational leaders transform followers? (see pages 377 and 378)
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a. Leader is first influenced by individual and organizational characteristics
b. Leaders engage in four sets of behavior i. Inspirational motivation ii. Idealized influence- sacrificing for the good of the group iii. Individual consideration iv. Intellectual stimulation |
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3. The Ohio State studies indicated that there were two independent dimensions of leader behavior. You should know the difference between consideration behaviors of the leader which are focused on concern for group members & initiating structure leadership behavior which defines what group members should be doing as far as organizing work roles and patterns
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smsm
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4. According to Hersey and Blanchard’s Situation Theory of Leadership what does effective leadership behavior depend on?
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a. Readiness level of the followers
b. The extent to which a follower is willing and able to complete the task |
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5. What is path goal theory? According to the theory, what are the two groups of contingency factors that a leader must adapt their behavior to
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a. Leadership effectiveness is influenced bu the interaction of leadership styles (directive, supportive, paricipative, achievement oriented) and contingency factors
b. Employee characteristics c. Environmental factors |
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6. What is Fiedler’s contingency model of leadership? Does he feel that leaders can change their style to fit the situation or should organizations move their leaders into situations that fit the leader’s preferred style?
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a. The performance of a leader depends on the degree of which the situation gives the leader control and influence and the leaders basic motivation
b. Leaders must learn to manipulate the situation to match their style and the situation |
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7. What is servant leadership? What are characteristics of servant leaders?
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a. Focuses on increased service to others rather than oneself
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8. What is Level 5 Leadership?
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a. Good to great
b. Humility and fearless will to succeed c. Builds enduring greatness through two characteristics |
