Mgmt Final

Front 1

Advantages of Teams

Back 1

1. Breadth of info
2. Diversity of Perspective
3. Social facilitation
4. Legitimacy of process
5. Commitment to solution

Front 2

Disadvantages of Teams

Back 2

1. Time consuming
2. Conflict, disagreement
3. Free riding (social loafing)
4. Danger of conformity
5. Lack of coordination

Front 3

Team Decision-Making

Back 3

1. Complex tasks
2. Novel, unfamiliar taska
3. Division of labor is possible
4. Creativity & innovation are essential
5. Cooperation or "buy-in" are required

Front 4

Individual Decision-Making

Back 4

1. Relatively simple tasks
2. Routine, familiar tasks
3. No division of labor
4. Following traditional rules, norms, or precedents
5. No cooperation of "buy-in" is required

Front 5

Pluralistic Ignorance

Back 5

Thinking of the other persons decision...no one ends up happy

Front 6

Group Shift/Polarization

Back 6

1. Individual judgements often become more extreme after group discussion.
2. Decision of the group reflects the dominant decision-making norm that develops during the group's discussion.

Front 7

Group Think

Back 7

Deterioration of mental efficiency, reality testing, & moral judgements when group cohesion is valued over the quality of the decision outcome.

Front 8

Factors That Lead to Group Think

Back 8

-Pressure for conformity
-Discouragement of minority opinions
-Strong Leader
-Sense of Isolation

Front 9

Motivation Losses

Back 9

1. Social Loafing-less effort with group
2. Diffusion of responsibility
3. Reduced Self-efficacy- "if no one else is contributing why should I?
4. Sucker effects

Front 10

Avoiding Motivation Losses

Back 10

1. Raise accountability
2. Match tasks on intrinsic motivation
3. Group cohesion and trust
4. Beware of ability losses

Front 11

Motivation Loss Organization Solution

Back 11

Formal Reward System

Front 12

Ability Losses

Back 12

The presence of others can lead to performance decrements.
-Distraction
-Social Facilitation vs. Social Inhibition

Front 13

Avoiding Ability Losses

Back 13

1. Put people in their positions of expertise
2. Build in time to rehearse so people can build their expertise
3. Formal Training

Front 14

Ability Loss Organization Solutions

Back 14

Formal Training System

Front 15

Coordination Losses

Back 15

1. Segmentation focus
2. Component focus
3. Conceptual blocking
4. Production blocking

Front 16

Segmentation Focus

Back 16

Focusing on dividing the labor at the expense of the end product

Front 17

Component Focus

Back 17

Focusing on specialization at the expense of the end product

Front 18

Conceptual Blocking

Back 18

Focusing on own thoughts while loosing focus on others' comments

Front 19

Production Blocking

Back 19

Waiting on others to complete their part of the work before being able to move on

Front 20

Avoiding Coordination Losses

Back 20

1. Plan, Plan, Plan!!!
2. Make sure all group members understand the end product, & where they fit in.
3. Develop note taking skills "parking lot ideas"
4. Have an agenda
5. Train teams together to creat a common language
6. Make communication clear

Front 21

Coordination Loss Organization Solution

Back 21

Formal Information System

Front 22

What is Creativity?

Back 22

Ability to produce novel and useful ideas. (Unusual, original, useful or practical)

Front 23

Who is Creative?

Back 23

Most of us have creative potential
(Creativity skills, task motivation, expertise)

Front 24

Creative Thinking Skills

Back 24

Associative ability: the ability to see relationships or links between things ussually not associated.

Front 25

Types of Associative Ability

Back 25

1. Bringing old ideas to new people
2. Finding new uses for old ideas
3. Inventing new combinations of existing ideas

Front 26

Elements of Creativity

Back 26

1. Fluency
2. Flexibility
3. Originality
4. Elaboration

Front 27

Encouraging Creativity

Back 27

1. Reward success AND failure, punish inaction.
2. Increase quantitties of ideas
3. Influence mood & context
4. Take risks
5. Assemble a diverse group of people

Front 28

Homogenous Group Advantages

Back 28

1. Similarity breeds liking
2. High cohesion
3. Easy to reach agreement
4. Low start up costs

Front 29

Homogenous Group Costs

Back 29

1. Narrow perspectives
2. Low motivation to change or learn
3. Lack of new ideas
4. Prone to hubris (arrogance)

Front 30

Diverse Group Advantages

Back 30

1. Richer pools of information
2. Increase innovation, learning, complexity
3. Ability to specialize, divide labor

Front 31

Diverse Group Costs

Back 31

1. High potential for conflict and disagreement
2. Risk of marginalization, ostracism
3. Too much complexity
4. Difficult to assemble

Front 32

Brainstorming

Back 32

1. A technique developed to help groups generate multiple ideas (Quantity vs. Quality)
2. Builds Team Morale
3. Results in the sharing of knowledge

Front 33

Rules of Brainstorming

Back 33

1. Don't criticize or evaluate the ideas of others
2. Build on the ideas of others
3. Have only one conversation at a time
4. Stay focused on the topic
5. Express all ideas that come to mind

Front 34

Problems Associated with Brainstroming

Back 34

1. Social Loafing
2. Hesitation to express ideas that seem silly or not will thought-out
3. Production blocking

Front 35

Managing Effective Teams

Back 35

Composition: Diverse members
Structure: Egalitarian structure
Processes: No criticism, wild ideas encouraged, risk taking & mistakes rewarded
Outcomes: Creativity

Front 36

Managing Effective Teams

Back 36

Composition: Homogenous perspective
Structure: Hierarchical structure
Processes: division of labor, deadline pressures, limited discussions, increased coordination, voting to foster homogenous perspective
Outcomes: Speed, Efficiency

Front 37

Managing Effective Teams

Back 37

Composition: Diverse perspectives
Structure: Egalitarian structure
Processes: Fast decision making, Devil's advocate, criticism/conflict encouraged
Outcomes: Quality decisions

Front 38

Leadership Effectiveness

Back 38

When leaders actions result in the achievement of the unit's goals, continued commitment of the unit's employees, & the development of mutual trust, respect, and obligation in leader-member dyads.

Front 39

Trait Theories Linked to Emergence

Back 39

1. Conscientiousness
2. Low agreeableness

Front 40

Are Leaders Born or Made?

Back 40

30% confirmed it was genetic, and 70% said it was other

Front 41

Behavioral Theories

Back 41

1. Initiating Structure: extent to which leader defines and structures the roles of employees
2. Consideration: Extent to which leader creates job relationships characterized by mutual trust, respect for employees ideas, & consideration of employee feelings

Front 42

Path-Goal Theory

Back 42

-Certain leadership styles are affective w/ certain groups & some are not
-Depends on task itself
-Transactional in Nature

Front 43

Full-Range Leadership Theory

Back 43

Transactional Leadership: Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

Front 44

Full-Range Leadership Theory

Back 44

Transformational Leadership: idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

Front 45

Authentic Leadership

Back 45

1. Self awareness: aware of own strengths, weaknesses, biases, views of the world
2. Positivity: confident, hopeful, optimistic, resilient, and of high moral character
3. Transparency: high levels of openness and self-disclosure towards others

Front 46

Power

Back 46

The ability to influence the behavior of others and resist unwanted influence in return.

Front 47

Leadership vs. Power

Back 47

-Leaders use power as a way to attain group goals and power is a means for facilitating their achievement
-Leadership requires goal commitment & congruence
-Power only requires dependence

Front 48

Organizational Bases of Power

Back 48

1. Coercive
2. Reward
3. Legitimate
4. Information

Front 49

Coercive

Back 49

One reacts to this power out of fear of the negative results that might occur if one failed to comply

Front 50

Reward

Back 50

People comply with the wishes or directives of another because doing so produces positive benefits

Front 51

Legitimate

Back 51

Represents the formal authority to control and use organizational resources

Front 52

Information

Back 52

Comes from access to and control over information

Front 53

Personal Bases of Power

Back 53

1. Expert power
2. Referent power
3. Charismatic power

Front 54

Expert Power

Back 54

Influence wielded as a result of expertise, special skills, or knowledge

Front 55

Referent Power

Back 55

Based on idenitification with a person who has desirable resources or personal traits

Front 56

Charismatic Power

Back 56

Extension of referent power stemming from an individual's personality and interpersonal style

Front 57

Dangers in having power

Back 57

-Self-serving attributions
-Preference for own group
-Lack of attention to subordinates and their perspectives
-Disinhibition
-Creation of systems, rules, and ideologies that favor the self and the group
-Conviction that self-serving rules are fair & legitimate

Front 58

Powerlessness

Back 58

1. Blind obedience (Milgram Study)
2. Rebellion (externalization)
3. Lack of participation (internalization)

Front 59

Overcoming Powerlessness [Five Step Process]

Back 59

1. Don't be too willing to secede power.
2. Figure out what you need to get done
3. Identify your source of power
4. Be proactive
5. Keep your eye on the ball

Front 60

Cialdini's Six Influence Tactics

Back 60

1. Reciprocity
2. Commitment & Consistency
3. Scarcity
4. Social Validation
5. Liking
6. Authority/Expertise

Front 61

Reciprocity

Back 61

People are more likely to comply with a request from someone who has previously provided a favor or concession
-Ask for favor right away
-Make a big request & then conceive & make the request smaller

Front 62

Commitment & Consistency

Back 62

After committing to a position, people are more likely to comply with requests consistent with that position
-"Signed petition"

Front 63

Scarcity

Back 63

As a resource becomes more scarce, it becomes more critical and valuable in our minds, even more than it deserves

Front 64

Social Validation

Back 64

People are more likely to comply with requests if they are consistent with what similar others are doing

Front 65

Liking

Back 65

People are more likely inclined to comply with a request from someone whom they find likeable.
We like people who are:
-attractive
-similar to us
-like us

Front 66

Authority/Expertise

Back 66

People are more likely to be persuaded by someone who possesses more status or expertise, regardless of the strength of their arguments

Front 67

Upward Influence: Managing your Boss

Back 67

1. Credibility
2. Payoff
3. Visibillity
4. Coalition
5. Responsibility
6. Solvability

Front 68

Social Capital

Back 68

Refers to WHO you know: size, quality, and diversity of your personal and business networks

Front 69

Benefits of Social Capital for your Career

Back 69

-Getting a job
-Pay & Promotion
-Influence

Front 70

Benefits of Social Capital for your Company

Back 70

-Financing
-Startegic Alliances
-Mergers & Acquisitions

Front 71

Benefits of Social Capital on your Health

Back 71

-Fostering connection with others has been associated with "meaningful life" and happiness
-More diverse social networks are associated with greater resistance to upper respiratory illnessk, and a longer life!

Front 72

Network Types

Back 72

Three major dimensions: Size, Composition, Focus
1. Clique Network
2. Entrepreneurial Network
3. Rainmaker Network

Front 73

Clique Network

Back 73

-All members are directly linked to each other.
-Few or no structural holes with the team
-Max team cooperation & control

Front 74

Entrepreneurial Network

Back 74

An individual brokers between two or more separate individuals or clique networks that would otherwise be unable to communicate

Front 75

Rainmaker Network

Back 75

The best of both worlds: combines the benefits of clique and entrepreneurial networks
-Improves production, marketing and distribution, and innovation

Front 76

Developing your Social Capital

Back 76

-Shared Activities
-Giving & Asking for Favors
-Take a holistic view of your contacts

Front 77

Bargaining Strategies

Back 77

1. Distributive Bargaining
2. Integrative Bargaining

Front 78

Distributive Bargaining

Back 78

Negotiation that seeks to divide up a fixed amount of resources; win-lose situation
-Get as much of the pie as possible
-Low information sharing
-Short-term duration of relationships

Front 79

Integrative Bargaining

Back 79

Negotiation that seeks one or more settlements that can create a win-win solution
-Expand the pie
-High information sharing
-Long-term relationships

Front 80

BATNA

Back 80

The Best Alternative to a Negotiated Agreement
-What is your outcome when you don't come to an agreement?
-The lowest acceptable value (outcome) to an individual for a negotiated agreement

Front 81

Negotiation Do's

Back 81

-Research opponent
-Prepare a payoff table, resistance point, & estimate these for your opponents
-Make the opening offer
-Begin with a positive overture
-Take the other party's perspective
-Focus on interests, not positions
-Be sensitive for when to share information and when to shut up

Front 82

Negotiation Don'ts

Back 82

-Be intimidated by the bad cop
-Be seduced by the good cop
-Offer ranges (only points)
-Focus on the person
-Assume a fixed pie
-Lie

Front 83

What is Organizational Culture?

Back 83

The system of shared meaning held by members that distinguishes the organization from other organizations

Front 84

Types of Culture

Back 84

Dominant Culture vs. Subtypes
1. Dominant Culture expresses the core values that are shared by majority.
2. Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences that members face

Front 85

Types of Culture

Back 85

Strong vs. Weak
1. Strong culture is characterized by the organizations core values being both intensely held and widely shared
2. Weak culture is characterized by vagueness, ambiguity, and/or inconsistencies

Front 86

Why is Culture Important?

Back 86

-High performing organizations have distinct cultures
-It is an extension of the reward system
-It is an important determinant of turnover
-Culture directs employees to the correct behaviors, even when management is not present

Front 87

Purposes of Culture

Back 87

1. Identity
2. Commitment
3. Social Stability
4. Sense of Surroundings

Front 88

Layers of Organizational Culture

Back 88

1. Artifacts
2. Values
3. Assumptions

Front 89

Artifacts

Back 89

Observable products of the culture: symbols, stories, texts, ceremonies, rituals.

Front 90

Values

Back 90

Specify rules of appropriate behavior; Norms about what is right and wrong, important and unimportant

Front 91

Assumptions

Back 91

Underlie organizational culture: taken-for-granted, shared beliefs, hidden, must be inferred

Front 92

Tools for Managing Culture

Back 92

1. Specific Physical Settings
2. Symbols
3. Ceremonies
4. Costumes
5. Jargon/Language
6. Stories/Scripts

Front 93

How is Culture Created and Sustained?

Back 93

1. Leadership
2. Top Management
3. Selection
4. Socialization

Front 94

Socialization

Back 94

-The process by which new members learn the culture of the organization
-Entrance into organization that is characterized by embracing of culture rather than rebellion or conformity

Front 95

Socialization Stages

Back 95

1. Prearrival
2. Encounter
3. Metamorphosis--> changing to fit the organizations' culture

Front 96

Socialization Strategies

Back 96

1. Rigoruos Selection
2. Shared Humility-inducing Experience
3. Distinctive Training
4. Adherence to Values
5. Status Reward System
6. Structural Closure

Front 97

Disadvantages of Culture

Back 97

-Can become outmoded w/ market changes
-Growth can turn flexible cultures into bureaucracies
-Can undermine incentive systems and formal structures
-Can be a barrier to diversity
-Can be a barrier to acquisitionsand mergers

Front 98

Managing Cultural Change

Back 98

-Organizational culture is highly resistant to change
-Cultural change is most likely to occur when: dramatic crisis occurs, turnover in leaderships, organization is young and small, culture is weak!