Mo-Final Exam-Set 1

Front 1

Know the main idea behind the Desert Survival Exercise

Back 1

*Understand the idea of group performance in the context of the in-class exercise
*Know the concept of collective intelligence and its conditions

Front 2

What distinguishes high performing groups from low performing groups?

Back 2

Explaining variance in performance of a group:
Compared to the average member?
Compared to the best member?
Synergy in the group?

Front 3

Wise crowds need

Back 3

1.Diversity of opinion (brings in different info)
2. Independence of members from one another (so people won’t be swayed)
3. Decentralization (errors balance out)
4. Method for aggregating opinions (includes all opinions)

Front 4

Know how groups are defined/types of groups

Back 4

-instinctive (rooted in instinct, outside awareness, organic unity, characteristic psychology(->behavior/.
-cultural attribute of group , of body and of mind, evolutionary advance-freed from biology, divison o flabor->new social problems(love, hate, war))
-nominal (rooted in mind, divorced from biology, mechanical sum, characteristic psychology)

Front 5

What are the requirements for being a group?

Back 5

-Social identity
-Interaction
-Structure (roles, norms)
-Cohesion
-Goals

Front 6

What is a group?

Back 6

A collection of two or more interdependent individuals who maintain stable patterns of relationships, share common goals, and perceive themselves as being in a group

Front 7

Kinds of groups:

Back 7

-Formal (command, task) vs. informal (interest, friendship)
-Instinctive, cultural, nominal

Front 8

Hill's Frameworkk for Analyzing Work Groups

Back 8

-Design Factors: Group Composition, task design, gromal organization... all relates to Group culture
-Group Composition:demographics, personality, competences, interess, working styles, values
-Task Design-Reqauired activities, Required interactions, etc.
-Foraml Organization-strucutre, systems, staffing
-Group CUlture-emergent activities, emergent interactions, shared values, etc.

Front 9

Group culture arises from the interaction of three design factors:

Back 9

group’s composition, its task design, and the formal organization

Front 10

The interaction of design factors is shaped by the

Back 10

the context

Front 11

When the context and design factors are aligned,

Back 11

groups are more likely to succeed

Front 12

Group culture affects

Back 12

group effectiveness

Front 13

Barriers to Effective Decision-Making

Back 13

-Individual barriers
Confirmation bias
Sunk costs
Escalation of commitment
Assorted heuristics
-Group barriers
Self-limiting behavior
Abilene paradox
“Groupthink”
Bureaucratic ethic
Group polarization
Information-sharing patterns
-Other barriers
Time pressures
Authoritative leaders

Front 14

Self-Limiting Behavior

Back 14

Why do people “check out” of team decisions?
-Presence of someone with expertise
-Presentation of a compelling argument
-Lacking confidence in one’s ability to contribute
-An unimportant and meaningless decision
-Pressure from others to conform to the team’s decision
-Dysfunctional decision-making climate

Front 15

Groupthink

Back 15

-Symptoms
Interpersonal pressure
Apparent unanimity
Illusions of invulnerability
Biased perceptions of outgroup
Defective decision-making strategies
-Causes
Cohesiveness
Isolation
Leadership
Decisional stress

Front 16

Pros and Cons of Group Decision-Making

Back 16

-PROS
More complete information and knowledge
Increased diversity of views
Increased acceptance of solution
Increased legitimacy
-CONS
Time consuming
Pressures to conform
Domination by the few
Ambiguous responsibility
Slower than individuals

Front 17

Are the Blue Angels Effective?

Back 17

Hill’s Criteria
Does their output meet standards of those who have to use it?
Does the team experience contribute to the personal well-being and development of the members?
Does the team experience enhance the capability of the members to work and learn together in the future?

Front 18

Baseball

Back 18

baseball-Examples: surgical team, assembly line
-Players “play on the team”; not “as” a team
Fixed positions that they rarely leave

Front 19

Football

Back 19

examples: symphony, orchestra
-members have fixed positions, but play as a team

Front 20

tennis

Back 20

doubles: jazz ensemble, self-managed team
-primary rather than fixed position
-only team performs, members contribute

Front 21

Managing Paradox

Back 21

-Embrace individual differences and collective identity and goals
-Foster support and confrontation among team members
-Focus on performance and learning/ development
-Balance managerial authority and team member discretion, autonomy
-Attend to the triangle of relationships

Front 22

Org. culture

Back 22

“A system of shared values and norms that
define appropriate attitudes and behaviors for
organizational members” –
O’Reilly & Chatman, 1996

Front 23

Uncovering Levels of Culture (Schein) Artificats-Espoused values-basic underlying assumptions

Back 23

artifiacts-Visible products of the group (environment, language, creations, etc.)
Visible behavior, processes of group, physical objects
Easy to observe; difficult to decipher
-espoused values:Strategies, goals, philosophies
Shared statements about means-ends, cause-effect, good and bad
-basic underlying assumptions:Unconscious, taken-for-granted beliefs, perceptions, thoughts, and feelings
Little variation observed in group
Actually guides behavior
Very difficult to change

Front 24

Congruence model "fit"

Back 24

strategy goes into work, informal organzation, formal organization, people (all related/ interconnected)

Front 25

Culture influences firm’s competitive advantage

Back 25

through recruiting, turnover, employee commitment, corporate reputation and profitability

Front 26

Culture may be used as powerful means

Back 26

of internal control

Front 27

Culture often forms

Back 27

in the image of the leader

Front 28

Culture can not be truly understood merely by

Back 28

its artifacts (3 levels of culture)

Front 29

Formal Organization al strucutre

Back 29

-Division of Labor: How tasks are divided
-Coordination: How tasks are integrated
-Decision Rights: Who makes decisions
-Boundaries: What we “make”; what we “buy”

Front 30

Informal organizational structure

Back 30

-Informal Structure: influences information flows
-Political Structure & Power: coalitions, agendas
-Legitimate Authority: title, expertise, charisma, social status

Front 31

Basic Forms of Organization Design

Back 31

Functional

Divisional

Hybrid

Matrix

Network/Emerging

Front 32

Functional structure of org. design

Back 32

advantages:
-Efficient use of resources
Economies of scale
In-depth skill development
Career progress based on functional expertise
Central decisions and directions
Excellent coordination within functions

-disadvantages
Poor coordination across functions
Difficult to respond to environmental changes
Decisions pile on top
Slow response, little innovation
Responsibility for performance difficult to pinpoint

-when to use: Stable, certain environment
Small to medium size organization
Routine technology, interdependence within functions
Goals of efficiency, technical quality

Front 33

divisional (product based) structure of org. design

Back 33

-advantages:
Fast change in unstable environment
Product / customer focus
High coordination between functions
Develops general managers

-disadvantages:
Duplication of resources
Less technical specialization and expertise
Poor coordination across product lines
Less top management control
-WHEN TO USE:
Unstable, uncertain environment
Large size organization
Technological interdependencies between functions
Goals of product specialization, innovation

Front 34

An organization’s structure is

Back 34

“the pattern of organizational roles, relationships and procedures that enable coordinated action.”

Front 35

An organization’s formal structure determines

Back 35

Who is doing what
Who is talking to whom
How organization interacts with its environment
Who is making decisions

Front 36

There is not one best way to organize... it depends on

Back 36

Depends on history, strategy, competencies, resources, environment, etc.
-Advantages and disadvantages to each type of structure

Front 37

Increasingly, organizations require

Back 37

emergent forms of organizing (“structured chaos”)

Front 38

___&____ may be the best predictors of success in managing businesses today…

Back 38

Flexibility and adjustment

Front 39

Strategies for Change: Overcoming Resistance

Back 39

Education & Communication
Participation & Involvement
Facilitation & Support
Negotiation & Agreement
Manipulation & Co-optation
Coercion

Front 40

Resilience in the face of adversity

Back 40

-Maintenance of positive adjustment under challenging circumstances
-
Not just “bouncing back” or returning to the status quo
-0Organizations that are resilient often end up better off than they started
-Facing down reality,Search for Meaning, Bricolage (When situations unravel, bricoleurs muddle through, imagining possibilities where others are confounded.”)

Front 41

Are corporations social actors responsible to society? Yes

Back 41

YES
-The world is a shrinking “global village”. We face a “tragedy of the commons”.
-Corporations are the most powerful social and economic entities on earth (not separate from society).
-Many of our most pressing problems concern, in one way or another, the effects of corporations on society.
-Therefore: Corporations must act as persons, as “global citizens”.

Front 42

Are corporations social actors responsible to society? No

Back 42

-The corporation is not a person and can’t take the responsibilities of a person.
-The executive is the agent of the owners of the corporation. His/her responsibility is to conduct business according to their wishes.
-By exercising “corporate social responsibility” the executive spends other people’s money. This is undemocratic “taxation without representation”.

Front 43

What are the complaints of critics of the Beavis & Butt-head show?

Back 43

Vulgarity
Political incorrectness
Ignorance and stupidity
Cruelty (pyromania)
Violence

Front 44

A stakeholder

Back 44

in an organization is any group or individual who can affect or is affected by the achievement of organization’s objective.

Front 45

are corporations social actors responsible to society.. maybe ask different question?

Back 45

-Perhaps the question of which group is responsible is the wrong one to ask.
-Perhaps we should not look for social responsibility in groups (or in the corporation) but instead look for social responsibility in individual persons.
-Perhaps our question should be: “How can the person take social responsibility for the group or organization?”

Front 46

individuals concerned about issues in their organizations have 3 choices:

Back 46

1. Say nothing (“silence” concern)
2. Voice concern:
Try to create change from within the system (tempered radical)
3. Go outside the system to create change
(whistle-blowers)

Front 47

Courage

Back 47

A virtue of the person not the group (conscience)
An interest beyond the self
A matter of feeling, seeing, and caring for the life of the group/organization
Courage is the moment of social life at which the person acts for the good of the group
Courage integrates the person and group/organization

Front 48

Social responsibility is hard to find in organizations

Back 48

-Multiple stakeholders are affected by organizations
-Moral responsibility is hard to fix in one spot [is everywhere and therefore nowhere?]
-Moral responsibility is too easily and often evaded by groups/organizations

Front 49

Social responsibility is hard for individuals to take

Back 49

-“The good” may be complex, hard to comprehend
-Whistle-blowers are often discouraged by others
-Becoming a whistle-blower requires courage

Front 50

Group energy, identitiy, synergy

Back 50

-energy-group is a higher state of energy
-identity-group has a sense of itself
-synergy-whole is greater than the sum of its part

Front 51

culture groups unite and divide, and thus

Back 51

craete love and hate

Front 52

symptoms of org. culture

Back 52

-language
-artifacts/props
-stories and jargon
-ceremonies/rituals
-dress/uniform
-physical settings

Front 53

three moments in jazz

Back 53

-shared melod(community)
-improvisation(cooperative contest)
-reprise of melody (reconciliation)

Front 54

division of labor

Back 54

= an extemporaneous process whereby people organize their actions in relation to one another; given by a strong but flexible understructure of solidarity, within which persons distinguish themselves.
-mechniacl solidartiy (community)
-struggle for existence (cooperative contest)
-organic solidartiy (reconciliation)

Front 55

durkheim on the invidividaul

Back 55

-Collective life did not arise from individual life; on the contrary, it is the latter that emerged from the former.

-Individuals are much more a product of common life than a determining factor in it.

-Psychological life only becomes widespread when societies develop
-The great difference that separates man from the animals [that explains his unique psychological life] is his greater sociability.

Front 56

two school of org. design

Back 56

-let group organize itself
-impose a structure on group accordign to rational criteria

Front 57

2 possible mgmt responses

Back 57

-threat-rigitidty (assert rational control)
-opportunity-growth(give way to life)

Front 58

peter principle

Back 58

in a hierarchy every employee tends to rise to his level of incompetence