Ob

Front 1

Describe social loafing.

Back 1

Exerting less effort to achieve a goal when working in a group. Done unconsciously and can be demotivating for the team.

Front 2

Describe free riding.

Back 2

Conscious or deliberate minimisation of effort where it is difficult to measure marginal contribution to the team. No incentive to increase effort because there is no increase in reward. Able to reduce effort without penalty.

Front 3

What are the five stages of Tuckman's Model?

Back 3

1. Forming.

2. Storming.

3. Norming.

4. Performing.

5. Adjourning.

Front 4

Describe the 'Forming' stage of Tuckman's Model.

Back 4

Group members are polite, getting to know each other. Heavily dependent on the direction of the leader. Can last for some time.

Front 5

Describe the 'Storming' stage of Tuckman's Model.

Back 5

Friction as group members vie for position amongst themselves and possibly challenge leadership. Different working styles may lead to frustration. Push against barriers established in 'Forming'.

Front 6

Describe the 'Norming' stage of Tuckman's Model.

Back 6

Group members have worked through differences, appreciate the strengths of each other and respect the authority of the leader. Stronger commitment to team goal.

Front 7

Describe the 'Performing' stage of Tuckman's Model.

Back 7

The group members operate without friction to achieve the team's goal. Leader can delegate much of the work.

Front 8

Describe the 'Adjourning' stage of Tuckman's Model.

Back 8

Team task is complete and group members disband. May be feelings of sorrow.

Front 9

Describe the criticisms of Tuckman's Model.

Back 9

1. Human processes are in a frequent state of variability and flux; hard to create model.

2. Stages aren't robust and demarcation between stages are not clear cut.

3. The process does not necessarily occur in a linear, discontinuous sequence as stated.

Front 10

Describe Gersick's Punctuated Equilibrium Model.

Back 10

Model suggests that groups develop through sudden formation, maintenance, and sudden revision of a framework for performance.

Front 11

Describe the phases of Gersick's Punctuated Equilibrium Model.

Back 11

Stage one: the group is formed and at the first meeting a framework for behavioural patterns and assumptions emerges. Shows little progress during this time.

Midpoint: group experience paradigmatic shift at the calendar midpoint of the project. Work approach and behavioural patterns in transition. Allows capitalisation of learnt knowledge.

Phase 2: second period of inertial movement, plans crystallised from transition. Team experiences effects of past choices at completion.

Front 12

Criticisms of Gersick's Model.

Back 12

1. Doesn't refer to how the phases effect the performance of the team.

2. Assumes that the group must perform only at the end of phase 2.

3. Strict terms of 'first meeting' and 'calendar midpoint' may be unrealistic.

Front 13

What are the four elements of Barry's Distributed Leadership Model?

Back 13

1. Envisioning.

2. Organising.

3. Spanning.

4. Social.

Front 14

What are the eight characteristics of Groupthink?

Back 14

1. Feeling of invulnerability and excessive optimism

2. Discounting warnings that might challenge assumptions.

3. Presence of 'Mindguards' who shield members from dissenting opinions.

4. Unquestioned belief the team is on the right track.

5. Pressure to conform against members who disagree.

6. Shutting down of ideas that deviate from the consensus.

7. Illusion of unanimity in going along with team.

8. Stereotyped views of outsiders ('enemies').

Front 15

What are the characteristics of conformity?

Back 15

Internal acceptance, general reference to an internalised set of values, no external instruction, social facilitation.

Front 16

What are the characteristics of compliance?

Back 16

External coercion, some assessment of the consequences, external instruction, reference to formal value system.

Front 17

Describe what a 'value' is.

Back 17

An expression of what is 'good' or 'right'. Can vary in content and intensity. Can be terminal or instrumental.

Front 18

Describe what an 'attitude' is.

Back 18

Evaluative statement based values related to a specific proposition. Have an affective (emotional), cognitive and behavioural component.

Front 19

Describe what a 'culture' is.

Back 19

The sharing of attitudes, values and beliefs among a large group of people. System of shared understanding that governs how people interact with each other.

Front 20

Define task conflict.

Back 20

Conflict concerning the nature of work to be done.

Front 21

Define process conflict.

Back 21

Disagreement about how the work should be organised and done.

Front 22

What are the five stages of conflict?

Back 22

1. Potential opposition.

2. Cognition and personalisation.

3. Intentions.

4. Behaviour.

5. Outcomes.

Front 23

What are the possible intentions of parties within the five stages of conflict?

Back 23

1. Competing.

2. Collaborating.

3. Avoiding.

4. Compromising.

5. Accomodating

Front 24

Describe distributive bargaining.

Back 24

Zero sum, win/loss outcome with short term focus.

Front 25

Describe integrative bargaining.

Back 25

Variable resources to be divided, potential for a win-win (partial wins are likely). Convergence of interests with a long term focus.

Front 26

Define power.

Back 26

The capacity to influence the behaviour of others.

Front 27

Define politics.

Back 27

The exercise of power to influence outcomes.

Front 28

What is the classification of a politically unaware individual with high self interest?

Back 28

Inept.

Front 29

What is the classification of a politically aware individual with high self interest?

Back 29

Machiavellian.

Front 30

What is the classification of a politically unaware individual with common interest?

Back 30

Naive.

Front 31

What is the classification of a politically aware individual with common interest?

Back 31

Wise.

Front 32

What are the three dimensions of power?

Back 32

1. Managing resources.

2. Managing processes.

3. Managing meaning.

Front 33

What are the different types of first dimension power?

Back 33

- Reward power.

- Coercive power.

- Authority power (formal position).

- Referent power (charisma).

- Expert power.

- Information power.

- Affiliation power.

- Group support (support of many people)

- Budgets and equipment.

Front 34

What are the characteristics of first dimension power?

Back 34

Overt and visible. Power derives from control of resources. Opposition is directly confronted.

Front 35

What are the characteristics of the second dimension of power?

Back 35

Power derives from the control of the decision-making process. Sideline conflict. Less visible. Opposition indirectly confronted.

Front 36

What are the characteristics of the third dimension of power?

Back 36

Power derives from the ability to control meaning. Associates outcomes with skilful use of symbols and language. Power used unobtrusively to prevent opposition. Largely invisible, but still a deliberate use of power to achieve desired outcomes. Conflict averted. Opposition pre-emptively eliminated.

Front 37

What are some internal forces of change?

Back 37

- Problems with performance outcomes.

- Change in strategy, objectives, products.

- Problems with internal processes.

- Fads and promotions.

- Management philosophy, vision, mistakes.

Front 38

What are some external forces of change?

Back 38

- Socio-cultural: shifts in market preferences, tastes.

- Economic: inflation, income level.

- Political and legal: change in regulation, environment and labour practices.

- Technological: digital technology, R&D.

Front 39

What are the two types of change?

Back 39

Evolutionary and revolutionary.

Front 40

What is the name, and some examples of, planned evolutionary change?

Back 40

Adaptive change: updating computer systems, modifications to existing plans.

Front 41

What is the name, and some examples of, unplanned evolutionary change?

Back 41

Transitory change: workers' strike, change in commodity prices, loss of key personnel.

Front 42

What is the name, and some examples of, unplanned revolutionary change?

Back 42

Chaotic change: terrorist attack, hostile takeover.

Front 43

What is the name, and some examples of, planned revolutionary change?

Back 43

Systemic change: major new technology, privatisation, deregulation.

Front 44

What are some characteristics of evolutionary change?

Back 44

Small and slow. Relatively stable. Change of individual parts or departments. Incremental changes. Improvement of existing products.

Front 45

What are some characteristics of revolutionary change?

Back 45

Big and fast. Seek new equilibrium. Transform entire organisation. Create new structure and management. Adoption of radically new technology.

Front 46

What are the characteristics of a change agent?

Back 46

1. Must have the right knowledge.

2. Must have the right attitude.

3. Must have the right skills.

Front 47

What are the steps of a change plan?

Back 47

1. Identify forces causing change.

2. Identify who should be responsible for the change.

3. Identify the problem and the solution.

4. Implement the change (unfreeze and then potentially refreeze).

5. Monitor results, review, and get feedback.

Front 48

What are Beer and Eisenstat's Six Silent Killers?

Back 48

1. Management is too top down or too laissez faire.

2. Unclear strategy, conflicting interests.

3. Ineffective senior management team.

4. Poor vertical communication.

5. Poor horizontal communication.

6. Inadequate skills at lower levels.

Front 49

What is the definition of strategy?

Back 49

The determination of long term goals and objectives of an enterprise and the adoption of courses of action and allocation of resources necessary to carry them out.

Front 50

What are Porter's Five Competitive Forces?

Back 50

- New entrants.

- Bargaining power of suppliers.

- Bargaining power of customers.

- Substitutability of product.

- Industry competition from rival firms.

Front 51

What are Porter's Competitive Strategies?

Back 51

- Cost leader.

- Differentiation.

- Niche.

Front 52

What are the characteristics of Porter's cost leader strategy?

Back 52

- Low cost producer compared to industry.

- Emphasis on efficiency.

- High volume, low margin.

- Standardised products.

Front 53

What are the characteristics of Porter's differentiation strategy?

Back 53

- Unique in its industry in a way that is valued by customers.

- Offers benefits or qualities that are of superior value.

- Low elasticity of demand.

- Must not allow product to be easily imitated.

Front 54

Define exploitation.

Back 54

Making money through existing products.

Front 55

Define the exploitation trap.

Back 55

Not focussed enough on innovation.

Front 56

Define exploration.

Back 56

Discovering new opportunities through innovation.

Front 57

Define exploration trap.

Back 57

Not focussed enough on making money through existing products.

Front 58

What are the four Miles and Snow strategic types?

Back 58

1. Defender.

2. Prospector.

3. Analyser.

4. Reactor.

Front 59

What are some characteristics of a Miles and Snow defender?

Back 59

- Protects existing markets.

- Aims to maintain stable share.

- Emphasis on exploitation.

- Can defend with either cost leadership or differentiation.

Front 60

What are some characteristics of a Miles and Snow analyser?

Back 60

- In between prospector and defender.

- Defends core operations while looking for new opportunities.

- Emphasis on both exploration and exploitation.

Front 61

What are some characteristics of a Miles and Snow prospector?

Back 61

- Entrepreneurial, innovative.

- High growth, risky.

- Dynamic environment, growing market.

- Emphasis on exploration.

Front 62

What are some characteristics of a Mintzberg planned strategy?

Back 62

- Gap analysis (where do we go, how do we get there?).

- Strategy should follow a strict plan.

- Formulation and implementation are separate.

- Decisions are the result of rational analysis.

Front 63

What are some characteristics of a Mintzberg emergent strategy?

Back 63

- Adaptive (responds to unplanned results of planned strategy).

- Strategic change evolves in practice.

- Formulation and implementation intertwined.

- Decisions are the result intuition, opportunism and reflection.

Front 64

Define structure.

Back 64

The division and co-ordination of labour within an organisation.

Front 65

What are the different types of organisational structure?

Back 65

- Simple.

- Functional.

- Divisional.

- Hybrid.

- Matrix.

Front 66

What are some characteristics (including strengths and weaknesses) of a functional structure?

Back 66

- Divides labour according to function (sales, marketing etc.).

- Enhanced communication within dept.

- Enhanced career ladders and development due to expertise.

- Co-ordination difficult due to differentiation.

- Conflicts among departments.

- Issues as business grows and diversifies.

Front 67

What are some characteristics (including strengths and weaknesses) of a divisional structure?

Back 67

- Build customer loyalty.

- Can be evaluated as independent profit centres.

- Better co-ordination and communication among functional specialists within division.

- Management of specific issues.

- Potential disengagement from overall goals.

- Duplication of functions.

- Difficult to realise economies of scale.

Front 68

What are the main different divisional structures?

Back 68

- Division by market (small business, government etc.).

- Division by geography.

- Division by product.

Front 69

What are some characteristics (including strengths and weaknesses) of the hybrid structure?

Back 69

- Provides a way to manage complex organisations.

- Can cater to regional differences.

- Adaptive structure based on mix of other structure types.

- Bureaucratic since organisation isn't natural.

- Costly through loss of economies of scale.

Front 70

What are some characteristics (including strengths and weaknesses) of the matrix structure?

Back 70

- Uses both functional and product structures.

- Flexible.

- Better communication.

- Conflict between product and project managers, role conflict, and stress.

- Expensive.

- Twice the bureaucracy.

Front 71

Describe a mechanistic structure.

Back 71

Stable, centralised, standardised.

Front 72

Describe an organic structure.

Back 72

Dynamic, decentralised, mutual adjustment.

Front 73

What are the elements of the 7S Framework?

Back 73

1. Style.

2. Skills.

3. Strategy.

4. Structure.

5. Systems.

6. Staff.

7. Super-ordinate goals.

Front 74

What are the five components of culture?

Back 74

1. Observable symbols.

2. Physical appearance.

3. Communication.

4. Formal and informal practices.

5. Deeply held values, beliefs and assumptions.

Front 75

What are the three ways to manage culture?

Back 75

1. Integrationist perspective.

2. Differentiationist perspective.

3. Critical perspective.

Front 76

What are some characteristics of the integrationist perspective?

Back 76

- Functional in nature.

- Administered top down.

- High uniformity.

- Create a high degree of convergence of all observable elements of culture.

Front 77

What are some characteristics of the differentiationist perspective?

Back 77

- Functional in nature.

- Administered by middle management.

- Empowers management through diversity.

- Creates culture at the subunit level.

- More natural fit for multi-national organisations.

- Organisational boundaries should be porous to allow for organic development.

Front 78

What are some characteristics of the critical perspective?

Back 78

- Not functional in nature.

- Empowers employees.

- Examines how culture is engineered to exert power over the workforce.

- Emphasises the importance of whistle-blowers to keep dysfunctional cultures in check.