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33 Cards in this Set
- Front
- Back
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Tuckman's model of group development |
Forming: little agreement, unclear purpose Storming: increase clarity of purpose Norming: agreement, consensus, facilitation Performing: clear vision and purpose, focused on goal achievement Adjourning: task completion. Good feeling of success
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Punctuated Equilibrium Theory |
Forming & performing leads to storming which leads to norming which leads to performing. |
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McGraths IPO Framework IPO= Inputs, processes, outputs |
3 Inputs: Organizational, team, individual.
3 Inputs lead to processes which leads to performance
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McGraths outputs of teams |
Performance outcomes: quality and quantity
Affective outcomes: satisfaction of members, commitment, cohesion after task. |
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When and why it is good to use teams |
Teamwork - joint action by a team of people in which individual interest are subordinated to team unity. |
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Characteristics of groups and teams |
3 traits: interdependence, social interaction, and common purpose. Ex. Family, poker groups
Teams are a little more organized Ex. ER teams, firefighters |
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Group cohesion, components, and effects |
Defined - Interpersonal glue that makes members of a group stick together.
Task - based on interest and task
Interpersonal - based on liking |
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Social Loafing |
Defined - failure of a group member to contributed personal time, effort, thoughts, or other resources to the group. |
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Conflict management styles |
avoiding - want to stay out of conflict.
accommodating - concerned that your party's goals are met. Unconcerned with getting your way.
competing - trying to satisfy your own interest.
collaborating - arriving at a solution agreeable to all through open discussion.
compromising - every party gives up something to reach a solution. |
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Explicit and tacit knowledge |
Explicit - knowledge acquired from manuals or documents. You will learn knowledge of content and facts
Tacit - knowledge acquired from experience. Skills and practical intelligence. Not easily communicated. |
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Rational model of decision making |
1. recognize the problem and need for decision 2. identify the objective of the decision 3. gather information 4. list and evaluate alternatives 5. select best course of action 6. implement the decision 7. gather feedback 8. follow up |
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Decision making problems |
1. limited information 2. faulty perceptions 3. escalation of commitment |
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Bounded rationality |
A theory that suggests that there are limits to how rational a decision maker can actually be. |
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Satisfice |
To select the first alternative that is "good enough" because the costs, time, and effort are too great to optimize. |
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Selective perception and projection |
Perception - the tendency to see the environment as it effects only YOU.
Projection - tendency to believe others think, feel, and act as you do. |
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Advantages and Disadvantages of group decision making |
Advantages: 1. more knowledge through pooling of group resources 2. increase acceptance and commitment due to voice and decisions. 3. greater understanding due to involvement in decision.
Disadvantages: 1. domination by one forceful member or click. 2. amount of time required. 3. pressure in groups to conform. |
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Group decision making techniques |
Brainstorming - used to generate alternatives Ex. express ideas that come to your head, about quantity of ideas, and don't criticize ideas
Nominal group technique - used to generate alternatives. Ex. list ideas on own paper, share our ideas, discuss to clarify and build on ideas, individual submit votes.
Devils advocacy - one group member will be a critic.
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Kotter's distinguishing features between managers and leaders |
Managers - take an organization and make it function the way it was suppose to function.
Leaders - creating a vision for the future, a way to buy into it and make a vision a reality. |
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French and Ravens bases of power |
Reward - ability to control incentives
Coersive - ability to punish
Legitimate - recognition of valid power
Expert - knowledge or skills to reach goals
Referent - based on liking and attraction |
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Trait approach to leadership |
Focus
Strengths - intuitively appealing, some empirical support
Criticism - no definitive lists of leadership traits |
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Behavioral approach to leadership |
Lewin studies:
Autocratic - strong, directive, controlling actions. Followers have little influence. Democratic - followers have high influence Laissez Faire - none leadership, fails to accept responsibilities. |
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Contingency approach to leadership |
Recognizes that leader traits and the situation interact to effect leader effectiveness.
Path-goal theory - leaders adapt leadership style to fit needs of subordinates and the situation. |
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Transformational leadership |
Inspire to achieve high levels of performance.
4 I's - 1. idealize influence (charismatic leadership) 2. inspirational motivation 3. intellectual stimulation 4. individualized consideration |
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Organizational Design |
Process on constructing and adjusting an organizations structure to achieve a strategic goal. |
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Differentiation |
How work is divided in an organization
Vertical - difference in authority and responsibility
Horizontal - degree of differentiation between organizational subunits.
Spacial - geographic |
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Job Analysis |
-systematic process of gathering information about jobs
-building block for HR Information Gathered: -work activities -worker requirements -physical requirements -job context |
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Scientific management and Work Simplification |
-scientific management emphasizes work simplification -specification of task activities for workers -best way to maximize efficiency is assembly lines. |
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Job Rotation |
no change in job content but employees are rotated among different jobs |
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Job Enrichment |
Building motivating factors into a job.
Ex. creativity, challenging, more control over decisions
Vertical loading - provide more task variety and great descretion in performing tasks |
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Functions of Organizational Culture |
1. provide a sense of identity for employees 2. is a sense-making device for employees 3. reinforce organizational valves 4. control employee behavior |
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Organizational Culture |
perfections of what the organization is like in terms of practices, policies, routines, and rewards |
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Organizational development interventions |
Management by objectives - specific, measurable goals
Team Building - Designed to improve work group effectiveness
Survey feedback - employees surveyed about attitudes and perceptions |
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Jake |
Jake Redlinger |
