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69 Cards in this Set
- Front
- Back
Groups
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2+ people, interdependent relationship, perceive selves as part of a group pursuing a common goal
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Formal Group
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Intentionally created by the organization.
1. Task group: short lived function 2. Standing: A group that stays around. |
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Informal Group
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Spontaneous
1. Interest Groups: Created by people who have a shared interest. 2. Friendship groups. |
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Why do people form groups?
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1. Protection and Advancement
2. Mutual interests/ Activities 3. Inherent social need |
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Five-Stage model of group formation
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Forming: Group comes together
Storming: Hierarchical pecking order determined Norming: Behaviors, expected or approved of behavior Performing: Doing Task Adjourning: Post task and dissolution |
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Punctuated Equilibrium Model
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Formation --> equilibrium-->Midpoint-->equilibrium-->Deadline
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Role
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Position within a group. Position defined by group.
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Role Ambiguity
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Not sure of role, who does what
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Role conlfict
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Occupying two roles and roles in conflict
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Task Oriented Roles
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Dean Vs. Faculty
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Socio-emotional roles
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Leader or follower support, advice. Wheres my place?
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Individual-oriented roles
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Satisfying individual roles
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Norms
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Expected behavior of a role
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Why are norms so powerful?
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small rewards for conforming coupled with large punishments
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Development of Roles
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1. Precedents set over time
2. Generalize from other groups 3. Intentionally set by leader/members (employee handbooks) 4. Learned from critical incidents (memorable event that crystalizes norm) |
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Formal Role
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Status is obvious, given by organization
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Informal Role
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Status not as obvious, conferred by group members
Ascribed vs. Achieved |
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Idiosyncrasy credits
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If you have enough status you can afford to break rules.
Don't over use credits! |
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Conformity
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Tendency to obey norms
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Why do we conform?
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Social Control
Informational Value: If we don't know what to do we look to others |
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Cohesion
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Degree to which members value leadership
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How do you increase cohesion?
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Shared goals and perceived similarity
Difficulty of group entry Strong external threat Easier to encourage in smaller groups Shared successes Stable Memberships |
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Social Loafing
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Individual effort decreases in a group
Can be offset by group cohesion |
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How do you reduce social loafing?
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Individual accountability
Small groups Members evaluate group members performance |
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Social Facilitation Effect
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Individual performance in front of audience may be harmed or facilitated.
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Social Drive Theory
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1. Audience increases arousal
2. Arousal decreases cognitive capacity 3. Rely on habits (practice) |
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GroupThink
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Compulsion of a highly cohesive group to form a unanimous decision.
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What are risk factors of group think?
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Overconfidence of the group
- History of unwarranted success - Sense of moral superiority Hurried decision making Pressure for conformity Close group of very similar people |
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Preventing group think
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Includes outsiders
2nd Chance meeting (have group members come back to discuss after initial decision.) Dialectic Reasoning (Devils advocate, question everything) |
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Group Polarization Effect (Risky Shift)
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Group decision making leads to decisions more extreme than those of individuals
- Effective persuasion of other group members - Desire to maintain relative standing (competition who can be best) |
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How is group effectiveness measured?
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Productivity:
- Good problem solving entities (creativity, sharing of ideas) - Team output (better than individual output if more complex) Team maintenance: Do team members wish to maintain membership? Team member satisfaction: Teams encourage job satisfaction |
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Costs of increased productivity
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Group think
Increased need for coordination Conflict between group members Loss of clear leadership |
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Inputs
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KSA's (Knowledge skills and Abilities)
Group level factor: Group size, structure, cohesion Environmental level factors org structure and reward systems Org Resources/limitations |
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Processes
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Norms around communication
Conflict resolution Task Strategy "Potency" - Self efficacy in a group setting |
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Outputs
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Task Performance
Satisfaction, Are people happy? Group maintenance |
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Job Redisign
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Away from individual focus to team based
- Participative leadership - Task variety, significance and identity |
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Interdependence
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Task and goal interdependence: Mutual gain through completion of tasks and goals
Feedback and Rewards |
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Group composition
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Complementary skills: Skills that mesh well, technical abilities
Personality: Interpersonal communication, self mgmt. Moderate Diversity: - More diverse --> Higher performance but take longer - Less Diverse --> Get started quick but low-ceiling Size: Small, large enough to complete task |
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Context
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Teams incorporated correctly: Appropriate pre-work, composition and leadership
Organizations must value and be committed to teams Industry factors: Less routine and more judgement provides better venue for teams |
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Process
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Communication
Cooperation Team building interventions |
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Obstacles to team building
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Lack of full mgmt support: Role model and get piece in place
Poor compensation systems: Difficult within a team Lack of employee support: - Some people like working alone - Interpersonal skills |
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Machine metaphor
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Older view: Industrial age
Inputs, processes, outputs |
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Biological metaphor
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Newer
Systems within systems Emphasis on adaptation Responding to the environment Shaping the environment |
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Formal configuration of Org Structure
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Task responsibility and authority, delegation
Org Chart |
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Weber's Ideal Beaucracy (machine like)
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Machine-like and fair
Dimensions: Vertical or horizontal structure Centralization: Decision making power held by fewer Formalization: Lots of rules and policies etc. Complexity: Greater complexity yields greater specialization Division of labor: Divide the processes into small pieces Line vs staff: Line working directly with product, staff exists so line can operate |
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Neoclassical View
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Movement away from machine like structure
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Natural selection model
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Motivated to survive
Environmental "demands" structural adaptation Environmental complexity varies (# and types of relationships) |
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Market x Technology Model (market)
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Market factors - What/who is your market?
- Stable? Predictable number and type of customers - Turbulent? Unpredictable number and type of customers |
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Market x Technology Model (Technology)
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Stable? Predictable processes
Turbulent? Unpredictable processes |
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Market x Technology Model (Mechanistic)
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Low technology and low Market.
Hierarchy rules and procedures |
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Market x Technology Model (Organic)
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High tech, High Market
Who and how we serve is unpredictable, flat org that is adaptable "flock of birds" |
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Market x Technology Model (Market dominated MAtrix)
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High Market, low Technology
Fashion, cards. Based on markets |
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Market x Technology Model (Tech)
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High Tech, low Market
Based around engineers and creativity |
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Mintzbergs Framework of Org Structures (Includes)
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The operating Core
The strategic Apex The middle line Technostructure Support staff |
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Operating Core
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Those who carry out the work
Form a professional Beaucracy Formal setting, professionals operating independently Hard to have them focus on common goal |
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Strategic Apex
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Form a simple structure (few layers in respect to org chart)
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The middle line (middle mgmt)
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Creates a divisional structure
Power is held in middle mgmt Typically a beaucracy |
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The technostructure
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Specialists responsible for operation of org activities
Software specialists A Machine beaucracy |
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Support Staff
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The advisors and consultants
Those who provide indirect support Creats an adhocracy Puts a lot of power in consultants who you became dependent on |
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Functional Deptartment organizations
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Departments defined by function ( shipping, packaging)
Creates specialization Avoid duplication of effort Lose sight of "Big picture" Grocery store hospital |
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Product based departmentalization
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Org defined by product rather than function
Lose specialization but gain cohesion |
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Matrix departmentalization
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Multiple product lines, Multiple departments in each line
Two boss structure Easy to develop conflict Lot of communication at product head positions Requires a lot of coordination, more popular with a medium sized company |
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Horizontal Orgs
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A completely flat org
Maybe w/ out vertical authority Consulting, advertsing Org changes quickly School of fish |
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Virtual Organization
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Maybe operating core
Borrow parts of other companies Usually short term Create Pseudo org by contracting for all other aspects of org |
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Conglomerates
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Multiple individual companies, operating under a larger parent organization.
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Strategic Alliances (mutual service consortium)
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Combine services for mutual benefit
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Strategic Alliances (Joint venture)
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Complementary Comapnies
- Two difference but complementary organizations that joing to capitalize on an opportunity. |
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Strategic Alliances (value chain partnershp)
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Complimentary orgs where one supplies for other.
Pixar and Disney, Pixar makes the movie, disney distributes |
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Multi-National Alliances
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Companies in different countries
Often one in a developed country, one in developing country. Disadvantages: - Culture Clash - Different societal, government, trade barriers, etc. |