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MBA 704 MCLAUGHLIN TEST 4
Group - ANSWERS-Widely recognized as an important sociological and social psychological unit of analysis in the study of organizational behavior Group Dynamics - ANSWERS-Interactions and forces among group members in social situations Group Dynamic and study of organizational behavior - ANSWERS- Focus is on the dynamics of members of both formal or informal work groups and now, teams in the organization if a group exists in an organization, its members: - ANSWERS-- Are motivated to join
- Perceive the group as a unified unit of interacting people
- Contribute in various amounts to the group processes
- Reach agreements and have disagreements through various forms of interaction Group Dynamics-Kurt Lewin - ANSWERS-describes how a group should be organized and conducted Propinquity - ANSWERS-people affiliate with one another due to spatial or geographical proximity
ex. students sitting next to each other in a class are more likely to form a group rather than those sitting at opposite ends of the room. Propinquity drawback - ANSWERS-It is not analytical and does not begin to explain some of the complexities of group formation and the modern development of globalization and electronic, online networking and telecommuting. Activities, interactions, and sentiments - ANSWERS-the more activities people share, the more interactions they have, or the stronger the sentiments, the more of the other two elements Balance Theory - ANSWERS-people are attracted to one another on the basis of similar attitudes toward common objectives and goals Role in balance theory - ANSWERS-both propinquity and interaction play a role in Exchange Theory - ANSWERS-where a minimum positive level (rewards greater than costs) of an outcome must exist in order for attraction or group affiliation to take place Role in Exchange Theory - ANSWERS-Propinquity, interaction and common attitudes all have roles in
Security Social Punctuated Equilibrium Model Economics (Group Formation) - ANSWERS-Individuals take advantage of group incentive pay plan Security (Group Formation) - ANSWERS-Individuals join group for united front Social (Group Formation) - ANSWERS-Individuals have a strong desire for affiliation Punctuated Equilibrium Model - ANSWERS-Target or mission set that is not easily altered because of inertia; characterized by equilibrium Recognition that tactics must change for mission achievement; characterized by punctuated bursts of activity to complete task Types of Groups - ANSWERS-Primary Coalitions
Membership Reference In-Group/Out-Group Primary Type of Group - ANSWERS--has to be small enough for fairly consistent interaction/communications to occur face to face or electronically
- Different from small group because it also has to have a feeling of comradeship, loyalty and a sense of values among members True - ANSWERS-T/F- Primary groups are small groups but not all small groups aren't primary groups Coalition Type of Group - ANSWERS--Interacting group and deliberately constructed for a reason
- Independent of formal organizational structure and lacking formal internal structure
- Mutual perception of membership and focused on issues relevant to members Membership Type of Group - ANSWERS-Something individuals belong to Reference Type of Group - ANSWERS-Something individuals want to belong to
Group Cohesion Decreased - ANSWERS-By goal disagreement, large size, unpleasant experiences, competition among group members, and domination by one or more members Group/Team Effectiveness Factors - ANSWERS-Task interdependence, Outcome Interdependence, Potency task interdependence (group effectiveness factors) - ANSWERS-how closely group members work together Outcome Interdependence (group effectiveness factors) - ANSWERS- whether/how group is rewarded Potency (group effectiveness factors) - ANSWERS-members' belief that the group can be effective Optimal group composition member types - ANSWERS-shapers (define tasks), coordinators, completers, and team players Informal Groups - ANSWERS-do not have officially prescribed goals and relationships True - ANSWERS-T/F Every formal organization has informal groups and every informal organization eventually evolves some semblance of formal groups.
True - ANSWERS-T/F Formal and Informal Groups go exist and are inseparable Norms - ANSWERS-The "oughts" of behavior Norms strongly enforced by groups when - ANSWERS-1. Aid in group survival and provision of benefits
- Simplify or make predictable the behavior expected of group members
- Help the group avoid embarrassing interpersonal problems
- Express the central values or goals of the group and clarify what is distinctive about the groups Identity Role - ANSWERS-Position that has expectations evolving from established norms
- Consists of a pattern of norms; can be acted out by an individual Informal Work Roles - ANSWERS-Boundary spanner—bridge between units or other groups Buffer—filters negative or disappointing information Lobbyist—tells others how successful/important group is Negotiator—acts on behalf of group to get resources or make deals
- Pressure on an individual members to conform and reach consensus
- No appraisal of alternative courses of action in a decision
- Suppression of deviant, minority or unpopular news Social Loafing - ANSWERS-the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable Teams - ANSWERS-Different than workgroups
- shared leadership roles rather than a clear leader
- individual and mutual accountability rather than just individual
- specific work purposes rather than just organizational purpose
- Collective work products not just individual work-products
- focus on open-ended, active problem-solving meetings
- performance measured directly through collective work products
- Do real work rather than delegating Types of Teams - ANSWERS-Cross-Functional, Self-Managed, Virtual Cross-functional team - ANSWERS--made up of individuals from various departments or functional areas
- need the right members, clear purpose, understand of how group will function, team building activities and early success to keep morale high
Virtual Teams - ANSWERS--Groups of people who work interdependently with a shared purpose across space, time, and organization boundaries using technology.
- Requires appropriate communication channel to fit meeting needs
- effective because of flexibility and focus on information and skills Self-Managed - ANSWERS-Groups of employees who are responsible for managing and performing technical tasks that result in a product or service being delivered to an internal or external customer Positive impact on productivity How to make teams more effective - ANSWERS- 1 - team building 2 - collaboration 3 - leadership 4 - understanding of cultural issues in global situations Team Building - ANSWERS--Understanding the work groups require time/training for cohesion
- Establishes sense of ownership and partnership Collaboration - ANSWERS-Involves learning how to improve interpersonal interactions in group settings while committing to a common agenda
Classical vs. Operant Conditioning- Classical - ANSWERS--Change in stimulus elicits a particular response
- Strength and frequency of behavior determined by the frequency of eliciting stimuli
- Environmental event precedes the behavior
- Unconditional stimulus, serving as a reward, presented every time Classical vs Operant Conditioning- Operant - ANSWERS--Particular response out of many occurs in given stimulus situation
- Strength and frequency of behavior determined by the consequences
- Environmental event follows the behavior
- Reward presented only if correct response is given Cognitive Theories - ANSWERS-Relationship between cognitive environmental cues (e.g., job procedures) and expectations (e.g., incentives) Learn to be more productive by associating taking orders/following directions and expectancies of monetary reward for this effort Social Learning - ANSWERS-Recognizes that learning can also take place via vicarious, or modeling, and self-control processes. Social Cognition - ANSWERS-Goes beyond social learning to recognize that people can initiate, regulate, and sustain their own behavior
Modeling Processes - ANSWERS-Learning takes place through imitating Self-Efficacy - ANSWERS-belief in one's capability to organize and execute courses of action required to produce given attainments Laws of Behavior - ANSWERS-•Desirable or reinforcing consequences will increase the strength of the preceding behavior and increase its probability of being repeated in the future
- Undesirable or punishing consequences will decrease the strength of the preceding behavior and decrease its probability of being repeated in the future
- If behavior is followed by no consequence (negative or positive), the behavior will extinguish over time Reinforcement - ANSWERS-anything that both increases the strength and tends to induce repetitions of the behavior that preceded the reinforcement
- Only reinforcing if it strengths behavior and induces repetition Reward - ANSWERS-something that the person who presents it deems to be desirable positive reinforcement - ANSWERS-strengthen and increases behavior by presentation of a desirable consequence (e.g. recognition)
Guidelines for Discipline - ANSWERS-Always attempt to reinforce instead of punish to change behavior Discipline should attempt to be a learning experience Punishment should be situationally applied; based on experience, etc. Punishment should be progressive (e.g., more severe if repeated) Organizational Reward Systems - ANSWERS-Critical because positive reinforcement affects behavior
- Money as a Reinforcer
- Nonfinancial Rewards Money as a reinforcer - ANSWERS-•Important reward to employees at all levels
- When pay is contingent upon identified performance behaviors, money can be powerful reinforcer Nonfinancial rewards - ANSWERS-Has been ranked higher than financial rewards in some studies Social Recognition and Attention
Performance Feedback Social Recognition and Attention - ANSWERS-Informal recognition and attention that people appreciate if genuine and cannot have too much of More effective if based on behavior and from valued person Performance Feedback - ANSWERS-Satisfies people's desire to know how they are doing Enhances individual performance in behavioral management Behavioral Performance Management - ANSWERS-Also known as OB Modification Applying OB Mod to Behavioral Performance Management Step 1: Identification of Performance Behaviors Step 2: Measurement of Behavior Step 3: Functional Analysis of Behavior Step 4: Development of an Intervention Strategy
functional performance behaviors and/or decelerate dysfunctional behaviors Positive Reinforcement Strategy (Most Effective) - ANSWERS- Person behaves in a certain way to receive desired consequence Punishment-Positive Reinforcement Strategy - ANSWERS- Punishment should never be used alone as OB Mod intervention Punishment should be followed by positive reinforcement of desirable behavior at the first opportunity Behavioral Performance Management Step 5: Evaluation to Ensure Performance Improvement - ANSWERS-Reaction- do people like the new approach? Learning- do people understand theoretical background? Behavioral Change- are behaviors being changed? Performance Improvement- did performance improve? Application of Behavioral Management - ANSWERS-Employee Productivity Improvement in both quality and quantity
Absenteeism and Turnover Reduction in absences and turnover Safety and Accident Prevention Lower accident rates Sales Performance Increased consumer purchases, customer service, and sales forecasting What is leadership - ANSWERS-Defined in different ways Common theme is role on influence in leadership Emphasis on difference between managers and leaders Managers vs. Leaders - ANSWERS-Administers vs. innovates Relies on control vs. inspires trust Short-term view vs. long-term view Accepts status quo vs. challenges status quo
