MGMT 101 Final Exam ACTUAL UPDATED QUESTIONS AND CORRECT ANSWERS
Groups Two or more people who interact with each other to accomplish certain goals or
meet certain needs
Teams Groups whose members work intensively together within or across organizations
to achieve a specific common goal or objective
All Teams are groups but not all groups are teams
Strategic Advantages of teams Teams can help organizations to gain a competitive advantage because they can:
1) Enhance its performance (including efficiency, quantity, quality of outputs)
2) Facilitate learning and innovation
3) Increase responsiveness to customers
4) Increase employees' satisfaction and motivation
Types of Process Losses Social loafing
Norms
Groupthink
Groupshift
Conflict
Social Loafing 1) The tendency for group members to exert less individual effort on an additive
task as the size of the group increases (The Ringelman Effect)
2) Freeriding
3) Bunch a people in a group some people work harder then others
,Norms 1) Informal shared guidelines or rules for behavior that most group members
follow
2) Why do group members conform to norms?
--gain rewards, avoid punishments
--identification
--internalization
3) What happens when they deviate from norms?
--accommodation
--correction
--rejection
Idiosyncracy credits Provide some freedom to violate group norms without punishment for people
who have contributed a lot in the past
Groupthink 1) Occurs when the drive to achieve agreement among all group members
overrides realistic appraisal of alternative courses of action
2) Is particularly likely when:
--Group is highly cohesive
--Strong leader with known preferences
--Insulated from outside influences
3) Strong drive to agreement
4) People all thinking alike and pressure not to speak up
(Janis 1982)
Groupshift 1) Tendency of groups to move to extreme positions
2) Reasons - discussion leads to:
--More arguments aired
--More commitment to positions
--Familiarity (makes members bolder)
--Cultural values (one upmanship)
--Diffusion of responsibility
Relationship Conflict 1) Exists when there are interpersonal compatibility issues between group
members
--Usually bad for teams
Jehn, 1995
Task Conflict 1) Exists when there are disagreements between group members about the
content of the task being preformed
--Sometimes helpful for teams (non-routine tasks)
--Sometimes hurtful for teams (routine tasks)
Jehn, 1995
Defining Group Effectiveness 1) Great Output
--Output meets or exceeds standards of those to receive, review, or use it
2) Group Collaboration
--Members becoming increasingly competent at working together as a team
3)Individual Development
--Members' personal growth and well-being are fostered by their team
experience
, 4D Team Effectiveness Pryamid 1) Outcomes
--Team effectiveness
----Great Output
----Collaborative Ability
----Individual Development
2) Enablers
--2A) Shared Mindset
----Shared Idenity
---- Shared Identity
--2B) Supportive Context
----Rewards
----Information
----Training
----Resources
--2C) Strong Structure
----Right People
----Sound Design
--2D) Direction must be (compelling direction)
----Clear
----Challenging
----Consequential
The Four D's DISTRIBUTED
--Geographically (across the world)
--Structurally (across the organization)
DIVERSE
--Nationally (e.g., origin, culture, language)
--Demographically (e.g., race, gender, age)
DYNAMIC
--Fluid team membership (members move in and out of team)
--Multiple team membership (members work on several teams)
DIGITAL
--Use technologies to communicate
--Use technologies to collect and analyze data
Used for talking about teams today
--Team today often lack shared identity and understanding--> leads to 4d team
pyramid
Organizational Design 1) Managerial choices that formalize the patterns of interactions between an
organization's people and tasks
--Work (micro level)
--Structure (macro level)
Interdependence The degree to which workers/groups in an organization rely upon each other to
accomplish their own tasks and the organization's goals
Pooled Interdependence Workers don't really interact they just pool their outputs at the end of the day
Sequential Interdependence Workers pass task along from one person to the next
Groups Two or more people who interact with each other to accomplish certain goals or
meet certain needs
Teams Groups whose members work intensively together within or across organizations
to achieve a specific common goal or objective
All Teams are groups but not all groups are teams
Strategic Advantages of teams Teams can help organizations to gain a competitive advantage because they can:
1) Enhance its performance (including efficiency, quantity, quality of outputs)
2) Facilitate learning and innovation
3) Increase responsiveness to customers
4) Increase employees' satisfaction and motivation
Types of Process Losses Social loafing
Norms
Groupthink
Groupshift
Conflict
Social Loafing 1) The tendency for group members to exert less individual effort on an additive
task as the size of the group increases (The Ringelman Effect)
2) Freeriding
3) Bunch a people in a group some people work harder then others
,Norms 1) Informal shared guidelines or rules for behavior that most group members
follow
2) Why do group members conform to norms?
--gain rewards, avoid punishments
--identification
--internalization
3) What happens when they deviate from norms?
--accommodation
--correction
--rejection
Idiosyncracy credits Provide some freedom to violate group norms without punishment for people
who have contributed a lot in the past
Groupthink 1) Occurs when the drive to achieve agreement among all group members
overrides realistic appraisal of alternative courses of action
2) Is particularly likely when:
--Group is highly cohesive
--Strong leader with known preferences
--Insulated from outside influences
3) Strong drive to agreement
4) People all thinking alike and pressure not to speak up
(Janis 1982)
Groupshift 1) Tendency of groups to move to extreme positions
2) Reasons - discussion leads to:
--More arguments aired
--More commitment to positions
--Familiarity (makes members bolder)
--Cultural values (one upmanship)
--Diffusion of responsibility
Relationship Conflict 1) Exists when there are interpersonal compatibility issues between group
members
--Usually bad for teams
Jehn, 1995
Task Conflict 1) Exists when there are disagreements between group members about the
content of the task being preformed
--Sometimes helpful for teams (non-routine tasks)
--Sometimes hurtful for teams (routine tasks)
Jehn, 1995
Defining Group Effectiveness 1) Great Output
--Output meets or exceeds standards of those to receive, review, or use it
2) Group Collaboration
--Members becoming increasingly competent at working together as a team
3)Individual Development
--Members' personal growth and well-being are fostered by their team
experience
, 4D Team Effectiveness Pryamid 1) Outcomes
--Team effectiveness
----Great Output
----Collaborative Ability
----Individual Development
2) Enablers
--2A) Shared Mindset
----Shared Idenity
---- Shared Identity
--2B) Supportive Context
----Rewards
----Information
----Training
----Resources
--2C) Strong Structure
----Right People
----Sound Design
--2D) Direction must be (compelling direction)
----Clear
----Challenging
----Consequential
The Four D's DISTRIBUTED
--Geographically (across the world)
--Structurally (across the organization)
DIVERSE
--Nationally (e.g., origin, culture, language)
--Demographically (e.g., race, gender, age)
DYNAMIC
--Fluid team membership (members move in and out of team)
--Multiple team membership (members work on several teams)
DIGITAL
--Use technologies to communicate
--Use technologies to collect and analyze data
Used for talking about teams today
--Team today often lack shared identity and understanding--> leads to 4d team
pyramid
Organizational Design 1) Managerial choices that formalize the patterns of interactions between an
organization's people and tasks
--Work (micro level)
--Structure (macro level)
Interdependence The degree to which workers/groups in an organization rely upon each other to
accomplish their own tasks and the organization's goals
Pooled Interdependence Workers don't really interact they just pool their outputs at the end of the day
Sequential Interdependence Workers pass task along from one person to the next
