Mgt 305 1st EditionExam # 2 Study GuideChapter 14 – Managing Teams1. What are the defining features of a group that were discussed in class?A group is defined as two or more interacting and interdependent individuals who come together to achieve specific goals. Formal groups are work groups defined by the organization and have designated work assignments. Informal groups are social groups in the workplace which tend to occurnaturally and are based around friendship or common interests2. What are the definitions and examples of Tuckman’s 5 stages of group development?5 stages of group development: forming, storming, norming, performing and adjourningForming Stage: the first stage of group development in which people join the group and then define the group’s purpose, structure and leadership. This stage is completed when members begin to think of themselves as part of the group. Storming Stage: characterized by intragroup conflict. A relatively clear hierarchy of leadership and agreement on the group’s direction emerge.Norming Stage: one in which close relationships develop and the group becomes cohesive. There is now a strong sense of group identity and the group assimilates a common set of expectations. Performing Stage: when the group is fully functional and works on group task. This is the last stage of development for permanent work groups. Adjourning: for temporary work groups this is the final stage of group development. During this stage the group prepares to disband, they are concerned with wrapping activities rather than task performance.3. What are the definitions and examples of McGrath’s I-P-O model of teams?IPO stands for Input, Process and Output-External Conditions:-Organization’s Strategy-Authority relationships-Availability of resources (Equipment)-Organizational Culture-Formal rules and regulations -Employee selection criteria-Performance management system-Physical layout of workspace-Group performance is dependent on individual resources of members:KSAs (Knowledge, Abilities, Skills)-Personality Traits4. What are the definitions and examples of “Group Structure” discussed in the Group Performance Model?Roles: behavior patterns expected of someone occupying a given position in a social unitStatus: a prestige grading, position, or rank within a groupSocial Loafing: the tendency for individuals to expend less effort when working collectively thanwhen working individuallyGroup Cohesiveness: the degree to which group members are attracted to one another and share the group’s goalsNorms: standards and expectations that are accepted and shared by a group’s membersSize: the smaller the group, the faster they are at completing the tasks. Jeff Bezos’s (Amazon CEO) “two-pizza” philosophy which states that a team should be small enough to be fed with twopizzas.Groupthink: when a group exerts extensive pressure on an individual to align his or her opinion with others’ opinionsChapter 17 – Motivating Employees1. What are the definitions, examples and differences between intrinsic and extrinsic motivation?Motivation: set of energetic forces that originate within and beyond an individualIntrinsic (internal)-Autonomy-Belonging-Curiosity-Love-Learning-Mastery-MeaningExtrinsic (external):-Badges-Competition-Punishment-Gold stars-Money-Rewards2. What are the key components, definitions, and examples of Maslow’s Hierarchy of Needs?Also known as hierarchy of needs theory. This theory proposes that within every person is a hierarchy of five needs:-Physiological needs: a person’s need for food, drink, shelter, sex and other physical requirement-Safety needs: a person’s needs for security and protection from physical or emotional harm-Social needs: a person’s needs for affection, belongingness, acceptance and friendship-Esteem needs: a person’s needs for internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attention.-Self-actualization: a person’s need for growth, achieving one’s potential, and self-fulfillment; becoming what one is capable of becoming3. What are the key components, definitions, and examples of McGregor’s Theory X/Y? Proposes two assumptions about human nature: Theory X and Theory Y. Theory X (negative): the assumption that employees dislike work, are lazy, avoid responsibility and must be controlled to perfumeTheory Y (positive): The assumptions that employees are creative, enjoy work, seek responsibility, and can exercise self-direction 4. What are the key components, definitions, and examples of Herzberg’s Two Factor Theory?Also referred to as motivation-hygiene theory, proposes that intrinsic factors (motivators) are related to job satisfaction, while extrinsic factors (hygiene factors) are associated with dissatisfaction. Hygiene factors: supervision, company policy, relationship with supervisor, salary, statusMotivators: achievement, recognition, work itself, responsibility, advancement, growth 5. What are the key components, definitions, and examples of McClelland’s Three Needs Theory?This motivation theory says that three acquired (not innate) needs – achievement, power and affiliation – are major motives in work-Need for achievement (nAch): the drive to succeed and exceed in relation to standards-Need for power (nPow): the need to make other behave in a way they would not have behaved otherwise-Need for affiliation (nAff): the desire for a friendly and close interpersonal relationship6. What are the key components, definitions, and examples of the Job Characteristics Theory?Identifies 5 core job dimensions and their impact on employee productivity and motivation:-Skill variety: the degree to which a job requires a variety of activities so that the employee can use a number of different skills and talents-Task identity: the degree to which a job requires completion of a whole and identifiable piece ofwork-Task significance: the degree to which a job has a substantial impact on the lives or work of the people-Autonomy: the degree to which a job provides substantial freedom, independence and discretionto the individual in scheduling the work and determining the procedures to be used in carrying it out-Feedback: the degree to which carrying out work activities required by a job results in the individual’s obtaining direct and clear information about his or her performance effectiveness7. What are the key components,