MAN3240 Organizational Behavior Final Exam Study Hints Chapters 9 15 Multiple choice questions are worth 2 points each There are 50 MC questions on the exam Review the following to be prepared for this portion of the test Group is formed by manager to help the organization accomplish its goals o Group members tend to be uncertain and anxious about their roles the people in Ch 9 Formal group Tuckman s Group Development Process Stage 1 forming charge and the group s goals o Mutual trust is low Stage 2 storming o Time of testing o Individuals try to figure out how they fit into the power structure Stage 3 norming group discussion Stage 4 performing o Questions about authority and power are resolved through unemotional matter of fact o Group cohesiveness a we feeling binding group members o Activity focused on solving task problems o Climate of open communication strong cooperation and lots of helping behavior Stage 5 adjourning o Work is done o Time to move to other things Team Roles Roles expected behaviors for a given position Task roles enable the group to define clarify and pursue a common purpose Maintenance roles foster supportive and constructive interpersonal relationships o Keep group together Team Building Term for a host of techniques aimed at improving the internal functioning of work groups Strives for greater cooperation better communication and less dysfunctional conflict Self Managed Teams Groups of workers who are given administrative oversight for their task domains o Administrative oversight involves delegated activities such as planning scheduling Proposes that managers use a rational four step sequence when making decisions monitoring and staffing Ch 10 Rational Model of Decision Making o Stage 1 identify the problem or opportunity o Stage 2 generate alternative solutions o Stage 3 evaluate alternatives and select a solution o Stage 4 implement and evaluate the solution chosen Optimizing Producing the best possible solution Page 1 of 7 Satisficing Choosing a solution that meets some minimum qualifications Garbage Can Model of Decision Making Decision making is sloppy and haphazard Decisions come from the interaction of four independent streams of events o Problems o Solutions o Participants o Choice opportunities Perception Biases Availability heuristic Confirmation bias o Two components Anchoring bias does not irrelevant Overconfidence bias Hindsight bias o Decision makers tendency to base decisions on info that is readily available in memory Representativeness heuristic o People estimate the probability of an event occurring Subconsciously decide something before investigating why it is the right decision Seek information that supports our point of view and to discount information that o Decision makers are influenced by the first info they receive about a decision even if it is o Relates to our tendency to be overconfident about estimates or forecasts o When knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier Framing bias o Relates to how the question is posed o The tendency to consider risks about gains differently than risks pertaining to losses o Refers to the tendency to stick to an ineffective course of action when it is unlikely that Escalation of commitment bias the bad situation can be reversed Judgment Heuristics Rules of thumb or shortcuts that people use to reduce information processing demands Evidence based Decision Making Using the best available data and evidence when making managerial decisions Ch 11 Conflict Process in which one party perceives its interests are being opposed or negatively affected by another party Personality conflict Managers and Intergroup conflict Interpersonal opposition driven by personal dislike or disagreement Intergroup conflict conflict among work groups teams and departments Contact hypothesis the more the members interact the less intergroup conflict Managers should identify and root out negative links between groups Devil s Advocacy Assigning someone the role of critic Alternative Dispute Resolution Page 2 of 7 Avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration Ch 12 Communication Exchange of info between a sender and receiver and the interference perception of meaning between the individuals involved Communication noise Interference with the transmission and understanding of a message Personal Barriers Any individual attribute that hinders communication o Variable skills in communication effectively o Variation in how information is processed and interpreted o Variations in interpersonal trust o Stereotypes and prejudices o Big egos o Poor listening skills o Natural tendency to evaluate others messages o o Nonverbal communication Inability to listen with understanding Represents language or terminology that is specific to a particular profession group or o Expressive and self enhancing but does not take advantage of others o Expressive and self enhancing but takes unfair advantage of others o Timid and self denying behavior Jargon company Communication styles Assertive style Aggressive style Nonassertive style Email as communication Pros Cons o Reduced costs o Increased teamwork o Increased flexibility o Wasted time and effort o Info overload o Neglect of other media Ch 13 Influence tactics Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Pressure Legitimating tactics Power bases Page 3 of 7 Reward power Coercive power Legitimate power Expert power Referent power Open Book Management o Obtaining compliance by promising or granting rewards o Obtaining compliance through threatened or actual punishment o Obtaining compliance through formal authority o Obtaining compliance through one s knowledge or information o Obtaining compliance through charisma or personal attraction Basis of open book management is that the information received by employees should not only help them do their jobs effectively but help them understand how the company is doing as a whole Any attempt to control or manipulate the images related to a person organization or ideas Mental representations of the traits and behaviors possessed by leaders Sources of Organizational Uncertainty Unclear objectives Vague performance measures Ill defined decision processes Strong individual or group competition Any type of change Impression management Ch 14 Leadership Prototype Traits of
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