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 Ch 9 Formal group Tuckman s Group Development Process Stage 1 Forming Group members tend to be uncertain and anxious about their roles the people in charge and the group s goals Mutual trust is low Stage 2 Storming Time of testing Individuals try to determine how they fit into the power structure Procrastination may occur Stage 3 Norming Questions about authority and power are resolved through unemotional matter of fact group discussion Group cohesiveness a we feeling binding group members together Stage 4 Performing Activity focused on solving task problems Climate of open communication strong cooperation and lots of helping behavior Stage 5 Adjourning Work is done Time to move on to other things Team Roles Roles are expected behaviors for a given position In a team there are TASK ROLES and MAINTENANCE ROLES Task Roles Enable the group to define clarify and pursue a common purpose Maintenance Roles Keep the group together Team Building A host of techniques aimed at improving the internal function of work groups For example getting faculty members to engage in collaboration by taking everyone to a paintball course Build Trust Self Managed Teams groups of workers who are given administrative oversight for their task domains Administrative oversight involves delegated activities such as planning scheduling monitoring and staffing Page 1 of 15 Ch 10 Rational Model of Decision Making Optimizing Producing the best possible solution Satisficing Choosing a solution that meets some minimum qualification one that is good enough Garbage Can Model of Decision Making Decision making is sloppy Decision results from complex interactions of 4 independent stream of events Problems Solutions Participants And Choice Opportunities Perception Biases This one has a lot of crap Its good to learn it generally Availability heuristic tendency to base decisions on information readily available in memory Representativeness heuristic tendency to assess the likelihood of an event occurring based on impressions about similar occurrences Confirmation bias The confirmation bias has two components The first is to subconsciously decide something before investigating why it is the right decision This directly leads to the second component which is to seek information that supports our point of view and to discount information that does not The anchoring bias occurs when decision makers are influenced by the first information received about a decision even if it is irrelevant Overconfidence bias The overconfidence bias relates to our tendency to be overconfident about estimates or forecasts The hindsight bias occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier Framing bias This bias relates to the manner in which a question is posed Escalation of commitment bias The escalation of commitment bias refers to the tendency to stick to an ineffective course of action when it is unlikely that 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 represents a process of conscientiously using the best available data and evidence when making managerial decisions Ch 11 Conflict Personality conflict Page 2 of 15 interpersonal opposition driven by personal dislike or disagreement Managers and Intergroup conflict conflict among work groups teams and departments Too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking The top priority for managers faced with intergroup conflict is to identify and root out specific negative linkages between or among groups Managers are therefore wise to note negative interactions between members and groups and determine if influential third parties are gossiping negatively about another member or group Devil s Advocacy assigning someone the role of critic A neutral third party informally acts as a communication conduit A third party usually a manager informally urges disputing parties to Alternative Dispute Resolution Facilitation deal directly with each other in a positive and constructive manner Conciliation between disputing parties A panel of trustworthy coworkers selected for their ability to remain Peer review objective hears both sides of a dispute in an informal and confidential meeting Ombudsman Someone who works for the organization and is widely respected and trusted by his or her coworkers hears grievances on a confidential basis and attempts to arrange a solution Mediation The mediator a trained third party neutral actively guides the disputing parties in exploring innovative solutions to the conflict Arbitration Disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal court like setting often complete with evidence and witnesses Ch 12 Communication Communication noise interference with the transmission and understanding of a message Personal Barriers any individual attribute that hinders communication 1 Variable skills in communicating effectively 2 Variations in how information is processed and interpreted 3 Variations in interpersonal trust 4 Stereotypes and prejudices 5 Big egos Page 3 of 15 6 Poor listening skills 7 Natural tendency to evaluate other s messages 8 9 Nonverbal communication Inability to listen with understanding Jargon Jargon is another key semantic barrier and represents language or terminology that is specific to a particular profession group or company Communication styles Assertive style expressive and self enhancing but does not take advantage of others Aggressive style expressive and self enhancing but takes unfair advantage of others Nonassertive style timid and self denying behavior Email as communication BENEFITS Reduced cost of distributing info paper cost Increased Teamwork DRAWBACKS Wasted time and effort Information Overload Neglect of other media Increased cost to organize store and monitor MANAGING EMAIL Do not assume it is confident Be professional and courteous Avoid sloppiness Do not use for complex issues Keep brief and clear Save peoples time Be careful with attachments Ch 13 Influence tactics Power bases Reward power obtaining compliance with
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