MAN FINAL EXAM REVIEW 73 MC questions Ch 9 Formal group Tuckman s Group Development Process 5 stage theory of group development Forming storming norming performing adjourning o Forming individual how do I fit in group why are we here Group members tend to be uncertain and anxious about their roles the people in charge and the group s goals Mutual trust is low o Storming individual what s my role here Group why are we fighting over who is in charge and who does what Time of testing Individuals try to determine how they fit into the power structure Procrastination may occur o Norming individual what do the others expect me to do Group can we agree on roles and work as a team Questions about authority and power are resolved through unemotional matter of fact group discussion A we feeling binding group members together o Performing individual how can I best perform my role group can we do the job properly Activity focused on solving task problems Climate for open communication strong cooperation and lots of helping behavior o Adjourning individual what s next group can we help member s transition out Individuals give up a measure of their independence when they join and participate in a group Work is done Time to move on to other things Team Building catchall term for a host of techniques aimed at improving the internal functioning of work groups Team building workshops strive for greater cooperation better communication and less dysfunctional conflict Intent is to get the groups out of the regular work environment and interacting with each other is positive ways Self Managed Teams groups of workers who are given administrative oversight for their task domains Administrative oversight involves delegating activities such as planning scheduling monitoring and staffing They plan and schedule their work and monitor each other s work They work with HR to discipline employees if need be Tend to be given more responsibility and are a lot more effective Not having to go through the chain of command saves time and money In group traits Group think o Members of in groups view themselves as a collection of unique individuals while they stereotype members of other groups as being all alike o In group members see themselves positively and as morally correct while they view members of other groups negatively and as immoral o In groups view outsiders as a threat o In group members exaggerate the differences between their group and other groups This typically involves a distorted perception of reality Page 1 of 7 Ch 10 Rational Model of Decision Making Bounded Rationality Optimizing represents the notion that decision makers are bounded or restricted by a variety of constraints when making decisions The idea that as human beings we can only take in so much data and so our decisions by default are flawed Optimizing is the idea that rather than trying to find a good enough answer to the problem that you should try to find the best given the circumstances Satisficing choosing a solution that meets come minimum qualifications one that is good enough Garbage Can Model of Decision Making decision making is sloppy and haphazard Decisions result from complex interaction of four independent streams of events problems solutions participants and choice opportunities Perception Biases how you feel Hindsight and overconfidence Judgment Heuristics rules of thumb or shortcuts that people use to reduce information processing demands About how you relate the current situation to a previous experience or how you take early data instead of getting new data Be familiar with all 8 of them Availability is an example Decision making styles analytical conceptual directive behavioral Value oriented reflects the extent to which an individual focuses on either task and technical concerns or people and social concerns when making decisions Tolerance for Ambiguity extent to which a person has a high need for structure or control in his life Evidence based Decision Making EBDM represents a process of conscientiously using the best available data and evidence when making managerial decisions KNOW THE STEPS Rational decision making has 4 steps Ch 11 Conflict disagreement Personality conflict interpersonal opposition driven by personal dislike or 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 List of steps that is suggested on what does a manager do Identifying the sources of conflict in the group and get rid of them doing team building btwn the groups Devil s Advocacy assigning someone the role of critic Alternative Dispute Resolution Types avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration The intent of ADR according to a pair of Canadian labor lawyers is that it uses faster more user friendly methods of dispute resolution instead of traditional adversarial approaches such as unilateral decision making or litigation o Integrating interested parties confront the issue and cooperatively identify the problem generate and weigh alternative solutions and select a solution Appropriate for complex issues plagued by misunderstanding o Obliging smoothing tends to minimize differences and highlight similarities to please the other party Appropriate when it is possible to get something in return o Dominating forcing relies on formal authority to force compliance Appropriate when an unpopular solution must be implemented Page 2 of 7 o Avoiding involves either passive withdrawal from the problem or active suppression of the issue Appropriate for trivial issues o Compromising give and take approach involves moderate concern for both self and others Appropriate when parties have opposite goals o KNOW EXAMPLES OF THESE Functional vs Dysfunctional conflict o Functional characterized by consultative interactions a focus on the issues mutual respect and useful give and take Also called constructive conflict o Dysfunctional threatens the organization s interests Ch 12 Communication Communication Noise could be actual noise Interference with the transmission and understanding of a message Communication Barriers personal communication issues barriers in the environment semantic barriers language Jargon represents language or terminology that is specific to a particular profession group or company Another key semantic barrier Communication styles o Assertive pushing hard
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