MPO Test 3 Review PDF

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Review for test 3...

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Chapter 8: Decision Making and Creativity 1.

Define decision making  Decision Making: identifying and choosing alternative solutions that lead to a desired state of affairs

2.

Label and discuss the rational decision making process  Rational Decision Making: how managers should make decisions; assumes managers are completely objective and posses complete information  Stage 1: Identify the problem/opportunity  Stage 2: Generate alternative solutions  Stage 3: Evaluate alternatives  Stage 4: Implement and evaluate the solution  If solution fails then go back to Stage 1

3.

Describe the basic principles of the two main models of non-rational decision making  Normative Model: guided by bounded rationality – decision makers are bounded by a variety of constraints when making decisions  Intuition Model: expertise and feelings go through the process

4.

Discuss the concepts of bounded rationality, satisficing, and intuition in Simon’s normative model of non-rational decision making  Bounded Rationality: decision makers are restricted by constraints when making decisions  Satisficing: something that is good enough  Intuition: expertise and feelings go through the process

5.

Discuss the concepts of explicit and tacit knowledge in the intuition model of non-rational decision making  Fit under expertise sources  Explicit Knowledge: information that can easily be put into words  Tacit Knowledge: information gained through experience, you just know it like a gut feeling

6.

List eight common decision-making biases and explain how each affects decision-making  Confirmation Bias: having only the facts of your side, not interested in the other side  Overconfidence Bias: overconfident about forecasting or estimating  Availability Bias: lazy decision maker, based on the most recent information you have  Representativeness Bias: based on previous situations  Anchoring Bias: based on last information, even if it is irrelevant  Hindsight Bias: trying to predict the situation, 50/50 chance  Framing Bias: relates to how questions are framed  Escalation of Commitment Bias: when you make the wrong decision and you don’t want to say you’re wrong, like fixing up a car for too much money instead of buying a new one

7.

Explain evidence-based decision making, including the concept of big data  Using the best data and evidence to make decisions  Big Data: vast quantity of data for decision making; transparent and usable; think of marketing

8.

Discuss the advantages and disadvantages of group decision making  Advantages:  Greater pool of knowledge  Difference approaches to a problem  Greater commitment to a decision  Better understanding of decision rationale  More visible role modeling  Disadvantages:

9.

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Social pressure Few people dominate: they become the voice of the group Goal displacement: individual goal may conflict the group

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Goupthink: a mode of thinking that people engage

Define the concept of groupthink and explain the common symptoms  Individuals are deeply cohesive in-group

 

Make decisions and discuss as one person Symptoms:  Inherent Morality: individual morals and values are applied to the group  Invulnerability:  Rationalization  Stereotyped views of opposition  Self-censorship  Illusion of unanimity  Peer pressure  Mindguards

10. List and explain three practical problem-solving techniques  Brainstorming: multiple ideas and alternatives for solving problems  Delphi Technique: submit anonymous ideas  Decision Support Systems: computer-based interactive systems that help decision makers use data and models to solve unstructured problems

Chapter 6: Groups and Teams 1.

Define the concept of a work group and distinguish between formal and informal groups  Work Groups: share norms and goals  Formal Groups: assigned to complete specific goals  Informal Groups: friendship or common interest

2.

List the two basic functions that formal groups fulfill, and explain the components of each  Formal groups fulfill:  Organizational Functions: accomplish more than individuals alone, new ideas, problem solving, implement decisions  Individual Functions: need for affiliation, self-esteem, test perceptions of social reality, reduce anxiety

3.

Explain the concepts of group roles and norms  Group Roles: expected behaviors; could be by specific people doing a specific thing  Group Norms: attitudes, opinions, feelings, actions shared by people that guide behavior; shared phenomena

4.

Differentiate between task roles and maintenance roles in work teams  Task Role: Enable work group to define, clarify, and pursue a common purpose (keep group on track)  Maintenance Role: Foster supportive and constructive interpersonal relationships (keep group together)

5.

Identify and describe the five keys essential to high team performance  Focused on problem solving  Trust has been created with previous stages  Strong cooperation  Open communication  Helping behavior

6.

Label and describe the five stages of group development in Tuckman’s model  Stage 1: Forming  Ice Breaking stage  Trust is low  Positions are uncertain  Stage 2: Storming  Testing leader’s policies and assumptions and how they fit  Sub groups take shape  Subtle forms of rebellion occur  Stage 3: Norming  Struggles are resolved  Group becomes cohesive  Interdependence of members  Stage 4: Performing  Focused on problem solving  Trust has been created with previous stages  Strong cooperation  Open communication  Helping behavior  Stage 5: Adjourning  Work is done

7.

Define the concept of a work team and explain how teams differ from groups  Work Team: shared purpose, goals, everyone mutually accountable  Difference: leadership is shared, accountability is collective and individual, purpose, problem solving, group effectiveness

8.

List and describe five common teamwork competencies

     9.

Contributes to the team’s work Constructively interacts with team members Keeps team on track Expects quality work Possesses relevant knowledge, skills, and abilities for team’s responsibilities

Explain the concept of social loafing as a threat to team performance  Social Loafing: individual effort declines as group size increases  Produces low quality work, cause others to have to take their share, distract or disrupt the work of the group

10. Identify the best strategies for avoiding social loafing in teams  Limit group size  Assure equity of effort  Hold people accountable  Offer hybrid rewards 11. List and describe six actions to facilitate effective team-building 1. Break the Ice: share relevant details 2. Don’t Reinvent the Wheel: what has worked in the past 3. Communicate a Purpose and Plan 4. Play to Strengths: match skills to responsibilities 5. Clarify Decision Making: how to deal with conflicts in the future 12. Define the concept of virtual teams and list the best practices for effective virtual teams  Virtual Teams: use electronic ways to connect  Best Practices: virtually celebrate milestones, adapt communications, partner, availability, pace, updates, communication skills are essential, share the love, develop productive relationships with key people on team, communications skills are essential 13. List and describe the eight characteristics of high performing teams  Participative Leadership  Shared Responsibility  Aligned on Purpose  High Communication  Future Focused  Focused on Task  Creative Talents  Rapid Response 14. Describe the relationship between team size and team performance  A large team will not function well; keep to ten or fewer

Chapter 7: Managing Conflict and Negotiations

1.

Define conflict and discuss the nature of conflict in organizations  Conflict: Occurs when one party perceives that its interests are being opposed or negatively affected by another party  Whether is exists is a perceptual issue  Different levels if severity o Overt and violent to more subtle forms

2.

List and explain the most common causes of conflict  Change in Tactics: light tactics to heavy tactics; threats, power play, violence  Number of Issues  Issues from Specific to General: can evolve into a general disliking or intolerance of the other party  Number of Parties  Goals Change

3.

Distinguish between functional and dysfunctional conflict  Functional Conflict: constructive or cooperative conflict  Consultative interactions  A focus on the issues  Mutual respect  Useful give and take  Dysfunctional Conflict: threatens an organization’s interests

4.

Explain the most common reasons for avoiding conflict  Fear of getting what you want: people who feel undeserving or fear the consequences of success  Harm, rejection, damage or loss of relationships, anger, being seen as selfish, saying the wrong things, failing, hurting someone else, getting what you want  Avoiding conflict makes it grow

5.

Describe the three desired outcomes of conflict management  Agreement: equitable and fair agreements  Stronger Relationships: help conflicting parties build goodwill and trust  Learning: functional conflict can promote greater self-awareness and creative problem solving

6.

List and describe the common forms of conflict  Personality Conflicts:  Interpersonal Opposition: based on personal dislike or disagreement  Intergroup Conflicts:  Conflict States: shared perceptions, group thinking, less creativity  Conflict Processes: members interactions aimed at working through task and interpersonal disagreements  Conflict Technology:  Work-family conflict: Occurs when the demands or pressures from the work and family are mutually incompatible  Incivility: Any form of socially harmful behavior such as, aggression, harassment, bullying  Bullying:  Bullying is most often evident to others  Bullying affects even those that are NOT bullied  Bullying has group-level implications

7.

Discuss the most frequent styles of conflict handling (integrating, obliging, dominating, avoiding, compromising) and when they should be used  Integrating: Problem solving; confront the issue and cooperatively identify the problem, generate and weigh alternatives, select solution (issues are complex)

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Obliging: Smoothing; minimize differences and highlight similarities to please the other party (you believe you may be wrong) Dominating: Forcing; other party is largely ignored, formal authority to force compliance (speedy decision is needed) Avoiding: passive withdrawal from the problem and active suppression of the issue (cooling-off period is needed) Compromising: give-and-take approach with moderate concern for both self and others; parties have opposite goals and equal power (goals of the parties are mutually exclusive)

8.

Define negotiation  Negotiation: give-and-take decision-making process involving parties with different preferences

9.

Compare and contrast distributive and integrative bargaining  Distributive Bargaining: Win/Lose  Integrative Bargaining: Win/Win

10. Outline the five steps of the added-value negotiation process 1. Clarify Interests 2. Identify Options 3. Design Alternative Deal Packages 4. Select a Deal 5. Perfect the Deal 11. Discuss five tips for managing emotions in the negotiation process  Ideal Emotions: how you want to feel going in the negotiation  Managing Emotions: prepare in advance to be in the ideal emotional state  Hot Buttons: what could throw you off balance  Keeping Balance: how you regain balance if lost  Emotions After: how you want to feel when you’re finished

Chapter 9: Power, Influence & Politics 1.

Define power and list and describe the different bases of power that leaders can use to affect followers’ behavior

 o

o o o o o o

Power: ability to marshal human, informational, and other resources to get something done; influence others; managers need self confidence Legitimate Power: title; formal authority  Positive  commitment  Negative  compliance Reward Power: providing/granting rewards; bonuses  compliance Coercive Power: threats of punishment and deliver actual punishment compliance Expert Power: have valued knowledge or information over those who need the knowledge or information  commitment Referent Power: personal characteristics and social relationships to obtain compliance  commitment Position Power (associated with job or person): Legitimate, reward, coercive Personal Power (independent of job or position): expert, referent

2.

Explain when each of the different forms of power is most appropriate to use in organizations o Expert and Referent: generally positive o Reward and legitimate power have slightly positive effect o Coercive power has slightly negative effect o Reward, Coercive, Negative Legitimate produce COMPLIANCE o Positive Legitimate, Referent, Expert produce COMMITMENT

3.

Define the concepts of structural and psychological of empowerment o Structural Empowerment: job design, team design, changing policies, changing procedures; increases effective decision making, performance, well-being (management is transferring from themselves to followers) o Psychological Empowerment: sense of meaning, competence, self-determination, impact at work, related to selfefficacy; inputs  empowerment  outcomes

4.

List and describe nine common influence tactics o Rational persuasion: facts o Inspirational appeals: knowing what gets people excited o Consultation: getting influence from employees about decision making o Ingratiation: getting someone in a good mood before asking them to do something o Personal Appeals: friendship/loyalty o Exchange: offer rewards o Coalition Tactics: use others to influence their decisions o Pressure: using threats o Legitimizing Tactics: authority

5.

Explain when each of the different influence tactics is likely to be most and least effective o Consultation, inspirational appeal, rational persuasion: effective and socially acceptable o Pressure, Coalition, Legitimating: ineffective and socially unacceptable, targets feel manipulated o Incretion and personal appeals: effective only to subordinates and peers o Match Tactics to Influence Outcomes: match tactics with commitment or compliance

Chapter 10: Leadership Effectiveness

1.

Define the concept of leadership and explain the difference between leading and managing o How an individual influences a group to achieve a common goal

2.

Summarize the evolution of leadership theories, from trait theories to modern approaches to leadership o Trait: identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers;  Intelligence  Dominance  Self-Confidence  Level of Energy and Activity  Task-Relevant Knowledge  Task-Orientation and the expansion into interpersonal attributes  Negative Traits: Narcissism, Machiavellianism, Psychopathy o Behavior: identify unique behaviors displayed by leaders (hard to change which one you are)  Task-Oriented Leader Behavior:  Initiating Structure: leader behavior defines what employees should be doing  Transactional Leadership: clarifying employees; role and requirements; positive and negative rewards  Relationship-Oriented Leader Behavior:  Consideration: creating mutual respect and trust for group needs and desires  Empowerment: creates psychological empowerment (control over their work); intrinsically drive motivation  Servant-Leadership: increased service to others; employees, customers, and community the first priority o Contingency: Fred Fiedler; situational theory  Leader’s effectiveness is contingent on how it fits with the situation

3.

Explain the relationship between emotional intelligence and leadership in organizations o Emotional intelligence has a small, positive, and significant association with leadership effectiveness o Input for transformational leadership

4.

Discuss research on the relationship between gender and leadership in organizations o Men more task, autocratic, directive o Women more social, democratic, participative and score higher on ratings o Equally assertive

5.

Define servant leadership and understand the characteristics of a servant leader o Put everyone before yourself o Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth of people, building community

6.

Discuss the basic premises of Fiedler’s Contingency Theory o Effectiveness is determined by the leadership style with the situation o Situational Control  Leader-Member Relations: leader has support of work group  Task Structure: structure within the task itself  Position Power: formal power

7.

Discuss the basic premises of the Path Goal Theory o Robert House; Situational Theory o Leader behaviors are effective when employees view them as a source of satisfaction or paving the way to future satisfaction o Reduce roadblocks, provide guidance, rewards for goal accomplishment

8.

List and describe the different types of leader behavior, according to the Path Goal Theory o Path/Goal Clarifying o Achievement-Oriented Behaviors: setting goals o Work-Facilitation Behaviors: planning, scheduling, organizing, counseling o Supportive Behaviors: showing concern for well-being

o o o o 9.

Interaction-Facilitation Behaviors: resolving conflict, facilitating communication Group-Oriented Decision-Making Behaviors: posing problems to work group Representation and Networking Behaviors: work group positively to others, favors Value-Based Behaviors: passion for a vision

Define transformational leadership and explain the key ways transformational leaders change their subordinates o Transformational Leadership gets employees to pursue organizational goals over self-interests o Inspirational Motivation: charisma, vision for the future, emotional arguments, optimism and enthusiasm o Idealized Influence: leaders be a good role model; pride, respect, and trust within employees o Individualized Consideration: providing support, encouragement, empowerment, and coaching to employees; give attention to the needs of employees o Intellectual Stimulation: encourage employees to question the status quo and seek new solutions; more task-oriented...