Tags & Description
Group
Two or more freely interacting individuals who share norms and goals and have a common identity
Formal groups
Assigned by organizations to accomplish specific goals
Informal groups
Members’ overriding purpose for meeting is friendship or a common interest
Roles
A set of expected behaviors for a particular position
Task roles
keep the group and the group’s work on track; enable work group to define, clarify, and pursue a common purpose
Maintenance roles
Keep the group together; foster supportive and constructive interpersonal relationships
Norms
Attitudes, opinions, feelings, or actions shared by two or more people that guide behavior
Punctuated equilibrium model of group development
portrays groups as experiencing long periods of inertia with brief revolutionary changes prompted by members’ awareness of time and deadlines; common type of group development in groups with deadlines
Team
A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
Social loafing
The tendency for individual effort to decline as group size increases
Virtual teams
Teams that work together over time and distance via electronic media to combine effort and achieve common goals
Conflict
occurs when one party perceives that its interests are being opposed or negatively affected by another party
Functional conflict
is constructive or cooperative conflict that is characterized by:
Consultative interactions
A focus on the issue
Mutual respect
Useful give and take
Dysfunctional conflict
threatens an organization’s interests
Incivility
Any form of socially harmful behavior
Bullying
different from other forms of incivility
Programmed conflict
Conflict that raises different opinions regardless of the personal feelings of the managers
Gets contributors to either defend or criticize ideas based on relevant facts rather than personal preference or political interest
Devil’s advocacy
assigning someone the role of critic
Dialectic method
fostering a structured debate of opposing viewpoints
Negotiation
A give-and-take decision-making process involving two or more parties with different preferences
integrating
interested parties confront the issue and cooperatively identify it, weigh alternatives, and select a solution
obliging
tends to show low concern for yourself and a great concern for others
minimize differences & highlight similarities to please the other party
dominating
high concern for self and low concern for others
i win, you lose
other party’s needs are ignored
avoiding
passive withdrawal from the problem and active suppression of the issue are in common
compromising
give-and-take approach with moderate concern for self and others
appropriate when parties have opposite goals or possess equal power
Distributive negotiation
Concerns a single issue—a “fixed pie”—in which one person gains at the expense of another
integrative negotiation
Negotiation in which numerous interests are considered, resulting in an agreement that is satisfactory for both parties
Added value negotiation
The negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship
contact hypothesis
Suggests that the more members of different groups interact, the less intergroup conflict they will experience
Decision-making
identifying and choosing from among alternative solutions that lead to a desired state of affairs.
Rational decision-making
a model that explains how managers should make decisions, in a perfect world. It assumes managers are completely objective and possess full information for their decisions
Non-rational decision-making
models that explain how managers actually make decisions. These models assume decision making is uncertain, that decision-makers possess incomplete information, and that managers struggle to make optimal decisions.
Satisficing
seeking solutions that are satisfactory and sufficient (rather than optimal)
normative model
describes the process that managers actually use when making decisions
intuition model
Consists of judgments, insights, or decisions that come to mind on their own, without explicit awareness of the evoking cues and of course without explicit evaluation of the validity of these cues
Bounded rationality
the notion that decision makers are “bounded” or restricted by a variety of constraints when making decisions.
Heuristics
cognitive shortcuts or biases that are used to simplify the process of making decisions
Evidence-based decision making
the process of conscientiously using the best available data and evidence when making managerial decisions.
Big data
the vast quantity of data available for decision making; the collection, sorting, and analysis of that information, and the techniques to do so.
Groupthink
a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, and when members’ strivings for unanimity override their motivation to realistically appraise certain courses of action.
Consensus
reached when all members can say they either agree with the decision or have had their chance to speak their minds and were unable to convince the others of their viewpoint; everyone agrees to support the outcome
Brainstorming
helps groups generate multiple ideas and alternatives for solving problems.
Delphi technique
a group process that generates anonymous ideas or judgments from physically dispersed experts in multiple rounds of brainstorming.
Decision support system
computer-based interactive systems that help decision makers to use data and models to solve unstructured problems.
confirmation bias
Pertains to how we selectively gather information
overconfidence bias
Results in overestimating our skills relative to those of others and overestimating the accuracy of our predictions
availability bias
a decision maker’s tendency to base decisions on information readily available in memory
representativeness bias
Leads us to look for information that supports previously formed stereotypes
anchoring bias
Occurs when decision makers are influenced by the first information they receive about a decision, even if it is irrelevant
hindsight bias
Occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier
framing bias
Relates to the manner in which a question is posed or framed. It leads us to change the way we interpret alternatives
escalation of commitment bias
The tendency to hold to an ineffective course of action even when it is unlikely the bad situation can be reversed
Power
The ability to marshal human, informational, and other resources to get something done; the discretion and the means to enforce your will over others
Legitimate power
derived from a position of authority inside the organization and is sometimes referred to as “formal authority”
Reward power
exists when someone has control over the resources or rewards another person wants; obtains compliance by promising/granting rewards
Coercive power
exists when a person has control over punishments in an organization; operates primarily on the principle of fear
Expert power
derived from a person’s expertise, skill, or knowledge on which others depend
Referent power
exists when one’s personal characteristics and social relationships are used to gain compliance; others have a desire to identify and be associated with a person
Position power
Power associated with a job or position. Includes…
Legitimate Power
Reward Power
Coercive Power
Personal power
Power independent of job or position. Includes…
Expert Power
Referent Power
Resistance
least desired response to an influence attempt
Compliance
when a person does only what has been asked, no more or no less; will do only what is required but not go above and beyond
Commitment
occurs when a person really buys into a request/influence attempt; they believe in the cause and often go above and beyond to ensure its success. This is the best type of response from the influencer’s perspective
Empowerment
Efforts to enhance employee performance, well-being, and positive attitudes by:
Giving employees greater influence
Transferring authority and responsibilities from management to employees
Structural empowerment
Based on transferring authority and responsibilities from management to employees
Psychological empowerment
Occurs when employees feel a sense of:
Meaning
Competence
Self-Determination
Impact at Work
Influence tactics
Conscious efforts to affect and change a specific behavior in others
rational persuasion
trying to convince someone with reason, logic, or facts
inspirational appeals
trying to build enthusiasm by appealing others’ emotions, ideals or values
consultation
getting others to provide insights, experience or information you can use in planning and making decisions
integration
getting someone in a good mood prior to making a request
personal appeals
referring to friendship and loyalty when making a request
exchange
making explicit or implied promises and trading favors
coalition tactics
getting others to support your efforts to persuade someone
pressure
demanding compliance or using intimidation or threats
legitimating tactics
basing a request on authority or right, organizational rules or policies, or explicit/implied support from superiors
liking
ppl tend to like those who like them
reciprocity
societal norm that says good and bad deeds should be repaid in kind is virtually universak
social proof
people tend to follow the lead of those most like themselves.
consistency
people tend to do what they commit to, especially publicly or to others
authority
people tend to defer to and respect credible experts
scarcity
people want items, information, and opportunities that have limited availability