Exam 3 Study Guide

Exam 3 Study Guide - Exam 3 Study Guide 1 Cross functional...

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Exam 3 Study Guide: 1. Cross functional team – staffed by specialists pursuing a common objective from different departments 2. Norming – conflicts are resolved, close relationships develop and unity and harmony emerges. The group may now evolve into a team. a. Group cohesiveness (a “we” feeling binding group members together) develops in this stage 3. Advantages and Disadvantages of a Large Team a. Advantages: More resources, better division of labor b. Disadvantages: less interaction, lower morale 4. Social Loafing – more people in a group this is more likely to occur, the tendency of people to exert less effort when working in groups than when working alone 5. Devil’s Advocacy – playing the role of criticism to test whether a proposal is workable. Assign someone the role of critic to voice possible objections 6. Abilene Paradox – (Irvin Janis) a cohesive groups blind unwillingness to consider alternatives. Striving for unanimity overrides their motivation to realistically appraise alternative courses of action 7. 5 Sources of Power a. Legitimate power – power that results from managers formal positions within the organization b. Reward power – power that results from manager’s authority to reward their subordinates. c. Coercive power – power that results from managers authority to punish their subordinates d. Expert power- power that results from ones specialized information or expertise. If you know something someone else doesn’t or have the best skills, then you have power over them e. Referent power – power deriving from one’s personal attraction. Characterizes strong, visionary leaders who are able to persuade their followers using their personality, attitudes, or background 8. Situational Leadership Theory – leadership behavior reflects how leaders should adjust their leadership style according to the readiness of the followers. Managers should be flexible in choosing a leadership behavior style and be sensitive to the readiness level of their employees 9. Transactional Leadership – focusing on clarifying employees roles and task requirements and providing rewards and punishments contingent on performance. Encompasses the fundamental managerial activities of setting goals and monitoring progress toward their achievement. Best in stable situations 10. Transformational Leadership – transforms employees to perform organizational goals over self interests a. Transactional leaders try to get people to do ordinary things, transformational leaders try to get people to do exceptional things 11. Servant Leadership – (Robert Greenleaf) focus on providing increased services to others meeting the goals of both followers and the organization rather than to themselves
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12. Decoding – interpreting and trying to make sense of the message (receiver does this) 13. Media richness – indicates how well a particular medium conveys information and promotes learning. Richer the better. Face to face -> videoconferencing -> telephone
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This note was uploaded on 12/06/2011 for the course MGT 3304 taught by Professor Cpneck during the Fall '07 term at Virginia Tech.

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Exam 3 Study Guide - Exam 3 Study Guide 1 Cross functional...

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