notes_MGMT101_summary of the book

Programmed conflict elicit diff opinions without

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Programmed conflict (elicit diff opinions without people’s emotions) i.xii.4.a. Devil’s advocacy – role of a critic i.xii.4.b. Dialectic method – role playing two sides of a proposal to test whether it is workable i.xiii. More types of conflict – i.xiii.1. Relationship –based on personalities i.xiii.2. Task – based on the work i.xiv. Team effectiveness based on individual development and well-being, viability (team has ability to work together), performance (output measures) i.xv. Team inputs – skills and experience (diversity is good), demographics (gender and ethnicity – diversity can cause conflict), personality and motives i.xv.1. Extraversion – sociability. Six facets: friendliness, gregariousness, assertiveness, activity level, excitement-seeking, cheerfulness i.xv.1.a. Strengths: positive, good socially
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i.xv.1.b. Weakness: impulsive, irritates introverts i.xv.2. Conscientiousness – dependability. Six facets: competence, orderliness, dutifulnees, achievement striving, self-discipline, cautiousness i.xv.2.a. Strengths – less likely to make mistakes, goal- oriented i.xv.2.b. Weakness – less flexibility and creativity, blindly follow rules, irritated by non-conscientious people i.xv.3. Agreeableness – prosocial orientation, harmony. Trust, morality, altruism, cooperation, sympathy i.xv.3.a. Strenghts – gets along w others i.xv.3.b. Weakness – sacrificing values and principles i.xv.4. Emotional stability – anxiety, anger, depression, self- consciousness, immoderation, vulnerability i.xv.4.a. Strengths for those low in this – critical thinking, preparation, strong emotions i.xv.4.b. Weakness – unpleasant emotions, avoid social interactions i.xv.5. Openness – broard-minded. Imagination, artistic interaction, liberalism, intellectual curiosity, feeling-oriented, i.xv.5.a. Strengths – Originality , diverse experiences i.xv.5.b. Weakness – lack of focus/self-awareness i.xvi. Individual level outcomes i.xvi.1. Conscientiousness (best at team level) is strong predictor of individual performance in organizations i.xvi.2. Extraversion and conscientiousness predict leadership emergence i.xvi.3. Extraversion, emotional stability, and openness predict leadership effectiveness i.xvii. Self-limiting behavior i.xvii.1. Definition: The general tendency for individuals in groups to limit their involvement and withhold effort.: Six causes of this behavior i.xvii.1.a. The presence of someone with expertise i.xvii.1.b. The presentation of a compelling argument i.xvii.1.c. Lacking confidence in one’s ability to contribute i.xvii.1.d. An unimportant or meaningless decision i.xvii.1.e. Pressure from others to conform i.xvii.1.f. A dysfunctional decision-making climate i.xviii. Autonomy and task meaningfulness lead to more successful teams i.xix. Slide 9 wk 13 mcgrath model 12. Lecture 11: Organizational evolution – a. Performance gaps – org not achieving desired outcomes b. Evolution occurs through periods of convergence and reorientation b.i. Convergence - better internal fit to achieve stability
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b.ii. Simultaneous changes in the transformation process (triggered by external misfits and performance problems c.
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