MGMT 560: Review Quiz

Reframe, use power to educate, build them a golden bridge, step to their side, go to the balcony

Use power to educate, build them a bridge, reframe, step to their side,

Go to the Balcony, user power to educate, reframe, build them a golden bridge, step to their side

Go to the Balcony, Step to their side, reframe, build them a golden bridge, user power to educate

Evaluation apprehension and conformity

Devil's Advocate

Production blocking

Multi-tasking

Performance matching

Consistency: procedures should be consist for every situation and person

Bias suppression: procedures should not be affected by personal self-interest

Accuracy: procedures should be based on accurate and valid info

Voice: allow those affected to have input in the decision making processes

Informal and Formal Q & A sessions to engage all stakeholders

A team charter?

Management by exception: Degree to which leader takes corrective action on the basis of results of leader-follower transactions

Active: Monitor follower behavior, anticipate problems, and take corrective actions before the behavior creates serious difficulties

Passive: Wait until the behavior has created problems before taking action

Set goals and clear expectations

Provides support and recognition

Gets people to look beyond their self-interest.

Monitor team size

Copy another successfull teams approach

Use checklist

The risk technique

Appoint a devil's advocate

Set Limits

Avoid tunnel vision

Extend the time frame

Second solution

Transformational leadership

Cognitive Ability

Emotional Intelligence

Transactional leadership

Individual Consideration

The ability to repair trust as fast as possible

Bases of power

Behaviors of the leader

Percieved fairness

Sound moral and ethical principles

All of the above

SET LIMITS Ideally, a team should determine at the outset what criteria and performance standards justify continued investment in the project or program in question.

AVOID THE BYSTANDER EFFECT: In many situations, especially ambiguous ones, people are not sure how to behave and do nothing because they don't want to appear foolish. This dynamic explains the bystander effect, or the tendency to not take action when others are around.

AVOID TUNNEL VISION: Get several perspectives on the problem. Ask people who are not personally involved in the situation for their appraisal.

RECOGNIZE SUNK COSTS: Probably the most powerful way to avoid escalation of commitment is to simply recognize and accept sunk costs. Sunk costs are resources, such as money and time, previously invested that cannot be recovered. If making the initial decision today, would you make the investment currently under consideration (as a continuing investment), or would you choose another course of action? If the decision is not one that you would choose anew, you might want to start thinking about how to terminate the project and move to the next one.

AVOID BAD MOOD: Unpleasant emotional states are often implicated in poor decision making. Negative affect (such as bad mood, anger, and embarrassment) leads to nonoptimal courses of action—holding out the hope for some highly positive but risky outcome. When people are upset, they tend to choose high-risk, high-payoff options.

EXTERNAL REVIEW: In some cases, it is necessary to remove or replace the original decision makers from deliberations precisely because they are biased. One way to do this is with an external review of departments

Charisma or idealized influence:

Inspirational motivation

Intellectual stimulation:

Idealized Influence

Inspirational Motivation

Individual Consideration

Intellectual Stimulation

Contingent Rewards

Informal recognition

Conscientiousness, Agreeableness, Neuroticism, Opennes to experience, Extraversion

Completeness, Agreeablenss, Neuroticism, Opneness to experience, Extraversion

Conscientiousness, Agreeableness, Emotional intelligence, Opennes to experience, Extraversion

Conscientiousness, Agreeableness, Emotional intelligence, Opennes to experience, Motivation

Halo Bias

Cutthroat cooperation effect

Faultines

Percieved unfariness

Establish a team charter

Set high quantity goals

Utilize informal recognition

Team members with lots of weak ties are best

Mood

Being in groups

Being hungry

Time

Now the issue is whether or not these issues will persist into the future •Identify, acknowledge, and assume responsibility •Offer an apology (guilt + regret) •Voluntarily paying a financial penalty

The most comprehensive way in which trust can be repaired is by affecting the truth of the violation •Challenge the notion •Provide tangible evidence •Provide verbal denials (as long as consistent with the evidence)

Observers subtract the effect of the situation and attribute what remains to the actor •Provide an external excuse •Provide a justification

Job Design

Improving group creativity

Transformational leadership

Ways to avoid groupthink

Goal Setting

Job Design

Motivating groups

Providing rewards and punishment

Enlist, Envisage, Understand, Motive, Communicate, Act, Consolidate

Communicate, Envisage, Understand, Enlist, Motivate, Consolidate, Act

Understand, Enlist, Envisage, Motivate, Communicate, Act, Consolidate

None of the above

Enlist

Understanding

Communicating

Coming up with a vision

None of the above

What is the effect on the stakeholders?

Who is the Sponsor?

Who is the Change Agent?

Who are the key Stakeholders?

Who are the helpers?

Who are the resisters?

None of the above

Motivate

Act

Consolidate

Understand

None of the above

Create a sense of urgency

Communicate the vision and strategy to all stakeholders

Share information and communicate honestly

Develop a strategy: "how you'll get there"

Make it personal

All of the above

Consolidate

Communicate

Motivate

Enlist

None of the above

Threats to team creavitity

Groupthink

Hidden Profile

LMX Theory

None of the above

Structured team decision-making

Ways to eliminate procedurally fariness

MBE practices

Procedurally fairness

Ways to avoid group decision-making pitfalls

Management by Exception (MBE)

Transactional Leadership

Tranformational Leadership

Individualized Consideration

Management by exception (Active)

Management by exception (Passive)

Contingent Reward

Intellectual Stimulation

Inspriational Motivation

All of the above

Hidden profile effect

Consequencess of the "common information effect"

Groupthink

Threats to team

Monitor team size

Make sure everyone is in a postive mood

Offer Contingent Rewards

The risk technique

Force the team to find a secon solution

Appoint a devil's advocate

Extend the time frame

All of the above

Groupthink

Pressure of time

Lack of transformational leadership

Lack of contingent rewards

Faultlines, Fautlines

Conflict, Fautlines

Faultlines, Conflict

Conflict, Conflict

None of the above

Groupthink

Team Efficacy

Team Effectiveness

Team Creativity

Leader-Model-Exchange

Leader-Member-Exchange

Leader Mechanix

None of the above