Exam 4 Study Review:

Chapter 13
Types of Teams: Work, Project, Cross-functional, Self-Managed, and Virtual.

Work teams have a clear purpose that all members share. Typically permanent, and members must give
their complete commitment to the team’s purpose for the team to succeed.

Project teams are assembled to solve a particular problem or complete a specific task. Members can
meet just once or work together many years, depending on the nature of the assignment, and can meet
face to face or virtually.

Cross functional teams are designed to include members from different areas within an organization.
Can service any purpose, they can be work teams or project teams, and their assignment can be long or
short term.

Self-managed teams are groups of workers who are given administrative oversight for their task
domains. Common chores are work scheduling and customer interaction, and the least common are
hiring and firing. Found at shop-level in factory settings.

When creating self-managed teams, ensure a leader quickly emerges. Select the right individuals to join
the team and provide proper training for team members.

Virtual teams work together over time and distance via electronic media to combine effort and achieve
common goals.

Members/Individuals develop their roles based on the expectations of the team, or the organization,
and of themselves. Two types of team roles are task and maintenance.

Group- Two or more freely interacting individuals who share norms, share goals, and have a common
identity.

Crowd- Transitory collection of people who do not interact with one another.

Team- Small group of people working together with a common purpose, performance goals, and mutual
accountability.
Four types of conflict: Personality, envy, intergroup dynamics, and cultural differences.

Personality conflict- Interpersonal opposition based on personal dislike or disagreement.

Envy conflict- Clashes because of what others have.

Intergroup conflict- Inconsistent goals or rewards system when people pursue different objectives.
Ambiguous jurisdictions (when job boundaries are unclear). Status differences (when there are
inconsistencies in power and influence.)

Cross-cultural conflicts- Happens due to cross-border mergers, joint ventures, and international
alliances.

Team member composition should fit the responsibilities of the team. Consider having a higher
tolerance for uncertainty during early stages of team development

When accountability exists, team members do not feel like they are being exploited by other team
members.

Conflict- Process in which one party perceives that its interests are being opposed or negatively affected
by another party.

Dysfunctional conflict- Bad for organizations. Conflict that hinders the organization’s performance or
threatens its interests.

Functional conflict- Good for organizations. Benefits the main purposes of the organization and serves
its interests.
Chapter 14
Full-range leadership- Suggests that leadership behavior varies along a full range of leadership styles,
from passive leadership at one extreme, through transactional leadership, to transformational
leadership at the other extreme.

Transactional leadership- Focuses on clarifying employees’ roles and task requirements and providing
rewards and punishments contingent on performance.

Transformational leadership- Transforms employees to pursue organizational goals over self-interests

Initiating-structure leadership- Leader behavior that organizes and defines what employees should be
doing to maximize output.

Production-centered leader behaviors- Emphasize the technical task-related aspects for employee
roles.

Relationship-oriented leadership- Primarily concerned with group members’ needs and desires and
directed at creating mutual respect or trust.

Employee-centered leader behaviors- Emphasize relationships with subordinates and attention to their
individual needs.

Common Influence tactics:

Inspirational appeals- Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.

Consultation- Getting others to participate in planning, decision making, and changes.

Ingratiation- Getting someone in a good mood prior to making a request.

Personal appeals- Referring to friendship/loyalty when making a request or asking a friend to do a favor.

Difference between Leading and Managing:

Leaders inspire others, provide emotional support, and try to get employees to rally around a common
goal. Leaders also play a key role in creating a vision and strategic plan for an organization.

Managers typically perform functions associated with planning, investigating, organizing, and control,
and leaders focus on influencing others. Managers, in turn, are charged with implementing the vision
and plan.

Leadership- Ability to influence employees to voluntarily pursue organizational goals

Five key qualities of humble leaders than employees’ value: High-self-awareness, openness to
feedback, appreciation of others, low self-focus, and appreciation of the greater good.
Chapter 15
Three types of formal communication:

Vertical communication- Up and down the chain of command.

Horizontal communication- Flows within and between work units; primary purpose is coordination.

External communication- Flows between people inside and outside the organization

Cyberloafing- Using the internet at work for personal use.

Phubbing- Phone snubbing or ignoring those present to pay attention to a mobile phone.

FOMO (Fear of missing out)- Being out of touch with something happening in our social network.

Social media can help generate customers and brand recognition by increasing product/service
awareness and generate customer inquiries, enhance relationships with customers, increase the ability
to reach customers on a global scale, can foster co-promotion of local businesses and the image of small
businesses in an area, and foster consumers conversations about brands.

Five personal barriers that contribute to miscommunication:

Variable skills in communicating effectively- Some people are simply better communicators than
others. Better communication skills can be learned.

Variations in the way we process and interpret information- Sends can avoid misinterpretation by
communicating clearly. Receives can avoid misinterpretation by paraphrasing.

Variations in trustworthiness and credibility- Low trust damages communication. Focus on building a
trusting foundation.

Attention issues- Mindlessness (state of reduced attention).

Generational differences- Younger generations are growing less likely to use email. Preferences have
grown to platforms like Slack and Microsoft Trams over traditional email. Oldest and youngest
employees are most open to embracing new technology.

Study of 200 U.S. employers and 4,200 graduating seniors revealed that while nearly 80% of college
students in the survey believed they were competent in both oral and written communication, only 42%
of employers thought students were correct about their oral skills, and only 56% said students had good
writing skills.
Chapter 16
Outsourcing- Subcontracting of services and operations to an outside vendor.

Continuous improvement- Ongoing, small, incremental improvements in all parts of an organization.

Controlling for effective performance.

Planning- Setting goals and deciding how to achieve them.

Organizing- Arranging tasks, people, and other resources to accomplish the work.

Leading- Motivating people to work hard to achieve the organization’s goals.

Controlling- Concerned with seeing that the right things happen at the right time in the right way.

Functional turnover- Occurs when underperformers leave a firm.

Dysfunctional turnover- Opposite of functional turnover. Occurs when a company’s best performers
leave.

Companies should aim at the improving the system, not blaming workers.

Customer satisfaction- Measure of how products or services provided by a firm meet customer
expectations.

Customer retention- Actions companies take to reduce customer defections.