Untitled Quiz

Chapter 11 Study Notes

• A team is two or more people working together for a common goal.
• Teams are a specialized type of group, with members relying on each other.
• Group interactions are task-oriented.
• Teams depend on each other for information, materials, and actions.
• A group is a collection of people, not necessarily working toward a goal.
• Teams are widespread due to their efficiency in handling complex tasks.
• They allow for pooling of knowledge and skills.
• Types of Teams:
  • Work Teams: Permanent, long-term groups providing goods or services (e.g., surgical teams, manufacturing teams).
  • Management Teams: Usually permanent, handling activities within departments to achieve organizational goals. Top management teams consist of senior executives.
  • Project Teams: Temporary teams to achieve a one-time goal, can be full-time or part-time (e.g., town center planning).
  • Parallel Teams: Permanent or temporary teams providing recommendations to resolve issues and often have a low commitment. (e.g., quality circles).
  • Action Teams: Temporary teams focusing on specific actions, with varying commitment levels, depending on the task (e.g., sports teams, bands, emergency response).

Chapter 13 Study Notes

• Leadership is the use of power and influence to guide followers toward achieving goals.
• Power is the ability to influence others' behaviors and resist unwanted influence.
• Interpersonal sources of power:
  • Legitimate power: Formal authority from a position within the organization.
  • Reward power: Control over resources or rewards (raises, promotions, etc.).
  • Coercive power: Control over punishments.
  • Expert power: Knowledge, skills, or expertise that others depend on.
  • Referent power: Admiration, respect, and loyalty toward a person.
• Contingency factors influencing power:
  • Substitutability: Alternatives for accessing needed resources.
  • Centrality: Importance of a person's job in the organization.
  • Visibility: How easily accessible a leader is.
  • Discretion: Freedom to make decisions.
• Influence: Actual behaviors that cause changes in others' behaviors or attitudes.
• Influence tactics:
  • Rational persuasion: Using logic and facts.
  • Inspirational appeal: Appealing to values and ideals.
  • Consultation: Involving others in the decision process.
  • Collaboration: Working with others to achieve a positive outcome.
  • Ingratiation: Making a good impression.
  • Pressure: Using threats or demands.
  • Coalitions: Working with others to influence the person.

Other Study Notes

• Punctuated Equilibrium: A model describing how teams develop.
• Virtual Teams: Teams where members are in different locations, utilizing communication technologies.
• Team Diversity: Differences in demographic characteristics among team members.
  • Surface-level diversity: Observable characteristics (e.g., race, gender).
  • Deep-level diversity: Underlying attributes (e.g., values, beliefs).
• Team Composition: The mix of members' roles, skills, and personality.
• Team Size: Affects team performance. Optimal size ranges from four to five people, depending on the intended tasks and communication needs.
• Leadership Styles (Decision Making):
  • Autocratic: Leader makes all decisions.
  • Consultative: Leader consults with team/individual.
  • Facilitative: Leader shares responsibility, seeks consensus.
  • Delegative: Leader delegates full responsibility.