- •End of Term Chapter 5 176 page
- •1. How can teams increase employee motivation?
- •2. Describe the five-stage model of group development.
- •3. Describe the punctuated-equilibrium model of group development.
- •4. What are the characteristics of an effective team?
- •5. How can team members harm their team?
- •6. What is the difference between task-oriented roles and maintenance roles?
- •7. What are the effects of team size on performance?
- •8. How can a team minimize social loafing?
- •9. Contrast virtual and face-to-face teams.
- •10. What conditions favour creating a team, rather than letting an individual perform a given task?
- •Chapter 6
- •2. Contrast encoding and decoding.
- •3. What are the advantages and disadvantages of email? Of instant messaging?
- •4. What is nonverbal communication? Does it aid or hinder verbal communication?
- •5. What does the phrase “sometimes the real message in a communication is buried in the silence” mean?
- •6. What are the managerial implications from the research contrasting male and female communication styles?
- •7. List four specific problems related to language difficulties in cross-cultural communication.
- •8. What is the difference between functional and dysfunctional conflict? What determines functionality?
- •2. Contrast the bases of power and influence tactics.
- •3. What are some of the key contingency variables that determine which tactic a power holder is likely to use?
- •4. Which of the six bases of power lie with the individual? Which are derived from the organization?
- •5. State the general dependency postulate. What does it mean?
- •6. What creates dependency? Give an applied example.
- •8 Chapter
- •9 Chapter
8. What is the difference between functional and dysfunctional conflict? What determines functionality?
Functional vs. Dysfunctional Conflict
|
1. Not all conflicts are good. Functional, constructive forms of conflict support the goals of the group and improve its performance. Conflicts that hinder group performance are dysfunctional or destructive forms of conflict.
2. What differentiates functional from dysfunctional conflict? You need to look at the type of conflict.
a. These conflicts are almost always dysfunctional. b. The friction and interpersonal hostilities inherent in relationship conflicts increase personality clashes and decrease mutual understanding.
a. Low-levels of process conflict are functional and could enhance team performance. b. For process conflict to be productive, it must be kept low. c. Intense arguments create uncertainty. |
9. What defines the bargaining zone in distributive bargaining?
Bargaining zone - The zone between each party’s resistance point, assuming there is overlap in this range. B.Z is the gap between buyers and sellers resistance points. But also buyers and sellers have their target points, in which buyer and seller wants to buy and sell products.
10. How can you improve your negotiating effectiveness?
By BATNA – best alternative to a negotiating agreement and by understanding of what negotiator wants. (ne polnost’u no svoimi slovami)
7 chapter
1. What is power? How do you get it?
power - A capacity that A has to influence the behaviour of B, so that B acts in accordance with A’s wishes.
The most important aspect of power is that it is a function of dependency. The more that B depends on A, the more power A has in the relationship. Dependence, in turn, is based on the alternatives that B perceives and the importance that B places on the alternative(s) that A controls. A person can have power over you only if he or she controls something you desire.
2. Contrast the bases of power and influence tactics.
Evaluating the Bases of Power
Commitment. The person is enthusiastic about the request and shows initiative
and persistence in carrying it out.
• Compliance. The person goes along with the request grudgingly, puts in minimal
effort, and takes little initiative in carrying out the request.
• Resistance. The person is opposed to the request and tries to avoid it with such
tactics as refusing, stalling, or arguing about it.
Coercive power leads to resistance from individuals, decreased satisfaction, and
increased mistrust. Reward power results in compliance if the rewards are consistent with what individuals want as rewards. Legitimate power also results in compliance, but it does not generally result in increased commitment. Expert and referent powers are the most likely to lead to commitment from individuals.