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| Two or more people who work interdependently over some time period in order to accomplish common goals related to some task-oriented purpose |
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| Groups are just a collection of two or more people |
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| relatively permanent; generally require a full-time commitment from members; usually involved in production or service |
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| also relatively permanent; participate in managerial-level tasks that affect the entire organization |
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| members from various other jobs; part-time commitment; can be permanent or temporary; usually make recommendations or resolve issues |
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| “one-time” tasks that require different types of expertise; can be short or long, depending on the complexity of the project; can have both full-time or part-time commitment |
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| highly visible or challenging tasks; can be short or long duration |
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| work team, management team, parallel teams, project teams, action teams |
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| More is better for management and project teams because work is more complicated. Production teams engage in more routine tasks, so additional members results in coordination & communication problems. |
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| The mix of people who make up the team |
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| size, member diversity, member ability, member personality |
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| The degree to which members are different from each other in terms of any attribute that might be used as a basis of categorizing people. |
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| age, sex, race, ethnicity |
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| values, attitudes, personalities |
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| diversity good or bad (4) |
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Definition
Value in diversity problem-solving approach
Similarity-attraction approach
In general, diversity tends to have no effect or negative effect on team performance
Positive effects were found in dynamic or creative jobs
As time goes by…(cooperation)
Surface-level diversity effect weakens
Deep-level diversity effect increases |
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| how to account team members accountability in disjunctive, conjunctive, additive |
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Definition
Disjunctive task: there is an objectively verifiable best solution, so it’s up to the member that has the highest level of ability
Conjunctive task: everyone needs to finish the task and performance is measured by the weakest link
Additive task: contributions resulting from the abilities of every member “add up” to determine team performance. |
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| Cognitive ability has a stronger influence at dynamic than routine jobs. |
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| team member response to the weakest link |
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Definition
Low ability -> Empathy -> Helping
Low conscientiousness -> Anger -> Rejection |
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Term
| 7. How does team leader’s conscientiousness or cognitive ability affect the effects of team members’ conscientiousness or cognitive ability? |
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Definition
| Low conscientiousness/ability of the leader neutralizes the positive effect of member conscientiousness/ability |
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Definition
Individual vs. group task design
The way members of a team are linked to one another |
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| three types of team interdependence |
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Definition
Goal interdependence
Outcome interdependence
Task interdependence |
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Definition
| the degree to which members are linked by the feedback and outcomes they receive |
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| the degree to which members are linked by their goals. A high degree of goal interdependence exists when team members have a shared vision of the team’s goal and align their individual goals with that vision as a result. |
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| four types of task interdependence |
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Definition
Pooled Interdependence
Sequential Interdependence
Reciprocal Interdependence
Comprehensive Interdependence |
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Definition
| team members complete work assignments independently and the work is simply “piled up” to represent the group’s output; lowest level of coordination |
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| sequential interdependence |
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Definition
| different tasks are done in a sequential order; coordination only happens between positions next to each other; e.g. assembly line |
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| reciprocal interdependence |
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Definition
| members are still specialized to perform specific tasks, but interact with a subset of other members in a mutual and repeated manner |
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| comprehensive interdependence |
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Definition
| each member has a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration |
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Term
| task vs. outcome interdependence |
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Definition
Groups perform the best when tasks and outcomes were both purely group-based or purely individual-based
Don’t mix things up!
Hybrid design of tasks and rewards leads to poor performance |
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Term
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Definition
| Teams that minimize process loss and maximize process gain typically excel in three areas of team process |
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Definition
taskwork processes: related to tasks directly
teamwork processes: facilitate accomplishing task, but not directly related
team states: feelings and thoughts of members |
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| Activities of team members that related directly to the accomplishment of team tasks |
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| activities with individuals and groups other than those who are considered part of the team. |
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| refer to the interpersonal activities that facilitate the accomplish team’s work but don’t directly involve task accomplishment |
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| activities that focus on preparation for future work; important before and between periods of taskwork |
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| important as the the taskwork is being accomplished |
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Definition
| important before, during, and between periods of taskwork; manner in which team members manage relationships |
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Term
| two types of team conflict |
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Definition
Task conflict: disagreements among members about the team’s task.
Relationship conflict: disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences. |
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Term
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Definition
| specific feelings & thoughts that coalesce in the minds of team members as a consequence of their experience working together |
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Term
| four types of team states |
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Definition
1. cohesion: emotional bonds & ties that create an attachment among team members
2. potency: degree members believe that team can be effective across a variety of situations and tasks --> confidence -> energy to achieve goals
3. mental models: common understanding among team members with regard to important aspects of the team & its task. When team members share in their understanding of another’s capabilities, they know where to go for help and can anticipate when another member may need help.
4. transactive memory: refers to how specialized knowledge is distributive among members to create effective system of memory for the team. NOt everyone has to possess the same knowledge, but need to know where knowledge is. |
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Term
| four stages in team development |
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Definition
| forming storming norming performing |
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Term
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Definition
| sudden change in evolution of conflict and evolution of policy change |
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Term
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Definition
| groups of people who work interdependently with a shared purpose across space, time, and organization boundaries using technology to communicate and collaborate |
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| advantages for virtual teams (3) |
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Definition
Reduced travel time and expenses
Global labor market
Multiple concurrent teams |
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Term
| disadvantages for virtual teams (3) |
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Definition
Feelings of isolation and detachment
Lack of trust and cohesion
Assessment of team performance |
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Term
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Definition
| The ability to influence the conduct of others, and resist unwanted influence in return |
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Term
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Definition
| legitimate, expert, coercive, referent, reward |
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Term
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Definition
| Influence is the use of an actual behavior that causes behavioral or attitudinal changes in others. |
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Term
| two characteristics of influence |
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Definition
relative, influential
Directional: most frequently downward (manager -> employee); lateral (peer to peer); upward (employee -> manager)
Relative: the absolute influence of the influencer isn’t as important as the disparity between them |
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Term
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Definition
Rational persuasion: use of logical arguments and hard facts; only tactic consistently successful in upward influence
Consultation: target is allowed to participate in deciding how to carry out request; increases commitment of target
inspirational appeal: appeal to target’s values & ideals, creating an emotional or attitudinal reaction. To use must know what is important to target
collaboration: leader helps or provides resources to target; makes it easier for target to complete request
MODERATELY EFFECTIVE- sometimes effective, sometimes not
ingratiation: use of favors, compliments or friendly behavior to influence other
exchange: offers a reward or resource to target for performing request; need something valuable to offer
personal appeals: asks for something based on personal friendship or loyalty
apprising: clearly explain why performing the request will benefit the target personally
LEAST EFFECTIVE - generally result in resistance
Pressure: coercive power with threats and demands; can only lead to short term benefits
Coalitions: influencer enlists other people to help influence the target |
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Term
| how do people react to influence tactics (3) |
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Definition
Engagement: best outcome b/c target puts forth greatest effort toward task;
compliance: MOST COMMON RESPONSE;
resistance put forth effort to avoid doing it; likely when influencer’s power is low relative to target or if request is unreasonable |
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Term
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Definition
| A process in which at least two partners with different needs and viewpoints try to reach agreement on matters of mutual interest |
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Term
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Definition
Distributive Negotiation: “slicing the pie”
Win-lose negotiating over a “fixed-pie” of resources; “zero-sum” condition
Integrative Negotiation: “expanding the pie”
Uses problem solving and mutual respect to achieve a win-win scenario |
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Term
| how can culture difference affect business negotiations (7) |
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Definition
A negotiation becomes cross-cultural when the parties involved belong to different cultures and therefore do not share the same values and behaviors
Effective cross-cultural negotiations contain all the complexity of domestic negotiations with the added dimension of cultural diversity
Cross-cultural differences in the negotiation process
The amount and type of preparation for a negotiation
The relative emphasis on tasks versus interpersonal relationships
The reliance on general principles rather than specific issues
The number of people present and the extent of their influence |
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Term
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Definition
| is the act of one person guiding others toward the attainment of common goals or objectives |
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Term
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Definition
| the degree to which an individual is viewed as a leader by others who typically have only limited information about that individual’s ability, personality, and performance |
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Term
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Definition
| the degree to which the leader’s actions result in achievement of goal, commitment of employees, and development of quality leader-member dyads |
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Term
| leadership effectiveness can be judged by (3) |
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Definition
Objective evaluation of performance
Subjective superior, coworker, or follower evaluations
Indices based on follower behaviors |
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Term
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Definition
Leaders are born, not made
Intelligence, personality, physical appearance, assertiveness, internal locus of control, learned knowledge, values, etc.
Charisma: Charisma is the ability to inspire or influence others |
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Term
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Definition
| Behavioral theories state that specific, learned behaviors can differentiate leaders from non-leaders or successful leaders from unsuccessful leaders, and these behaviors can be learned |
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Term
| transformational leadership |
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Definition
| A pattern of leader behaviors that inspires followers to commit to a shared vision that provides meaning to their work and sets the leader up as a role model who helps followers reach their potential |
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Term
| when is charismatic leadership most effective (4) |
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Definition
Charismatic Leaders are mostly effective:
In dynamic, unstable environments
Previous system is no longer effective (great needs for change)
Early (entrepreneurial) and late (renewal) stages
Top level of the organization |
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Term
| transactional leader behaviors (4) |
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Definition
Contingent reward
Management by Exceptions
Active: leaders monitor follower behavior, anticipate problems, and take corrective actions before the behavior creates difficulties
Passive: leaders wait until follower’s behavior has created problems before taking action |
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Term
| fiedler's contingency theories (3) |
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Definition
Leader-member relationship - Includes the degree of confidence that followers have in their leader, the loyalty given to the leader, and the leader’s appeal
Task structure - The degree to which employees’ tasks are routine, in contrast to varied tasks
Power inherent in the leadership position - Includes rewards and sanctions available to the position, the leader’s formal authority, and the support the leader receives from supervisors and the organization |
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Term
| contingency theories of leadership |
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Definition
| the type of leadership needed is based on the situation being faced |
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Term
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Definition
The most successful leaders are those who increase subordinate motivation by charting out and clarifying the paths to high performance
Based on expectancy theory of motivation |
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Term
| cross culture and leadership (4) |
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Definition
Power distance: participatory vs. authoritarian style
Uncertainty avoidance: rely more on rules to guide decisions, no surprises, less innovative behaviors
Individualism: how leaders implement rewards and incentives
a Chinese manager at Lenovo moves into a senior management position at the firm’s new New York offices
Note that the “New Generation” group in China scored higher in individualism than older generations
Masculinity – femininity
Imagine a Latin American manager is sent to manage a joint venture in Sweden
Egalitarianism vs. high masculinity |
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Term
| globe study leadership impediments |
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Definition
Loner
Asocial
Noncooperative
Irritable
Nonexplicit
Egocentric
Ruthless
Dictatorial |
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Term
| globe study leadership positives |
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Definition
Trustworthy
Just
Honest
Foresight
Plans ahead
Encouraging
Positive
Dynamic
Motive arouser
Confidence builder
Motivational
Dependable
Intelligent
Decisive
Effective bargainer
Win-win problem solver
Administratively skilled
Communicative
Informed
Coordinator
Team builder
Excellence oriented |
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Term
| globe study culturally contingent |
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Definition
Able to anticipate (3.84 - 6.51)
Intuitive (3.72 - 6.47)
Ambitious (2.85 - 6.73)
Logical (3.89 - 6.58)
Autonomous (1.63 - 5.17)
Micro-manager (1.60 - 5.00)
Cautious (2.17 - 5.78)
Orderly (3.81 - 6.34)
Class conscious (2.53 - 6.09)
Procedural (3.03 - 6.10)
Compassionate (2.69 - 5.56)
Provocateur (1.38 - 6.00)
Cunning (1.26 - 6.38)
Risk taker (2.14 - 5.96)
Domineering (1.60 - 5.14)
Ruler (1.66 - 5.20)
Elitist (1.61 - 5.00)
Self-effacing (1.85 - 5.23)
Enthusiastic (3.72 - 6.44)
Self-sacrificial (3.00 - 5.96)
Evasive (1.52 - 5.67)
Sensitive (1.96 - 6.35)
Formal (2.12 - 5.43)
Sincere (3.99 - 6.55)
Habitual (1.93 - 5.38)
Status-conscious (1.92 - 5.77)
Independent (1.67 - 5.32)
Subdued (1.32 - 6.18)
Indirect (2.16 - 4.86)
Unique (3.47 - 6.06)
Individualistic (1.67 - 5.10)
Willful (3.06 - 6.48)
Intra-group competitor (3.00 - 6.49)
Worldly (3.48 - 6.18)
Intra-group conflict avoider (1.84 - 5.69) |
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Term
| human resource management |
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Definition
| Policies, practices, and systems that influence employee attitudes and performance |
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Term
| why HRM is important for an organization (3) |
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Definition
the right people with the right skills (either locals or expatriates) are placed at the right positions
turnover is minimized for both locals and expatriates
Simply put: if you have the best HRM in the industry, you have the best people in the industry |
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Term
| job design and job analysis |
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Definition
| The process of getting detailed information about jobs in organizations |
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Term
| procedures for job analysis |
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Definition
Generate a list of general job dimensions
Come up with specific tasks within those dimensions
Rate tasks on frequency and importance
Use the most critical tasks to define the job
Identify the KSAs needed for the core tasks (knowledge, skill, ability) |
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Term
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Definition
| A set of activities designed to identify and attract potential employees |
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Term
| three key goals of recruitment |
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Definition
Attract a lot of applicants
Attract applicants who fit the position
Increase the likelihood of acceptance |
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Term
| recruitment (two main sources) |
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Definition
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Term
| international recruitment (4) |
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Definition
Ethnocentric staffing approach
Used at internationalization stage of strategic expansion, with centralized structure
Parent-country nationals (PCNs)
Polycentric staffing approach
Often used with multinational strategy
Host-country nationals (HCNs)
Global staffing approach
Third country nationals (TCNs)
Transpatriates
Regiocentric staffing approach
Can produce a mix of PCNs, HCNs, and TCNs |
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Term
| advantage of using expatriates(3) |
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Definition
Familiarity with the company’s resources, processes, and values.
Maintain a ‘‘foreign image’’ in the host country and enhance its legitimacy.
Loyalty to the firm |
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Term
| disadvantage of using expatriates (3) |
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Definition
Expatriates are expensive, as it involves costs such as compensation package, training cost, and replacement costs.
Lack of motivation to learn the new culture and adapt to it.
Miscommunication is common. |
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Term
| using host country locals for foreign assignments advantages (4) |
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Definition
Familiarity with the local language, culture, and customs, thus saving on training in language proficiency or acculturation.
Extensive tacit knowledge about how things are done in that country and region.
Local employee’s tacit understanding of the business situation.
Enhancement of company’s reputation in the host country |
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Term
| using host country locals for foreign assignments disadvantages (3) |
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Definition
Difficulty in finding qualified people.
Loyalty may interfere with company policies.
Lack of understanding of the international company’s culture and processes. |
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Term
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Definition
| The process by which companies decide who will or will not be allowed into the organization |
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Term
| two things selection should have |
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Definition
| Should have both reliability and validity |
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Term
| three common methods of solution |
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Definition
Written tests
Commonly used: Intelligence (IQ) tests; Integrity tests
IHRM: Culture Intelligence (CQ) tests; Language tests
Interviews
Individual interviews are a common selection method; multiple interviews are commonly needed for higher-level and professional jobs including expatriate positions.
Group interview is a selection tool in which there are multiple candidates and multiple interviewers present at the same time
It emphasizes on how the candidate responds to real situations and how they cooperate with others
Observations
It involves monitoring the prospective employee interacting with colleagues, giving a presentation, or actually performing a job
E.g., work samples; assessment center |
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Term
| cultural training of expatriates |
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Definition
cultural briefings-Explain the major aspects of the host country
culture, including customs, traditions, every day
behaviors.
area briefings-Explain the history, geography, economy,
politics, and other general information about the
host country and region.
cases-Portray a real-life situation in business or
personal life to illustrate some aspect of living
or working in the host culture. |
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Term
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Definition
| systematic and periodic review of employee performance. |
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Term
| two basic performance appraisal purposes |
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Definition
| The basic purpose of employee evaluation is to build better-performing organizations and to aid in the professional development of employees |
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Term
| types of performance appraisal (5) |
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Definition
written essay method
trait rating appraisal method
360 degree evaluations involve appraisals
critical incident approach
managing by objective (MBO) approach (This approach may lead to unethical behavior to meet goals, overly narrow bottom-line mindsets, and prevents innovation and long term thinking) |
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Term
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Definition
The compensation policy should be consistent and fair in its treatment of all categories of expatriate employees
The policy must work to attract and retain expatriates in the areas where the corporation has the greatest need |
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Term
| why is paying an expatriate more expensive |
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Definition
Maintaining an expatriate employee in a foreign location involves relocation costs, training costs, educational costs, and ensuring that compensation is tax neutral
Tax neutral ensures that an expatriate does not pay more tax by being posted abroad |
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Term
| everyone should be paid the same in these three cultures |
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Definition
In low achievement orientation culture such as Mexico
In high collectivism culture such as China
In high egalitarian culture such as Sweden |
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Term
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Definition
| the ability of an organization to retain its employees |
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Term
| two types of employee turnover |
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Definition
Leaving the organization because of better opportunities
Building organizational commitment
Leaving the organization because of physical or psychological health issues
Safety & Stress management |
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Term
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Definition
| the firing or termination of employees |
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