Term
| What is functional conflict? |
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Definition
| This type of conflict gets you to consider your idea deeper, it gets a better outcome, and it rewards the "Devil's Advocate" perspective. |
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Term
| What is Dysfunctional Conflict |
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Definition
| This type of conflict takes you off your goal, leads you in a direction that is adverse to productivity or leads to a worse outcome. |
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Term
| What are the two types of conflict and how are they different? |
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Definition
| Functional and Dysfunctional conflict are two types of conflict. They differ in their outcomes. |
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Term
| Intergroup conflict three different causes. Name them. |
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Definition
| Work Interdependence, Goal Differences, Perceptual Differences are three types of this conflict. |
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Term
| Define the Work Interdependence type of intergroup conflict. |
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Definition
| This type of intergroup conflict is caused by two or more organizational groups that need each other to complete tasks |
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Term
| Define "Goal Differences" type of intergroup conflict |
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Definition
| This type of intergroup conflict is caused by mutually exclusive goals, limited resources, or different time horizons. |
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Term
| Define "Perceptual Differences" type of intergroup conflict |
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Definition
| This type of intergroup conflict is caused by the difference between the perceptions of the other groups, stereotypes about other groups. |
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Term
| Outline the 6 consequences of Dysfunctional Intergroup Conflict |
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Definition
Increased group cohesiveness-perceived external threat
Emphasis on loyalty- groupthink
Autocratic leadership- members look to a strong leader
Focus on activity - emphasis on defeating “enemy” (e.g. other team)
Distorted perceptions- group starts to believe they are most important to organization
Negative stereotyping - see greater differences between groups than actually exists
Decreased communications - between groups |
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Term
| Outline 3 consequences of Dysfunctional Intergroup Conflict |
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Definition
Increased group cohesiveness-perceived external threat
Emphasis on loyalty- groupthink
Autocratic leadership- members look to a strong leader
Focus on activity - emphasis on defeating “enemy” (e.g. other team)
Distorted perceptions- group starts to believe they are most important to organization
Negative stereotyping - see greater differences between groups than actually exists
Decreased communications - between groups |
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Term
| Is Emphasis on Loyalty a Consequence of Dysfunctional intergroup conflict? |
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Definition
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Term
| Name 3 easy to remember consequences of dysfunctional intergroup conflict |
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Definition
| Decreased communications, Emphasis on Loyalty - Group think, and negative stereotyping. |
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Term
| What are the five conflict handling methods? |
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Definition
Avoiding - little or no attempt to satisfy needs, both sides are unhappy. low assertive, low cooperative
Accommodating - accepting a position that doesn’t satisfy our concerns but satisfies theirs. low assertive, high cooperative
Competing- frame conflict only in our concerns, show little concern for other party, difficult to find solution. high assertive, low cooperative
Compromise - give up half to get the other half. mid assertive, mid cooperative
Collaborate- defines conflict as mutual problem, must engage in active listening. high assertive, high cooperative |
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Term
| Define Avoiding in relation to "Conflict Handling" |
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Definition
| This Conflict Handling Handling Method is - avoiding the conflict, little to no attempt is made to satisfy needs, both sides are unhappy. Low assertive, low cooperative |
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Term
| Define Accommodating in relation to "Conflict Handling" |
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Definition
| This Conflict Handling Method Handling Accepts a position that does not satisfy our concerns but satisfies theirs, low assertive high cooperative |
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Term
| Define Competing in relation to "Conflict Handling" |
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Definition
| This Conflict Handling Method Handling frames the conflict only in terms of concerns and shows little concern for the other party, makes it diffacult to find a solution, High Assertive Low Cooperative |
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Term
| Define Compromise in relation to "Conflict Handling" |
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Definition
| THis Conflict Handling Method gives up half in order to get the other half. I tis mid assertive and mid cooperative |
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Term
| Define Collaborate in relation to "Conflict Handling" |
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Definition
| This Conflict Handling Method defines conflict as a mutual problem, it must engage in active listening. It is High Assertive and High Cooperative |
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Term
| This Conflict Handling Method defines conflict as a mutual problem, it must engage in active listening. It is High Assertive and High Cooperative |
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Definition
| Define Collaborate in relation to "Conflict Handling" |
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Term
| THis Conflict Handling Method gives up half in order to get the other half. I tis mid assertive and mid cooperative |
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Definition
| Define Compromise in relation to "Conflict Handling" |
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Term
| This Conflict Handling Method Handling frames the conflict only in terms of concerns and shows little concern for the other party, makes it diffacult to find a solution, High Assertive Low Cooperative |
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Definition
| Define Competing in relation to "Conflict Handling" |
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Term
| This Conflict Handling Method Handling Accepts a position that does not satisfy our concerns but satisfies theirs, low assertive high cooperative |
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Definition
| Define Accommodating in relation to "Conflict Handling" |
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Term
| This Conflict Handling Handling Method is - avoiding the conflict, little to no attempt is made to satisfy needs, both sides are unhappy. Low assertive, low cooperative |
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Definition
| Define Avoiding in relation to "Conflict Handling" |
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Term
| WHat of the five conflict handling methods is the best? |
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Definition
| The collaborative conflict management method is best because all sides are winners. |
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Term
| Why do individuals often not choose collaboration as a conflict resolution model? |
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Definition
| It takes time, mistrust, don't see what other options exist, it takes time, energy, patience and creativity. |
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Term
| What are two ways to stimulate constructive intergroup conflict? |
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Definition
Programmed Conflict - Promote devil advocate
Stimulate Competition - Award bonuses for performance
Altering the organization structure - Divide large departments
Bring outside individuals in with different backgrounds |
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Term
| In Negotiation was is the Target Point? |
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Definition
| THe outcome that the individual negotiating wants |
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Term
| In Negotiation was is the Resistance Point? |
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Definition
| The least favorable outcome one is willing to accept? |
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Term
| In Negotiation was is the Settlement Range |
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Definition
| The range between the two sides resistance points. |
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Term
| What happens if there is no settlement range? |
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Definition
| The deal does not go through |
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Term
|
Definition
| Best Alternative to A Negotiated Agreement. |
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Term
| What is disruptive negotiation. |
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Definition
| Negotiation that is win/lose |
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Term
| What is Collaborative Negotiation |
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Definition
|
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Term
| Name 5 Negotiation Tactics |
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Definition
Good Guy / Bad Guy
The Nibble
Joint Problem Solving
Power of Competition
Splitting the difference |
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Term
| What is Good Guy / Bad Guy Negotiation |
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Definition
| Where one guy plays the reasonable and the other individual plays for extremes. Builds on partnering with the reasonable. |
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Term
|
Definition
| Getting additional concessions or perks after an agreement is reached |
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Term
| What is the Joint Problem Solving in negotiation tactics? |
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Definition
| It can be win - win if solutions are discovered together |
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Term
| What is the "Power of Competition" in negotiation tactics? |
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Definition
| Negotiators use competition to make opponents think they don't need them, they use the fear of the BATNA |
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Term
| What is Splitting The DIfference in negotiation tactics? |
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Definition
| Splitting the difference is generally a split down the middle of two sides, it's considered a lose lose. And can be on even if one decides to split too early. |
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Term
| There are four kinds of third-party sick brought into negotiations, what are the four different third parties? |
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Definition
| Consultant, Conciliator, mediator, arbitrator |
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Term
| Define a consultant in terms of third-party negotiators |
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Definition
| A consultant provides info and suggestions in the negotiation process. |
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Term
| Define conciliator in terms of third-party negotiators |
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Definition
| Hey conciliator helps interaction between the two parties in the negotiation process |
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Term
| Define mediatior in terms of third-party negotiators |
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Definition
| Mediator third-party negotiations engages in active negotiation, may provide insights and suggestions into the options |
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Term
| Define arbitrator in the terms of third-party negotiators |
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Definition
| arbitrators are the most involved of the different types of third-party entities involved in negotiation, the arbitrator has the ability to make binding agreements without the parties consent and make the final decision |
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Term
| Name the four different dimensions in global negotiating from the book |
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Definition
| Win-Win, formal, indirect, General |
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Term
| When should you use the different conflict handling methods? |
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Definition
Is the dominating pro tem important issues when you're certainly your right is the accommodating approach undisputed are far greater importance to the other group.
Is a problem-solving approach from both groups are going to invest time and effort to reach a resolution that maximizes everyone's outcome]
Is avoiding the first primarily as a temporary expedient to buy more time
He's a compromise approach the middle ground. It is good to back up the approach when other approaches failed to resolve the issue |
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Term
| What country is high on Win Win negotiating? |
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Definition
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Term
| What Country is highest on Formal Negotiation? |
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Definition
| Nigeria is most formal, USA is least formal |
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Term
| What country is highest on direct negotiation? |
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Definition
| Japan is the most Indirect, Nigeria is the most direct |
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Term
| What country is the most General vs Specific |
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Definition
| Japan is the most general, the UK is the most specific. |
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Term
| The five key ways of integrative negotiation |
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Definition
| Preparation of planning, don't get mad get what you want, discover and salsa interests not positions, develop and maintain credibility and integrity, engaging collaborative behaviors |
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Term
| Define the preparation planning key of integrative negotiation |
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Definition
| This form of integrative negotiation involves do your homework and an example that was given in the class about the hospital bill and preparing for it. |
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Term
| This form of integrative negotiation involves do your homework and an example that was given in the class about the hospital bill and preparing for it. |
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Definition
| Define the preparation planning key of integrative negotiation |
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Term
| Defined the "don't get mad get what you want" key of integrative negotiation |
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Definition
| The idea is not to get mad don't let your emotions get into play just figure and get what you want. There's an analogy about staying on the saddle fucking bronco stay in the process long enough to ensure that you get what you want anger, closes down your ability to be creative |
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Term
| Define the "Discover and solve for interests not positions "key of integrative negotiation |
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Definition
| This is working towards a common goal, without it you just get compromise |
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Term
| Defined the "develop and maintain credibility and integrity "key of integrative negotiation |
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Definition
| In this key of integrative negotiation as an example given a class of the individual without this reputation was the highest point of value |
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Term
| Define the "engage in collaborative behaviors" key of integrative negotiation |
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Definition
| This goes into negotiating how you will negotiate figure out how and what the processes are going to be |
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|
Term
| This the five sources are basis of interpersonal power |
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Definition
| Legitimate power, reward power, course of power, expert power, reverent power. |
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Term
| Define the legitimate interpersonal power |
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Definition
The alternative this is the positional power.
Essentially means authority over another person that is given through structure. |
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Term
| Defined the reward interpersonal power |
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Definition
| This interpersonal power is the ability to give resend reward or punishment, some say that it is true power |
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Term
| Define the "Coercive" interpersonal power |
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Definition
| The course is interpersonal power is intimidation threats Fear or a "do it or else" type mentality |
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Term
| Defined the "expert" interpersonal power |
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Definition
The alternative name for this is informational power
This is the guy with the answers or experience the people look to towards |
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Term
| Define the referent how are interpersonal car |
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Definition
| This interpersonal power defines power because we like the person or we want to be like the person |
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Term
| When looking through the five different kinds of power, what type a response is most likely to be generated by utilizing those different types of power? |
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Definition
Legitimate is likely to result in compliance
Reward is likely to result in compliance
Coercive is likely to result in resistance
Expert is likely to result in commitment to compliance
And Referent is likely to result in commitment |
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Term
|
Definition
| And Harmon is a process of enhancing feelings or so to see amongst organizing some members through the identification of conditions that foster powerlessness into the removal by both formal and organizational practices and informal techniques providing efficacy information |
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Term
| Why do employers not empower their employees? |
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Definition
Loss of power controlling authority
Employees are unable to make reasonable decisions
Empowering was tried before and it
Sharing proprietary information means we can ideas, plans, and knowledge to competitors.
Not everyone wants to be empowered |
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Term
| Defined game plane in regards to organizational politics |
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Definition
Gameplaying can be played by "technically following orders" but resisting
There are 13 types of gameplaying listed in the book
The book outlines the political games always exist |
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Term
| Define impression management in terms of our organizational politics |
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Definition
Impression management is a process it's individuals take to control the impressions that others form some of these processes are effective than others are not.
Impression management tactics are used to emphasize the positive will reduce the negatives |
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Term
| What are the four essential steps of persuasion described in HVR article the art of persuasion? |
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Definition
| Establish credibility, frame for common ground, provide evidence, connect emotionally |
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Term
| What is the power principle |
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Definition
| The power principle is: influence with honor |
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Term
| How do you already know a lot about the principle centered power? |
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Definition
| We know about principle centered power by identifying someone who is had an impact on us and how they have had an impact on us |
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Term
| What is the best way of remembering the power principle? Of honor? |
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Definition
| Best way to remember is to think what would my favorite coach teacher etc. doing the situation, or what would they think of my decision |
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Term
| Just the 10 principles of influence |
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Definition
| Rational persuasion, inspirational appeal, consultation, ingratiation, personal appeal, exchange, Coalition, Legitimization, pressure |
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Term
| What is the ingratiation principal of influence |
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Definition
| Utilizing complements organology the individual |
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Term
| What is the rational persuasion principle of influence |
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Definition
| Using fax and data or logic for influence |
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Term
| What is the inspirational appeal principle of influence |
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Definition
| These of emotion or excitement |
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Term
| What is the consultation principle of influence |
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Definition
| Talk to others gather feedback, use group |
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Term
| What is the personal appeal principle of influence |
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Definition
| Do it because we're friends or do it because then he's to be a favor done |
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Term
| What is the coalition principle of influence |
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Definition
| Join forces with others to try to convince |
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Term
| What is legitimization principle of influence |
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Definition
| Using influence with position or authority |
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Term
| What is the pressure principle of influence |
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Definition
| Using the threat of punishment or removal of reward |
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Term
| Is politics and the work place bad? |
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Definition
| Is not bad in itself but can be used badly. |
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Term
| What are the seven principles of leadership |
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Definition
| Leaders mislead, leaders focus, leaders set high standards, leaders empower others, leaders Kindle passion, in matters of ethics little things matter a lot, always give more than expected. |
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|
Term
| Define the leaders must lead principle of leadership |
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Definition
| Leadership is a function of doing what leaders do cause other people to be more effective |
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|
Term
| Define the "leaders focus" principle of leadership |
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Definition
Leaders focus on what they're good at, even if it's not necessarily what they want to do.
Leaders ensure that their companies have focus |
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|
Term
| Define the "leaders set high standards" principle of leadership |
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Definition
| When you set high standards, if you no longer do things the way do you use to doing. You have to create ways to close the gap between where you are and where you want to be |
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Term
| Define the "leaders empower others" principle of leadership |
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Definition
| Meters find a way to empower others to help them accomplish your objectives |
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Term
| Defined the "leaders Kindle passion" principle of leadership |
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Definition
Organizations are most effective when they get people to believe equally and emotionally their causes
Leaders find a way to help those involved feel deeply for what they are doing |
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Term
| Define the "in matters of ethics little things matter a lot" principle of leadership |
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Definition
| And it takes a leader needs to retain the moral capacity to lead they cannot compromise even on the small things |
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Term
| Defined the "always give more than expected" principle of leadership |
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Definition
| It makes a difference when you exceed expectations |
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|
Term
|
Definition
| Management implements a vision, makes order out of chaos, evaluates, focuses on how decisions are made and how communications flow, isolates risks, and focuses on efficiency |
|
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Term
|
Definition
| Leadership creates a vision, creates chaos, events, focuses on what decisions get made and what she communicates, encourages effectiveness |
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Term
| What is the difference between leadership and management? |
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Definition
| Leaders create vision and managers implement the vision |
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Term
| What is the trait approach |
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Definition
| The trait theory of leadership attempts to identify specific characteristics associated with leadership success. The theory relies on research that relates Faist traits to certain success criteria |
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Term
| Identify three common traits research found from the Trait Approach |
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Definition
| Drive, motivation, in addition, honesty, integrity, self-confidence |
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Term
| How successful is the trait approach |
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Definition
| The trait approach has shown some success Kirpatrick and Locke found evidence that effective leaders don't need great intellect but you have to have the right stuff for right traits have a good chance of being effective |
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Term
| What things does the trait approach not consider? |
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Definition
| List of traits are endless, traits to act in isolation, patterns of behavior tend to depend on the situation |
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Term
| What is the behavioral approach to leadership |
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Definition
| The behavioral approach to leadership is reviewing later behaviors for insight as to what makes for effective leaders |
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Term
| How successful is the behavioral approach to leadership |
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Definition
| There have been some correlation shown, but that has been criticized for its simplicity |
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Term
| What does the behavioral approach not consider |
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Definition
| It doesn't consider the task or the environment that may be specific to the individual leadership requirement |
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Term
| What is a situational contingency approach in general? |
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Definition
| The approach suggests that leadership effectiveness as a function of the various aspects of the leadership situation |
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Term
| Can you draw the leadership grid? |
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Definition
X - Concern for task
Y Concern for people
Bottom left impoverished leadership
Bottom right Task Leadership
Top Left Country Club Leadership
Top Right Team Leadership
Center - Middle of the road |
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Term
| What is Fiedler's Contingency Leadership Model? |
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Definition
| Performance of groups is dependent on the interaction between leadership style and situational favorableness |
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Term
| When evaluating the favorable mess of an environment what three factors should be considered? |
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Definition
Leader Member Relations
Task Structure
Position Power |
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Term
| What is situational leadership theory |
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Definition
an approach of leadership advocating that leaders understand their own behavior and the readiness of their followers. This approach requires diagnostic skills in human behavior on the part of the leader.
A leader should properly judge or intuitively know followers’ readiness level and then use a leadership style that fits the level |
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Term
According to Hearsey and Blanchard's situational model of leadership:
If I have willing employees with a low relationship behavior what should I do |
|
Definition
|
|
Term
According to Hearsey and Blanchard's situational model of leadership:
If I have undeveloped employee who is unwilling or unable and low supportive behavior what should I do |
|
Definition
|
|
Term
According to Hearsey and Blanchard's situational model of leadership:
If I have a high relationship behavior individual who is willing and able what should I do |
|
Definition
|
|
Term
According to Hearsey and Blanchard's situational model of leadership:
If I have someone who is unwilling and unable but with a high relationship behavior what should I do? |
|
Definition
|
|
Term
| According to Hearsey and Blanchard's situational model of leadership How do I know where an individual fits |
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Definition
| Able employee falls under follower directed, unable falls under leader directed. |
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Term
According to Hearsey and Blanchard's situational model of leadership:
What behaviors are best for Telling/Directing: |
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Definition
| Leader provides specific instructions (what, where, how and when), defines roles needed to do job, and closely supervises performance |
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Term
According to Hearsey and Blanchard's situational model of leadership:
What Behaviors for Selling/Coaching? |
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Definition
| Explain decisions, provide follower with structured instructions, but is also supportive and provide opportunity for clarification |
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Term
According to Hearsey and Blanchard's situational model of leadership:
What Behaviors are best for Participating/Supporting |
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Definition
| the leader and follower share ideas and facilitate in decision making about how to best complete a high-quality job |
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Term
Hearsey and Blanchard's situational model of leadership:
What Behaviors are best for Delegating: |
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Definition
| the leader turns over responsibility for decisions and implementation, provides little specific, close direction or personal support to follower |
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|
Term
Coaching:
What should be done to coach good performance? |
|
Definition
Never that good work go unnoticed
When you see it say it |
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Term
Coaching:
WHat should be done to coach Poor Performance? |
|
Definition
Make it private, make it positive
Care for them and Show it.
Honestly check your own attitude.
Ask them questions
Offer suggestions that are simple, positive, and practical |
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Term
Coaching
What should be done about poor personal habits |
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Definition
Make it private, make it positive.
Prepare them
Be gentle, but be direct
Beware of sidetracks (arguments)
State a specific plan |
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Term
Coaching
What si the two minute challenge steps? |
|
Definition
1. State your observation
2. wait for their response
3. remind them of the goal
4. ask for specific solution
5. Agree together
6. Follow up |
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|
Term
| What question does the Vroom- Jago leadership participative decision tree try to solve? |
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Definition
| Help managers determine which leadership style station using various situations |
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Term
| List the Vroom- Jago leadership participative styles |
|
Definition
A1 Decide
AII Decide with Information
C1 Consult Individuals
C2 Consult Group
G2 Group decides - Facilitate
D1 Group decides - Delegate |
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Term
| WHat are the first 3 questions to consider in the Vroom- Jago leadership participative |
|
Definition
DS - What is the Decision Significance - How important is the technical Quality
CR - What is the Commitment Requirement- How important is subordinate commitment?
LI - Leadership Information - Do you have sufficient information to make a high quality decision? |
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Term
| WHat are the last 4 questions to consider in the Vroom- Jago leadership participative |
|
Definition
CP - Commitment Probability - if the decision was made in isolation would would the likely commitment be?
GC - Goal Congruence - Do subordinates share in the org goals to be obtained in solving the problem
CO - Subordinate conflict : Is conflict among subordinates over preferred solutions likely?
SI - Group member expertise (do subordinates have enough information? |
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Term
| What are the initials of the contingencies to consider in the Vroom- Jago leadership participative |
|
Definition
Quality Requirement (QR): How important is the technical quality of the decision?
Commitment Requirement (CR): How important is subordinate commitment to the decision?
Leader's Information (LI): Do you (the leader) have sufficient information to make a high quality decision on your own?
Problem Structure (ST): Is the problem well structured (e.g., defined, clear, organized, lend itself to solution, time limited, etc.)?
Commitment Probability (CP): If you were to make the decision by yourself, is it reasonably certain that your subordinates would be committed to the decision?
Goal Congruence (GC): Do subordinates share the organizational goals to be attained in solving the problem?
Subordinate conflict (CO): Is conflict among subordinates over preferred solutions likely?
Subordinate information (SI): Do subordinates have sufficient information to make a high quality decision? |
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|
Term
| What are the Vroom Jago contingencies ? |
|
Definition
Decision Making Style
Description
Autocratic l (Al) Leader solves the problem along using information that is readily available to him/her
Autocratic ll (All) Leader obtains additional information from group members, then makes decision alone. Group members may or may not be informed.
Consultative l (Cl) Leader shares problem with group members individually, and asks for information and evaluation. Group members do not meet collectively, and leader makes decision alone.
Consultative ll (Cll) Leader shares problem with group members collectively, but makes decision alone
Group ll (Gll) Leader meets with group to discuss situation. Leader focuses and directs discussion, but does not impose will. Group makes final decision. |
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Term
| What are the six steps of delegating? |
|
Definition
1. Explain why the job is important
2. Define the results expected
3. Agree on a deadline
4. Ask for feedback to gage understanding
6 Set up controls (Status checks) |
|
|
Term
| What are leadership substitutes? |
|
Definition
| Something that takes the place of the need for active leadership, like having followers who are able and willing (i.e. you can empower them, delegate them) |
|
|
Term
| What are Leadership Neutralizers? |
|
Definition
| situational factors the diminish the effect of a leader, like in self-managed teams - having great structure in place had a greater effect (made more of a difference) than leader coaching behaviors |
|
|
Term
| What is Transitional Leadership |
|
Definition
| Transactional: Motivating followers by appealing self-interests (reward and punishment -- carrot and stick approach) |
|
|
Term
| What is transformational leadership |
|
Definition
| Transformational: Raise followers to higher ideas, values, and vision (changing attitudes and assumptions) |
|
|
Term
| What are the four components of transformational leadership? |
|
Definition
Charisma
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration |
|
|
Term
|
Definition
| Vision: A fundamental objective expressed in idealistic terms that leads followers beyond their immediate self-interests |
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|
Term
| How is a vision different than business practices? |
|
Definition
| Vision is the core values and purpose, the ultimate goal of what the future could be, while the operating practices and specific strategies are the tactics and ways to hopefully accomplish that vision |
|
|
Term
|
Definition
| a special quality of leadership that captures the popular imagination and inspires unswerving |
|
|
Term
| What are three ways to increase charisma? |
|
Definition
Use a more charismatic persona:
-Enthusiastic, optimistic, and energetic
-Impressive appearance
Create the bond
Create a Vision
-Be candid
-Remember people’s names
Emotion Management
-Use Imagery
-Storytelling
-Sensory Language |
|
|
Term
| What is Work Interdependence? |
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Definition
| wo or more organizational groups need each other to complete tasks |
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Term
| What is Pooled Interdependence? |
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Definition
| interdependence that requires no interaction between groups because each group, in effect, performs separately |
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Term
| What is sequential interdependence? |
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Definition
| Interdependence that requires one group to complete its task before another group can complete its task |
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Term
| What is Reciprocal Interdependence? |
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Definition
| requires the output of each group in an organization to serve as input to other groups in the organization |
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Term
| What are the four essential steps of persuasion described in the HBR article “The Art of Persuasion.” |
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Definition
Establish Credibility
Frame for Common Ground
Provide Evidence
Connect Emotionally |
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