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What model is used to reach the optimal creative state/mood?
Positive Mood Model
Anti-Negative Mood Model
None of the above
What kind of interview question puts the candidate in actual situation that could occur in that team or in that job?
Identify all of the Reactance techniques:
The Risk Technique
What are the four main principles of goal-setting theory?
Set difficult and specific goals
The higher the goal, the higher the performance (given goal commitment)
Goal setting affects: choice, effort, persistence and cognition
All of the above
What are the sub-principles of goal-setting theory?
Set challenging specific goals and provid feedback in relation to goals
Pay tied to organizational performance
Gain goal commitment and provide resources neeed to attain the goal
Monitor team size
Learning vs performance goals
Hiring the individuals with the corresponding KSA's of the job
Team members with higher "extraversion" and "conscientiousness" predict better team performance and are the best bet for picking a team member. If you can match a personality to the job, then that is the best overall predictor for success.
Which one does this best apply to? "____________ are effective if they are higher on extraversion, openness and conscientiousness."
In terms of the Big Five, which is a poor indicator of individual performance on a team, but should still be evaluated when selecting a team?
The following is an example of what? "...birds received an award (food) when they pecked at a red disk. It didn't get food every time because the award was scheduled. This is similar to gambling for human behavior, as the ratios are made and scheduled to pay at certain times to continue to get people to play..."
Variable vs schedule reinforcement
What is it when we take relevant information and make attributions about other things that are more vague or ambiguous?
When framed as a choice between sure loss and a gamble, we are______________?
Selected all symptoms of Groupthink (8 of them)
All ove the above
Select all of the components of Job Design
Benevolence and Integrity are based on transformational behaviors and the perception of trust and fairness that is built from those behaviors.
What do you do to engage in Level 1 Trust repair?
Provide an external excuse
•Provide a justification
Challenge the notion
•Provide tangible evidence
•Provide verbal denials (as long as consistent with the evidence)
Identify, acknowledge, and assume responsibility
•Offer an apology (guilt + regret)
•Voluntarily paying a financial penalty
When a group proposes that it will be positively evaluated when its charactersitcs are recognizes as aligning with the group's typical social roles, falls under what?
Role Congruity Theory
There is a stereotypical belief is that men are rational, independent and assertive, whereas women are emotional, relationship focused and accommodating.
What are the problems with LMX leadership?
Some team members may grow resentful
Reduces group efficacy
Select all of the things you can do to improve creativity in groups:
Make sure teams are not hungry
Create a functionally diverse team
Have team members either have or get lots of weak ties
Make it a competition
Empower the team
Set high quantity goals
Use the anonymous nominal group technique
Faultlines can be ___________ (lead to conflict) or _______________ (less conflict or higher satisfaction)
none of the above
What is more likely to split groups into subgroups and provide informal structure for intragroup conflict?
Low team efficacy
Lack of motivation
What are the problems with using incentives in groups?
Loss in motivation
May create unintended behavior
"_____________________ refers to the fact that it is more difficult for teams to move from competitive to cooperative reward structures than vice-versa."
Cutthroat competitive effect
Cutthroat cooperation effect
Form recognition refers to: to an individual and/or group providing contingently informal genuine acknowledgement, approval, and appreciation for work well done
Informal recognition refers to: reinforcing employee accomplishments through formal company programs such as team of the month or specific awards for attaining levels of performance
All of the following make _________________ work:
Self(collective)-efficacy: The belief in one’s (or a team’s) capabilities to organize cognitive and behavioral faculties and execute the courses of action required to produce desired outcomes
Informal recognition works because it increases outcome utility. Informal feedback can be seen as maybe getting formal rewards in the future
• Forethought: Based on the recognition received and, thus, the perceived prediction of desired consequences to come, people will self-regulate their future behaviors by forethought. By using forethought, employees may plan courses of action for the near future, anticipate the likely consequences of their future actions, and set performance goals for themselves.
The following is talking about informal recognition: Performance improvements around 15% and does not include “attaboys” or a pat on the back
Select all of the threats to creativity (from the slides):
Evaluation apprehension and conformity
All of the above
What is the following referring to:
o Those with low _________________, their performance increases as their ______________
o Those with high________________, and _____________________ does not play a role on their performance.
o Those with low _____________________can catch up performance wise to people with high _______________ by being high on _____________.
Transformational and Transactional Leadership
Emotional Intelligence and Cognitive Ability
LMX and MBE leadership models
What is the order of the Organizational Change Process?
Understand, enlist, envisage, communicate, act, consolidate
Enlist, understand, envisage, motivate, communicate, act, consolidate
Understand, envisage, motivate, communicate, act, consolidate
Understand, enlist, envisage, motivate, act, consolidate
What all is involved in the "Understand" step within the Organizational Change Process?
• Interviews with leaders, managers, and front-line employees
• Engage with customers and non-customers
• Benchmark competitors and other organizations
Identify the Problem
• Determine root causes and not symptoms.
Share information with key stakeholders
• Create alignment with key stakeholders by sharing an honest assessment of the current state.
What questions should you ask when "Enlisting" for Organizational change?
Who is the Change Agent?
Who are our key Stakeholdres?
Who is the Sponsor?
Who's on the change team?
None of these
What are the type of Stakeholders, when stakeholding mapping in the "Enlist" step
Develop a vision: “where you want to go”
Tangible, Desirable, Feasible & Flexible, Focused & Simple
Great visions are behavioral at their core and translate easily into action.
•What might we expect to see more of in the future? What might we expect to see less of?
Develop a strategy: “how you’ll get there”
Provides a framework / plan for operational decisions.
Is all part of the "Envisage" step (organizational change process)
When "motivating" what should you do? (organizational change process)
Communicate ‘why’ at both a rational and emotional level.
Communicate the vision and strategy to all stakeholders
Create sense of urgency*
Establish clear roles, expectations and targets
Share information and communicate honestly
Make it personal
Communicating the vision and strategy to all stakeholders and establish clear roles, expectations and targets is all part of the "communication" step?
When you finally "Act" in the organizational change process what all should you do?
Make structures compatible with the vision
Align practices, policies, systems
Provide the training employees need
Generate and publicize short-term wins
Deal with managers who undercut needed change
When should you "Use increased credibility to change policies, structures, and systems that don’t support the vision. Hire, promote, and develop employees who can implement the vision. Reinvigorate the process with new projects, themes, and change agents" within organizational change process?
Transformational leadership is a combination of which?
Charisma or idealized influence
What are the steps of the Breakthrough Strategy?
Go to the Balcony, Use power to educate, Step to their Side, Reframe, Build them a Golden Bridge
Step to their Side, Reframe, Build them a Golden Bridge,Go to the Balcony, Use power to educate
Go to the Balcony, Build them a Golden Bridge, Step to their Side, Use power to educate
Go to the Balcony, Step to their Side, Reframe, Build them a Golden Bridge, Use power to educate
The following are steps to the rational decision model:
1. Clearly define problem (gap between “what is” and “what ought to be”)
2. Gather all relevant information, including alternatives
3. Identify evaluation criteria
4. Weight criteria given goals
5. Evaluate each alternative on each criterion
6. Select alternative that maximizes criteria
System Two thinking is intuitive because:
• Fast and effortless, pattern recognition
• Walking, driving, tying shoes
• This is our default system
System Two thinking is reflective because:
• Slow and deliberate- becomes activated when we know there is a problem to solve.
• Learning to drive, speaking 2ndlanguage
• Mobilized when stakes are high, when there is obvious error, etc.
How do you avoid the decision pitfall of Groupthink?
Use the risk technique
Appoint a devil's advocate
Extend the time frame
Provide a face-saving mechanism
How can you avoid escalation of commitment to a losing course of action?
Recognize sunk cost
Avoid the bystander effect
Avoid tunnel vision
Avoid bad moods
Invite external reviews
ways to avoid the pitfalls of the Abilene paradox are: • Confront the issue, conduct a private vote, minimize status differences, utilize the scientific method, take responsibility for failure, and provide a formal forum for controversial views.
What are some of the various group decision making pitfalls?
Escalation of commitment
The Abilene paradox
Unethical decisoin making
What are the types of transactional leadership?
What is the following describing? The degree to which the leader sets up constructive transactions or exchanges with followers. He or she clarifies expectations and establishes the rewards for meeting those expectations
"__________________ refers to the main determinant of how much a given fact influences a group decision is not the fact itself, but how many peopl happen to be aware of this prior to a group discussion/decision".
A group decision pitfall
Common information effect
"________________ is defined as a superior decision alternative, but the superiority of the choice is hidden from group members because each individual member only has a portion of the information supporting the superior alternative choice"
A threat to teams
A hidden profile
If you wanted to be "procedurally fair" what should you do?
Have procedures that should not be affect by personal self-interest to suppress bias
Have procedures that are based on accurate and valid information
Allow those affected to have input in the decision making process