Ob Exam3

A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. This means that a team consists of individuals who work together towards a shared objective, have different skills that complement each other, and are accountable for their own performance as well as the team's overall success.

The purpose of a formal group is to help the organization accomplish its goals, whereas the purpose of an informal group is getting together in friendship.

Conflict is considered dysfunctional when it gets in the way of organizational performance. This means that when conflict hinders the smooth functioning of an organization and negatively impacts its ability to achieve its goals and objectives, it is seen as detrimental. In such cases, conflict can lead to decreased productivity, increased employee dissatisfaction, and a breakdown in communication and collaboration, all of which can impede the overall performance and success of the organization.

Current OB experts believe that conflict has both positive and negative outcomes, depending on its nature and intensity. This means that conflict can be beneficial in certain situations as it can lead to innovation, creativity, and improved decision-making. However, excessive conflict can also have negative consequences such as decreased productivity, increased stress, and damaged relationships. Therefore, it is important for managers to understand the nature of the conflict and manage it effectively to maximize the positive outcomes and minimize the negative ones.

Jim is using the technique of Devil's advocacy to make a better decision. By assigning Clara to thoroughly criticize the proposal and look for every possible flaw, Jim is seeking a different perspective and trying to identify any weaknesses or potential problems with Project B. This technique allows Jim to consider alternative viewpoints and make a more informed decision by considering both the strengths and weaknesses of each project.

In Tuckman's five-stage theory of group development, the storming stage is a time when group members start to express their ideas and opinions, which may lead to conflicts and power struggles. During this stage, the group tests the leader's policies and assumptions by challenging them and questioning their effectiveness. This stage is crucial for the group to establish its hierarchy and resolve any conflicts or disagreements before moving on to the next stage of norming, where they start to develop shared norms and values.

The indication that a group has become a team is when accountability shifts from strictly individual to both individual and collective, the group develops its own purpose, problem solving becomes a way of life, and effectiveness is measured by the group's collective outcomes and products. Leadership being given to one individual does not necessarily indicate that a group has become a team, as teams can have shared or distributed leadership.

Functional conflict refers to a type of conflict that is constructive and beneficial for the organization. It involves healthy disagreements and differing opinions that can lead to improved decision-making, innovation, and problem-solving. By allowing different perspectives to be heard and considered, functional conflict can help identify and address potential issues or weaknesses in the organization. This ultimately serves the interests of the organization by promoting growth, creativity, and effective teamwork.

Holding individual members accountable for certain tasks can counteract social loafing by ensuring that each member has a specific responsibility and is held responsible for completing it. This creates a sense of individual ownership and motivation to contribute to the group effort, reducing the likelihood of free-riding or relying on others to do the work. By assigning specific tasks and holding individuals accountable, it promotes a sense of responsibility and encourages active participation from all members.

Assigning each member of the group the role of critical evaluator helps prevent groupthink by ensuring that different perspectives and opinions are considered. By assigning this role, each member is encouraged to voice their concerns, question assumptions, and provide alternative viewpoints. This helps to challenge the consensus and encourages open discussion, leading to better decision-making and reducing the risk of groupthink.

Don is a member of the Compensation Advisory Council, which is responsible for providing recommendations to the Human Resources Board regarding suggested compensation systems. The council's role is to offer advice and suggestions, but the final decision-making authority lies with the President's Council and the Human Resources Board. Therefore, Don is a member of an advisory team that provides guidance and recommendations.

Virtual teams have the advantage of increased flexibility compared to face-to-face teams. This is because virtual teams can work from different locations and time zones, allowing for greater scheduling flexibility. They are not bound by physical proximity and can collaborate and communicate remotely, using technology to bridge the distance. This flexibility enables virtual teams to adapt to changing circumstances and work across different time zones, leading to increased productivity and responsiveness.

In the dominating style of handling conflict, individuals prioritize their own needs and goals over those of others. They tend to use aggressive and competitive tactics to win the conflict, often disregarding the needs and concerns of the other party involved. This approach creates a "I win-you lose" dynamic, where one party dominates and the other party's needs are largely ignored.

The correct answer is socialize and train newcomers. This is an example of an organizational function of a formal group because it involves the process of introducing new members to the group's norms, values, and expectations, as well as providing them with the necessary training and guidance to perform their roles effectively within the organization. This function helps to integrate newcomers into the group and ensure they understand their responsibilities and the group's culture.

According to Tuckman's five-stage theory of group development, the adjourning stage is when it's time to move on to other things. This stage occurs after the group has completed their task or project and is ready to disband. During this stage, members reflect on their accomplishments, celebrate successes, and say goodbye to each other. It is a time of closure and transition as individuals go their separate ways and the group officially ends.

Cohesiveness refers to the sense of "we-ness" that helps groups stay together. It is the degree to which group members feel connected, loyal, and committed to each other and the group's goals. A cohesive group is more likely to work together effectively, communicate openly, and support one another, leading to increased productivity and satisfaction within the group.

Socio-emotional cohesiveness holds this group together because it refers to the emotional bond and social connections that exist among group members. In this case, Nancy, Janice, Kim, Kristine, and Laura have formed a strong bond based on their shared interests, such as discussing work and kids, and their ability to connect on an emotional level. This emotional connection and social interaction help to create a sense of unity and togetherness within the group, making them feel connected and supportive of each other.

Supportive leadership behavior is likely to have favorable results in the group's late history. This type of leader is empathetic, understanding, and provides encouragement and assistance to group members. By offering support and creating a positive work environment, the leader can foster trust, collaboration, and motivation among the group members. This can lead to increased productivity, satisfaction, and cohesion within the group, which ultimately contributes to favorable outcomes in the group's late history.

Instrumental cohesiveness refers to a sense of togetherness that develops when group members are mutually dependent on one another because they believe they could not achieve the group's goals by acting separately. This means that the group members recognize the importance of working together and understand that their individual efforts alone would not be sufficient to achieve the desired outcomes. They rely on each other's contributions and support to accomplish the group's objectives.

Organizational conflict is inevitable because in any organization, there are bound to be differences in opinions, goals, and interests among individuals. These differences can lead to conflicts, whether they are interpersonal, intergroup, or organizational in nature. Conflict is a natural part of human interactions and can arise from various factors such as competition for resources, differences in values, and power struggles. Therefore, it is important for organizations to recognize and manage conflicts effectively to promote healthy communication, collaboration, and problem-solving.

Denise's behavior of not refilling the office coffee pot after pouring the last cup of coffee is causing irritation among her coworkers. This behavior is considered workplace incivility because it goes against the norms of office etiquette and shows a lack of consideration for others. Workplace incivility refers to disrespectful or rude behavior that disrupts the harmonious functioning of a work environment.

Managers may see self-managed teams as a threat to their job security because when teams are given the autonomy to make decisions and manage themselves, it reduces the need for traditional managerial roles. This can make managers feel that their position and authority may become obsolete, leading to resistance or reluctance in implementing self-managed teams.

According to Tuckman's five-stage theory of group development, the stage where members tend to be uncertain and anxious about their roles, who's in charge, and the group's goals is the forming stage. In this stage, group members are just getting to know each other and are trying to understand the purpose and structure of the group. They may be hesitant to voice their opinions or take on specific roles until they feel more comfortable and secure within the group.

Vague or conflicting team assignments can be a typical mistake made by management that leads to team failure. When team members are unsure about their roles and responsibilities, or if there is a lack of clarity or conflicting instructions, it can result in confusion, frustration, and a lack of productivity. Without clear assignments, team members may not know what tasks they need to focus on, leading to inefficiency and a decrease in overall team performance.

Team viability refers to the ability of a team to function effectively and sustainably over time. It reflects team member satisfaction and their willingness to continue contributing to the team. When a team is viable, team members are motivated, engaged, and feel a sense of belonging and fulfillment within the team. They are more likely to stay committed and dedicated to achieving team goals, resulting in increased productivity and success. Therefore, team viability is crucial for maintaining a positive team dynamic and ensuring long-term team success.

Regularly updating and clarifying the group's goals can enhance instrumental cohesiveness because it helps to ensure that all members are on the same page and working towards a common objective. By regularly communicating and reinforcing the group's goals, managers can keep everyone focused and motivated, leading to increased cooperation and collaboration among members. It also helps to prevent misunderstandings and conflicts that can arise when goals are unclear or outdated.

Impression management refers to the ability to control or manipulate the way others perceive us. Inducing liking is a specific aspect of impression management, where individuals try to make others like them by presenting themselves in a favorable way. This can involve various strategies such as displaying positive qualities, being friendly and approachable, or finding common interests with others. By focusing on inducing liking, individuals aim to create a positive impression and build positive relationships with others.

Keeping the group relatively small can enhance socio-emotional cohesiveness because it allows for better communication, cooperation, and bonding among group members. In a smaller group, individuals have more opportunities to interact with each other, build relationships, and develop a sense of trust and camaraderie. This can lead to increased understanding, support, and empathy among members, fostering a stronger sense of unity and cohesion within the group.

Directive leadership behavior is characterized by leaders who provide clear instructions, set goals, and closely supervise their followers. This style of leadership is often effective in the early stages of a group's history because it helps establish structure, clarify roles, and ensure that tasks are completed efficiently. In the early stages, group members may need more guidance and direction, and a directive leader can provide the necessary support and guidance to get the group off to a strong start.

The compromising style of handling conflict involves a give-and-take approach where there is moderate concern for both self and others. This style is suitable when parties have opposite goals or possess equal power. It suggests that individuals are willing to find a middle ground and make concessions in order to reach a mutually acceptable solution.

Agreement, stronger relationships, and learning are desired outcomes of conflict because conflict can lead to positive outcomes such as increased understanding, improved communication, and innovation. When individuals engage in conflict in a constructive manner, it can help them find common ground, build stronger relationships, and learn from each other's perspectives. Conflict can also stimulate creativity and problem-solving, leading to better outcomes and growth. Therefore, agreement, stronger relationships, and learning are all desired outcomes that can result from effectively managing and resolving conflicts.

The web update committee is experiencing conflict and division within the group due to the strong preferences for different formats for the website. This has led to the formation of two sub-groups within the committee, each fighting for their chosen alternative. The committee is in danger of falling apart as the sub-groups battle for control. This situation best typifies the stage of group decay known as "De-forming," where the group starts to disintegrate due to internal conflicts and lack of cohesion.

Higher levels of conflict tend to reduce internal work motivation because when there is a high level of conflict within a team or organization, it creates a negative and hostile work environment. This can lead to decreased job satisfaction, lower morale, and increased stress among employees. As a result, employees may become less motivated to perform well and may be more likely to disengage from their work. Conflict can also create distractions and hinder effective communication and collaboration, further reducing motivation and productivity.

The correct answer is that there has been a decline in conformity among Americans since the 1950s. This is supported by research studies that have shown a decrease in conformity over time, particularly in individualistic cultures like the United States. This decline in conformity can be attributed to various factors such as increased individualism, changing social norms, and a greater emphasis on personal autonomy and independence.

The given scenario describes Ann's role as an anesthesiologist on a surgical team, where she carefully administers anesthesia to ensure the success of the operation. This indicates that Ann is a member of an "action" team, as she actively participates in the surgical procedure and takes necessary actions to balance the needs of the surgeons and the patient.

Unreasonable deadlines foster organizational conflict because they put excessive pressure on individuals or teams to meet unrealistic time constraints. This can lead to stress, frustration, and a lack of cooperation among employees. When deadlines are unattainable, it can create a competitive and hostile work environment where individuals may resort to unethical practices or sacrifice quality in order to meet the deadline. This can ultimately harm the overall productivity and effectiveness of the organization.

Effective teamwork requires cooperation, trust, and cohesiveness among team members. Cooperation is essential as it involves working together towards a common goal, sharing responsibilities, and supporting each other. Trust is crucial for team members to rely on each other, be open and honest, and have confidence in each other's abilities. Cohesiveness refers to the sense of unity and camaraderie within the team, where members feel connected, committed, and motivated to work together. These key components create a positive team dynamic, enhance communication, and contribute to the overall success of the team.

Sarah and Bill's new team can be described as a self-managed team because they have been trained to perform administrative tasks, including scheduling work assignments for the team. This suggests that the team members have the autonomy and responsibility to manage their own work and make decisions collectively without direct supervision.

Arbitration is an alternative dispute resolution technique where the disputing parties agree ahead of time to accept the decision of a neutral third party in a formal court-like setting. This process often includes the presentation of evidence and witnesses. Participation in arbitration is voluntary, and statements made during the process are confidential. The decisions made in arbitration are based on legal merits.

Laura is using the technique of dialectical inquiry to help her make a better decision. Dialectical inquiry involves presenting conflicting proposals or viewpoints based on different assumptions. Advocates of each position then debate the merits of their proposal. This technique allows Laura to consider different perspectives and challenge assumptions, leading to a more informed and well-rounded decision-making process.