Organizational Behaviour (Final Review)

Group Behaviour (Chapter 8)

100

 What defines a group in an organization?

Two or more individuals interacting and interdependent.

200

What is an informal group?

Natural alliances not formally structured.

300

Name Tuckman’s five stages of group development.

Forming, storming, norming, performing, and adjourning.

400

Explain the Punctuated Equilibrium Model

The model explains that groups go through stable periods (inertia)  interrupted by significant, transformative shifts.

500

What do norms represent in groups? Provide an example. 

Norms are shared expectations about behavior, such as performance, appearance, and social arrangements.

600

What determines group status? Give at least one factor. 

 Personal Characteristics, Power position (legitimacy), ability to contribute to the group. 

700

How can managers encourage group cohesiveness?

Managers can increase cohesiveness by reducing group size, aligning members with group goals, encouraging interaction, and fostering competition with other groups.

Work Teams (Chapter 9)

100

How do work groups differ from work teams?

Work groups share information and have individual accountability, while work teams generate positive synergy through coordinated efforts.

200

What is the optimal size for self-managed teams?

The optimal size is typically 10 to 15 employees

300

What is the difference between self-managed teams and cross-functional teams? 

In self-managed teams, employees perform interdependent jobs and take on responsibilities of supervisors. 

• Cross-functional teams include employees from different work areas collaborating to accomplish specific tasks.

400

1. What are virtual teams, and how do they operate?

2. Mention at least one challenge that Virtual teams face? 

1. Virtual teams use technology to collaborate despite being geographically dispersed.

2. Virtual teams face challenges such as maintaining trust, managing time zones, fostering communication, and ensuring team engagement.

500

Mention 7 (seven) ways you can how to be an Effective Member of a Team

1.Show up. Be present. Avoid distractions.

2. Be aware of what you know and what you don’t know.

3. Listen actively and respectfully.

4. Focus on ideas not personalities.

5. Be responsible.

6. Be proactive about helping others (with their consent).

7. Avoid jealousy and envy. Give credit to others when it is due.

8. Take flexible approaches to problem solving.

9. Recognize silent team members and create space for them to contribute.

600

Explain the concept of multiteam systems and their coordination requirements.

Multiteam systems are collections of interdependent teams sharing a superordinate goal, often requiring coordination through boundary spanners.

700

Imagine you are working in HR department. What do you need to do to have team players in your organization? 

To make the team players, try to select individuals who have the right interpersonal skills to be effective team players, provide training to develop teamwork skills, and reward individuals for cooperative efforts.

Leadership ( Chapter 11)

100

Provide a definition of leadership

Leadership is the ability to influence a group toward achieving a vision or set of goals

200

Who developed the first comprehensive contingency model of leadership?

Fred Fiedler

300

What leadership styles were identified in the University of Michigan studies?

Employee-oriented and production-oriented leadership styles

400

Distinguish between transactional and transformational leadership

Transactional leadership clarifies tasks and provides rewards, while transformational leadership inspires followers to transcend self-interests

500

How do leaders build trust within teams?

Leaders build trust by demonstrating integrity, open communication, consistency, and concern for team members’ well-being.

600

1. How do contingency theories relate to leadership effectiveness?

2. Which traits from OCEAN can predict leadership effectiveness? 

Contingency theories suggest that leadership effectiveness depends on matching a leader’s style to situational factors like task structure and team dynamics.

700

According to Fiedler’s model, in what situations do task-oriented leaders perform best?

Task-oriented leaders perform best in either highly favorable or highly unfavorable situations.

Power and Politics (Chapter 12)

100

Define power in the context of organizational behavior.

Answer: Power is the capacity to influence the behavior of others to act in accordance with one’s wishes.

200

Differentiate between coercive and reward power.

Coercive power is based on fear of negative consequences, while reward power is based on the ability to distribute rewards.

300

What is the dependency factor in power dynamics?

Dependency increases power when a resource is scarce, important, and lacks substitutes.

400

What is legitimate power?

Answer: Legitimate power is derived from a person’s formal position or role within an organization.

500

How do expert and referent power differ?

 Expert power comes from possessing specialized knowledge or skills, while referent power is based on personal traits or admiration.

600

Mention six power (influence) tactics 

700

What strategies can reduce unethical political behaviour?

Strategies include fostering transparency, enforcing ethical standards, and promoting a culture of accountability.

Conflict/Negotiation (Chapter 13)

100

Define conflict in the context of organizational behavior

Conflict arises when one party perceives another as negatively affecting something they care about. 

Or - opposing interests

200

What are the two main approaches to bargaining in negotiation?

Distributive bargaining and integrative bargaining

300

What are the steps in the PEACE negotiation model?

 Preparation, Establishing ground rules, Articulating, Compromising, and Executing.

400

Identify and describe the three main types of conflict categorized by nature.

Task conflict, relationship conflict, and process conflict.

500

What are some individual differences that impact conflict resolution?

Individual differences, such as personality, emotional intelligence, and cultural background, influence how conflicts are perceived and resolved.

600

What characterizes integrative bargaining, and why is it preferred?

Integrative bargaining creates win-win solutions and is characterized by openness, flexibility, and mutual trust.

700

Differentiate between dyadic and intergroup conflict.

Dyadic conflict occurs between two individuals, while intergroup conflict occurs between teams or departments.

Managing Change (Chapter 14)

100

What are the steps in Lewin’s Change Model?

Unfreezing, movement, and refreezing.

200

Who developed the Eight-Step Plan for implementing change?

John Kotter

300

1. What is the focus of Appreciative Inquiry in organizational change?

2. Which are the four Ds ? 

AI is about leveraging the strengths to create a new desitnation. it is about managing change. 

4 D - Discover, Dream, Design, Destiny

400

Name actions individuals can take to support organizational change.

Leading by example and embracing change personally. 

500

What role does leadership play in successful change initiatives?

Leadership plays a crucial role by creating a vision, communicating effectively, empowering employees, and reinforcing progress.

600

How do Kotter’s and Lewin’s change models complement each other?

Lewin’s model provides a foundational three-step process, while Kotter’s eight steps offer a detailed guide for implementing each phase of change.

700

What is a key similarity between the movement phase in Lewin’s model and Kotter’s steps for creating and communicating a vision?

Both emphasize motivating and guiding stakeholders through active engagement and clear communication to ensure the success of change initiatives.