MGTS1601 Study Guide - Final Guide: Group Decision-Making, Collectivism, Stress Management
Answer:
1. What is organisational culture and what are its common
characteristics? Give examples to illustrate.
Definition: A complex set of values, beliefs, assumptions and
symbols that explain how the organisation conducts their business
Seven primary characteristics capture the essence of an
organisation’s culture:
1. Innovation and risk taking
2. Attention to detail
3. Outcome orientation
4. People orientation
5. Team orientation
6. Stability
7. Aggressiveness
2. What is legitimate power and how would you distinguish
between legitimate and illegitimate political behaviour. Give
an example to illustrate.
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Legitimate power: Person A’s level in the hierarchy of
management, e.g. CEOs would have more power than middle-
level managers
Pressure involves using demands, threats or intimidation- The
tactic is likely used by those who possess legitimate and
coercive
power, e.g. managers
3. What are the advantages and disadvantages of a cohesive
group? Give examples to illustrate.
Cohesion – A field of forces that make group members stay
together - in the pursuit of instrumental objectives, and/or- for the
satisfaction of member affective needs
Task Cohesion: A group’s shared commitment and attraction to
the group’s task, and their motivation to achieve common work-
related goals
Social Cohesion: A group’s shared liking and interpersonal
attraction, and caring among members
4.What is the job characteristics model? How does it motivate
people? Give an example to illustrate.
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1. Skill variety: degree to which a job requires a
variety of different activities
2. Task identity: degree to which the job requires
completion of a whole and identifiable piece of
work
3. Task significance: degree to which the job has a
substantial impact on the lives or work of other
people
4. Autonomy: degree to which the job has freedom in
decisions relating to it
5. Feedback: degree to which the job activities
require feedback
5. Name the Big Five personality traits. How do they predict
work behaviour? Give examples to illustrate.
1. Openness to Experience – high O people are more
creative and more likely to be effective leaders
2. Conscientiousness – high C people usually have
higher job performance and are more responsible
and organised
3. Extraversion – high E people are generally
happier in their jobs and lives as well as being
very sociable
4. Agreeableness – high A people are usually good
team members and friends and are very cooperative
and friendly
5. Neuroticism – high N people tend to be nervous,
depressed, anxious and/or insecure
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Document Summary
Cohesion a field of forces that make group members stay together - in the pursuit of instrumental objectives, and/or - for the satisfaction of member affective needs. Task cohesion: a group"s shared commitment and attraction to the group"s task, and their motivation to achieve common work- related goals. Social cohesion: a group"s shared liking and interpersonal attraction, and caring among members. Dominant culture: most widely shared values and assumptions. Subcultures: multiple cultures that exist independently of organisational culture, e. g. functional units, geographic units, occupational backgrounds. May enhance the dominant culture, i. e. hold similar values. May be different from the dominant culture but do not work against it. Countercultures: subcultures that work against the dominant culture. Subcultures may also oppose one another, e. g. the tension between finance and human resource departments: list and discuss the different bases of power found in groups and organisations.
