MOS midterm 2 review.docx

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Department
Management and Organizational Studies
Course
Management and Organizational Studies 2181A/B
Professor
All Professors
Semester
Spring

Description
MOS2181Week6CEOWagesrecessionproofCEOsstillgetpaidtoomuchPayforperformanceChapters78NotsociologypsychologyNotallgroupsareteamsFormalandinformalgroupsCoveredsofarHowpeoplebehaveandwhypsychologybasedQuestionsforConsiderationFoundationsofGroupBehaviourWhatarethestagesofgroupdevelopmentWhatmakesgroupsworkornotHowdowebuildabetterworkgroupPatrickLencioniThe5DysfunctionsofaTeam20022006Overcoming5Dysfunctions2005LackofTrustNotcomfortablebeingopenandhonestFearofConflictShouldbecomfortabletoengageinconflictLackofCommitmenttoadecisionnobuyinbuyintotheteamBecausetheyhaventweighedintoatopictheywontbuyintoitUnwillingtoholdeachotheraccountablePeertopeerrelationshipswouldholdeachotheraccountableInattentiontoresultsfocusshiftstowardsindividualconcernsNotfocusingoncollectiveresultsfocusingontheirownagendasBookwrittenforexecutivesnowusedbynotforprofitsschoolsetcStoppingofficepoliticsbackstabbingbuildtrustOvercomeintimidationbyanewteambecomfortablewithyourvulnerabilitiestrustTrustisveryimportantWhatmakesgroupsteamsworkorNOTNOtogroupsdysfunctionsthatpreventhighperformingYEStogroupsPerformancecanincreasejobsatisfactioncanincreasecommunicationcanbebetterperceptionimprovescollectivelyGestalttheoryVideoUnitedairlinesenforcinghowimportantteamworkisUsingNASCARtohelpthembeefficientLosttimecostsbigmoneyjustcameoutofbankruptcyTeambuildinginteractiononalessstressfulplatformsothatwhentheydoworktogetherthereisnointimidationVideo2TeambuildinghorsesrandomgamesPlanningorganizingteamcontributionUsingfoodtobuildteamsBuildingconsensuscommunicationgoalsdeadlinesWestJetgamesinrecruitselectionplayriskWhathappenstoindividualbehaviourwhenmixedintogroupsThepowerofcontextSocialInfluenceQarewethesoledeterminantsofourbehaviourEpidemicgoingviralContagionhugeimpactPowerofcontextwhatreallymatterarethelittlethingsEBM2ZimbardoSocialinfluenceoverindividualbehaviourBehaviourduringcertainsituationscanbecomedistortedcausinggapsinwhatisnormalforindividualLooktoeachotherfornormscreateyourownguidelinesifthereisuncertaintyonguidelinesRealitycanshiftasexternalinfluencespushhardagainstindividualvaluesStanfordprisonexperiment1971atStanfordUniversityPsychDeptProfessorZimbardo70Applicantsansweredanadvertisementpaying15toparticipatepicked24youngmalesthroughinterviewsscreeningprocessPickedaveragepeople2weekstudycancelledonday6behaviourgottooextreme12randomlybecameguards12randomlyassignedprisonersNorolesgivenjustatitleGuardsbecameauthoritarianprisonersbecamedeviantPhysicalandmentalabusesignsofmentalhealthdisordersGoogleitwatchitOnewomansaidyoumuststopthishemarriedherDoesthesituationoutsideofyoucometocontrolyourbehaviourOrdoyourownvaluesallowyoutoriseaboveanegativeenvironmentAmericanstorturinginIraqWhydopeopletakeabusePeoplefeelliketheyhavenocontrolovertheircircumstancesWhatsholdingthembackStanfordexperimentitstheeffectofthepowerofcontextPersonalitychangeswhentheygetpromotedWhatcouldbeconsideredexternalinfluencerstoemployeesatworkOfficedesignpoliciesinformalinclusionattirejobtitlesfurnitureGroupNormsProvideanacceptablestandardofbehavioursharedbyallmembersofteamPerformanceRewardAppearanceSocialArrangementApplicationofResourcesCreatesculturetoconformConformityAdjustingonesbehaviourorthinkingtomatchthoseofotherpeopleoragroupstandardDesiretofitneedtobeacceptedmaintainorderduringuncertaintimesUnwillingnesstobetheoddmanoutthedeviantleadstoisolationEMB3SherifConformityResearcherWhenexternalsurroundingslackstablereferencepointsindividualwhoiscaughtinsituationwillfeeluncertainGroupsofindividualsfeelinguncertainmutuallycontributetoeachotheramodeoforderlinessThegroupestablishestheirownorderlypatternguidelinesCollusiononhowtoproceedStanfordTFAllcomplianceisatypeofconformitybutnotallconformityisbasedoncomplianceTRUETeamRolesPositionsVaryTaskOrientedRole
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