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Test 3 Review

Explore the necessary social skills for building social capital, the stages of group development, threats to group effectiveness, team measurement and effectiveness, reasons for team failure, and conflict management techniques in organizations.

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Test 3 Review

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  1. Test 3 Review Group Dynamics Teams and Teamwork Conflict/Negotiation

  2. Ch 10 – Group dynamics • Necessary social skills for building social capital • Social skill, impression management, influence, and social adaptability • Why is it important that managers have these skills? • Groups • What are they? • Why do people join groups? • What purpose do they serve in orgs? • How do they form?

  3. Tuckman’s Five-Stage Theoryof Group Development Ch 10 – Group dynamics Performing Norming Adjourning Storming Return toIndependence Forming Dependence/interdependence Independence *Individual and org issues at each stage!

  4. Ch 10 – Group dynamics • Threats to group effectiveness • Asch effect • Research regarding the Asch effect • Implications for managers • Groupthink • Factors that facilitate groupthink • Social Loafing • Contributing factors? • How can managers/orgs prevent it?

  5. Ch 11 – Teams and Teamwork • Teams • What are they? • How do they evolve and differ from “groups”? • Types of teams • Advise • Production • Project • Action

  6. Ch 11 – Teams and Teamwork • How do we measure team effectiveness?

  7. Ch 11 – Teams and Teamwork • Why do teams fail? • Unmet expectations • Management doesn’t provide support • Team members try to reach goals too quickly; lack of interpersonal skills • Required components for effective teamwork • Cooperation • Trust • Cohesiveness • Socio-emotional • Instrumental

  8. Ch 11 – Teams and Teamwork • Ways to enhance cohesiveness

  9. Ch 11 – Teams and Teamwork • Popular types of teams in orgs and their functions • Quality circles • Self-managed teams • Virtual teams

  10. Ch 13 – Conflict and Negotiation • Conflict • What is it? • Is it a good or bad thing for orgs? • Functional vs. dysfunctional conflict • Target of each? • Outcomes of each? • Causes & desired outcomes of conflict

  11. Ch 13 – Conflict and Negotiation • How should employees manage conflict? • How should managers manage conflict? • Conflict handling styles • Dominating • Obliging • Avoiding • Dominating • Compromising

  12. Ch 13 – Conflict and Negotiation • Alternative dispute resolution strategies • What are they? • Popular types • Mediation • Arbitration

  13. Ch 13 – Conflict and Negotiation • Negotiation • Distributive • Integrative • Unethical tactics in negotiation

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