Final Assignments

course: MGT 212

sec: 05

Name: Ashraful islam shawon

ID: 1813325630

Date: 12/04/2020

Submitted to: Rumana Huq Luva (RHL)

 Part one mid 2
Question
1. You overhear a staff member complain that a decision on which computers to purchase
for the branch wasn't made correctly because the best alternative wasn't chosen. Use the
theory of satisficing to explain to the staff member how the decision may have been
made.
Ans:

Part two final

Question
1. What are norms? What is cohesiveness? Why is team size an important consideration?
How should a manager cope with team conflict? Specify how each of these four
characteristics of teams are related to team performance.
Ans: Norms are the foundation of the morality in a society. Norms are a set of certain behaviors
that are justified by most people in a community. For example, in a library without any
signified warning, you would stay quiet once you enter. Because everybody there is quiet.
You read the norm in this library through your cognitive functions.

Cohesiveness is the degree to which the group members are attracted to each other and are
motivated to stay in the groups. Cohesiveness defines the degree of closeness that the members
feel with the groups. It is understood as the extent of liking each member has towards others in
the group and how far everyone wants to remain as a member of the group.

Teams of different sizes behave in vastly different ways. If you don’t manage to strike the
balance properly with regards to the size of your team you might end up with a lot of preventable
problems. Those teams that are too small risk having a skills gap in an important area while
teams that are too large risk a loss of productivity and cohesiveness.
While it’s true that each team and each company is in a unique position with its own employees,
there are some standards that have been proven true throughout a wide range of companies in
hundreds of studies done around the world. When it comes to teams, size matters. There is no set
number that everyone agrees is the best, because it can be different depending on a few variables,
but it is certainly something to take into account when you want to form a working team.

There are many different causes of workplace conflict, making it a part of life for managers.
Managers in most organizations are tasked with the uniquely challenging task of bringing
together many people with different personalities, attitudes and skill sets and asking them to
work as a cohesive singular unit. This is some way a manager should cope with team conflict:
1. Acknowledge the conflict
2. Clarify positions
3. List facts and assumptions based on each position
4. Break into smaller groups and separate existing alliances
5. Reconvene the groups
6. Celebrate the resolution as a team
Conflict can be constructive as long as it is managed and dealt with directly and quickly. By
respecting the differences between people, being able to manage team conflict when it does
happen, and also proactively preventing it, you will be able to maintain a healthy and creative
team atmosphere. The key for leaders looking to manage team conflict is to remain open to other
people’s ideas, beliefs, and assumptions.

These four characteristics of teams are related to team performance because Social norms create
expectations and standards for acceptable behavior by team members. Norms may develop
through explicit conversation among team members or emerge implicitly through the way they
interact. By creating accountability and reducing uncertainty, norms can help a team perform
effectively. Cohesiveness develops over time out of interpersonal and group-level attraction,
through collaboration, and as a result of a sense of belonging. Cohesive teams communicate
more effectively, lead to higher member satisfaction, and can create efficiency in resource
allocation. On the other hand, large teams have always been considered unwieldy and ineffective
in delivering results while small teams are perceived to be a lot surer footed and better at
delivering results. Team conflicts produce positive results when the conflict centers on
substantive issues. Conflict can spark new ideas and generate creativity. For the same reasons
that diversity bestows benefits on a workforce, a mix of ideas and opinions improves team
performance and decision making. So, this prove that These four characteristics of teams are
related to team performance.
 2. Explain expectancy theory. Use the concepts and principles from this theory to illustrate
how you personally chose to work harder (or less hard) in a particular course because of
your perceptions regarding the probable results (i.e., degree of payoff) of your level of
effort in that course at that point in your life.
Ans: one of the hardest things about motivating people is that rewards that are attractive to
some employees are unattractive to others. Expectancy theory says that people will be
motivated to the extent to which they believe that their efforts will lead to good performance,
that good performance will be rewarded, and that they are offered attractive rewards. This
emphasis on personally attractive rewards highlights the role of perceptions and expectations
in this motivational theory. Expectancy theory holds that three factors affect the conscious
choices people make about their motivation: valence, expectancy, and instrumentality.
Valence is simply the attractiveness or desirability of various rewards or outcomes. The
higher the valence for the individual, the higher the effort that individual will put forth.
Expectancy
is the perceived relationship between effort and performance. When expectancies are strong,
employees believe that their hard work and efforts will result in good performance, so they
work harder. By contrast, when expectancies are weak, employees’ figure that no matter
what they do or how hard they work, they won't be able to perform their jobs successfully, so
they don't work as hard. Instrumentality is the perceived relationship between performance
and rewards. When instrumentality is strong, employees believe that improved performance
will lead to better and more rewards, and they will choose to work harder. When
instrumentality is weak, employees don't believe that better performance will result in more
or better rewards, so they will choose not to work as hard. Expectancy theory holds that all
three variables—valence, expectancy, and instrumentality must be high for people to be
highly motivated. If any one
of these factors declines, overall motivation will decline, too.
Student examples should clarify the levels of their expectancy (e.g., if I work hard, I will be
able to
perform well in this course), instrumentality (e.g., if I perform well, I will receive a grade of
A or B),
and valence (e.g., I need a grade of A or B to raise my GPA).

3. List the three major situational theories of leadership. How do they differ in terms of
what each assumes about the adaptability of leadership style (i.e., a leader's ability to
change his or her leadership style in different situations)?
Ans: The three major situational theories of leadership are Fiedler’s contingency theory, Path-
goal theory, and Normative decision theory.
Fiedler’s contingency theory assesses leaders by the conduct and performance of the people they
supervise, they are generally unable to change their leadership styles and that they will be more
effective when their styles are matched to the proper situation. Path-goal theory the leader
behavior must be a source of immediate or future satisfaction for followers, leader behaviors
must compliment not duplicate. Normative decision theory has different decision styles which
are where the leader makes decisions by themselves, shares problems with subordinate but still
makes the decisions themselves, shares problems and has group make the decision.
4. Briefly explain why it is important for managers to understand nonverbal communication.
Define constructive and destructive feedback. Briefly describe the impact when a
manager uses each of these to communicate with a work group.
Ans: Is any communication that doesn't involve words. Nonverbal communication
and messages almost always accompany verbal communication and may either
support and reinforce the verbal message or contradict it. Researchers have
estimated that as much as 93 percent of any message is transmitted nonverbally,
with 55 percent coming from body language and facial expressions (kinesics) and 38
percent coming from tone and pitch of voice (paralanguage). Since many nonverbal
cues are unintentional, receivers often consider nonverbal communication to be a
more accurate representation of what senders are really thinking and feeling. Since
nonverbal communication is so informative, especially when it contradicts verbal
communication, managers need to learn how to monitor and control their nonverbal
behavior.
Constructive feedback is intended to be helpful, corrective, and or encouraging. Destructive
feedback is disapproving without any intention to being helpful and almost always cause a
negative or defensive reaction in the recipient.
In constructive feedback Employees want to perform at their best and generally want to progress.
By providing them with constructive feedback you will be assisting them in their progression and
also showing them that you and the organization cares about employee development. Manager
can clarify his expectations of employees which will provide them with guidance and a sense of
purpose. Addressing difficulties can reduce tensions between the team, for example, addressing
an individual's interpersonal problems can improve team relations. If feedback is not provided
effectively it can discourage and demotivate staff. The recipient may remain resentful and it can
ruin your relationship with that employee. On the other hand, destructive feedback a tool that’s
more or less used to hurt people’s feelings. Instead of telling employees what is great about their
work and where they went wrong, managers who share destructive feedback with team members
will usually just tell them that they are doing a terrible job without providing any evidence to
support their assessments. Employees exit such conversations feeling defeated without
necessarily even knowing what they’ve done wrong or how they could do better next time —
simply because that information isn’t shared.
 5. Some approaches to control tend to be more stressful for employees than others. Discuss
how bureaucratic and concertive control influence workers.
Ans: Bureaucratic control top-down control, often emphasizes following with rules more than
anything. Employees complain that bureaucratic leaders emphasize punishment for non-
compliance much more than rewards for compliance.
Concertive controls effects on people: based on beliefs that are shaped and negotiated by work
groups. Group members learn to work with each other, supervise each other's work, and
develop the values and beliefs that will guide and control their behavior. Ironically, concertive
control may lead to even more pressure for workers to conform to expectations than
bureaucratic control. Under bureaucratic control, most workers only have to worry about
pleasing the boss. But with concertive control, they have to keep the rest of their team members
satisfied with their behavior.