Term
| Term: Group's highest possible performance level |
|
Definition
|
|
Term
| Term: Tendency for people to exert less effort when they work in a group than when they work alone |
|
Definition
|
|
Term
| How can you reduce social loafing? |
|
Definition
-Individual efforts identifiable
-Individuals feel valuable
-Small group size |
|
|
Term
| Term: Extent to which the work performed by one member affects what others do |
|
Definition
|
|
Term
| What are the types of task interdependence? |
|
Definition
-Pooled task interdependence
-Sequential task interdependence
-Reciprocal task interdependence |
|
|
Term
| Term: Each member of the group makes a separate and independent contribution to group performance |
|
Definition
| Pooled task interdependence |
|
|
Term
| Term: Requires specific behaviors to be performed by members in a predetermined order |
|
Definition
| Sequential task interdependence |
|
|
Term
| Term: Activities of all work-group members are fully dependent on one another |
|
Definition
| Reciprocal task interdependence |
|
|
Term
| Term: Attractiveness of a group to its members |
|
Definition
|
|
Term
| What are the factors that influence group cohesiveness? |
|
Definition
-Group size
-Similarity/diversity
-Competition between groups (increases)
-Success
-Exclusiveness |
|
|
Term
| What are some consequences of group cohesiveness? |
|
Definition
-Participation
-Conformity
-Group goal accomplishment |
|
|
Term
| What are the pros of group cohesiveness? |
|
Definition
-Participation and communication
-Info flows quickly
-Turnover low
-Effective
-Achieves goals |
|
|
Term
| What are the cons of group cohesiveness? |
|
Definition
-Waste time socializing
-Resistance to change
-Failure to discard dysfunctional norms
-May not cooperate with other groups |
|
|
Term
| Term: Team of managers who report to the CEO |
|
Definition
|
|
Term
| Term: All members of a group have autonomy to lead and manage themselves |
|
Definition
|
|
Term
| How can a self-managed work team be effective? |
|
Definition
-Group must be truly self managing
-Work must be sufficiently complex and result in a finished product of some sort
-Managers must support
-Members must be carefully selected
-Members must be able to work together and want to be a part of the team |
|
|
Term
| Term: Teams that develop new products |
|
Definition
| Research and Development (R&D) teams |
|
|
Term
| Term: R&D team created to expedite new product designs and promote innovation in an organization |
|
Definition
|
|
Term
| Term: Teams in which a significant amount of communication/interaction among members occurs electronically |
|
Definition
|
|
Term
| Term: Exercise of influence by one member over other members to help the group achieve goals |
|
Definition
|
|
Term
| Term: Individual who is able to influence others |
|
Definition
|
|
Term
| What are the two types of leaders? |
|
Definition
|
|
Term
| Term: Members of organization who are given authority |
|
Definition
|
|
Term
| Term: Member with no formal authority to influence, yet is still able to because of skills/talents |
|
Definition
|
|
Term
| Term: Behavior indicating that a leader trusts, respects, and values good relationships with followers |
|
Definition
|
|
Term
| Term: Behaviors that a leader engages in to make sure that work gets done and subordinates perform acceptably |
|
Definition
|
|
Term
| Term: Leader's positive reinforcement of subordinates' desirable behavior |
|
Definition
|
|
Term
| Term: Leader's negative response to subordinates' undesirable behavior |
|
Definition
| Leader punishing behavior |
|
|
Term
| Term: Theory that leader effectiveness is determined by both the personal characteristics and the situations |
|
Definition
| Contingency theory of leadership |
|
|
Term
| What are some situational characteristics? |
|
Definition
-Leader-member relations
-Task structure
-Position power |
|
|
Term
| Term: Relationships between a leader and followers |
|
Definition
|
|
Term
| Term: Extent to which the work to be performed by a group is clearly defined |
|
Definition
|
|
Term
| Term: Amount of formal authority a leader has |
|
Definition
|
|
Term
| What are some of the contemporary perspectives on leadership? |
|
Definition
-Path-goal theory
-Vroom and Yetton model |
|
|
Term
| What are the two leadership theories? |
|
Definition
-Leader behavior approach
-Contingency theory of leadership |
|
|
Term
| Term: Theory that describes how leaders can motivate followers to achieve goals |
|
Definition
|
|
Term
| What are the different types of behavior, according to the path-goal theory? |
|
Definition
-Directive
-Supportive
-Participative
-Achievement-oriented |
|
|
Term
| Term: What to perform and how |
|
Definition
|
|
Term
| Term: Leader cares about followers |
|
Definition
|
|
Term
| Term: Subordinates involved in decisions that involve them |
|
Definition
|
|
Term
| Term: Pushes subordinates to do their best by setting goals |
|
Definition
| Achievement-oriented behavior |
|
|
Term
| Term: Describes the different ways in which leaders make decisions and determines which subordinates should participate in decision making |
|
Definition
|
|
Term
| What are the different types of leadership, under the Vroom and Yetton model? |
|
Definition
-Autocratic: leader only
-Consultative: leader consults group
-Group: group only |
|
|
Term
| Term: Set of 2+ people who interact to achieve goals |
|
Definition
|
|
Term
| What are the different types of work groups? |
|
Definition
-Formal work groups
-Informal work groups |
|
|
Term
| Term: group established by management to help the org. with goals |
|
Definition
|
|
Term
| What are the different types of formal work groups? |
|
Definition
-Command group
-Task force
-Team
-Self-managed work team |
|
|
Term
| Term: Collection of subordinates who report to the same supervisor |
|
Definition
|
|
Term
| Term: Consists of people who come together to accomplish a specific goal |
|
Definition
|
|
Term
| Term: Consists of people who work intensely together to achieve a common goal |
|
Definition
|
|
Term
| Term: Consists of people who are jointly responsible for ensuring that the team accomplishes its goals and for performing leadership tasks |
|
Definition
|
|
Term
| Term: Group that emerges naturally when individuals perceive that membership in a group will help them achieve their goals |
|
Definition
|
|
Term
| What are the different types of informal work groups? |
|
Definition
-Friendship group
-Interest group |
|
|
Term
| Term: Collection of people who enjoy each other's company and socialize with each other on and off the job |
|
Definition
|
|
Term
| Term: Collection of people who come together because they have a common goal related to their organizational membership |
|
Definition
|
|
Term
| What are the five stages of Tuckman's Model of Group Development? |
|
Definition
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning |
|
|
Term
| What are the characteristics of work groups? |
|
Definition
-Group size
-Group composition
-Group function
-Group status
-Group efficacy
-Social facilitation |
|
|
Term
| Term: Dividing up work and assigning particular tasks to specific workers |
|
Definition
|
|
Term
| Term: Group in which members have many characteristics in common |
|
Definition
|
|
Term
| Term: Group in which members don't have many characteristics in common |
|
Definition
|
|
Term
| Term: Work that a group performs as its contribution to the accomplishment of org. goals |
|
Definition
|
|
Term
| Term: Implicitly agreed upon, perceived importance for the org. as a whole of what a group does |
|
Definition
|
|
Term
| Term: Shared belief group members have about the ability of the group to achieve its goals |
|
Definition
|
|
Term
| Term: Effect that the presence of others has on performance of easy tasks and impairing that of difficult ones |
|
Definition
|
|
Term
| What are the effects of social facilitation? |
|
Definition
-Audience effects
-Co-action effects |
|
|
Term
| Term: Effects of passive spectators on individual performance |
|
Definition
|
|
Term
| Term: Effects of presence of other group members on the performance of an individual when the other members are performing the same task |
|
Definition
|
|
Term
| Term: Ways which group and org. members interact w/ one another to perform their specific roles |
|
Definition
|
|
Term
| Term: Taking initiative to create a role by assuming responsibilities that are not part of an assigned role |
|
Definition
|
|
Term
| Term: Performing responsibilities that are required as part of an assigned role |
|
Definition
|
|
Term
| What are some advantages of group rules? |
|
Definition
-Ensures effective behavior
-Facilitates control of behavior
-Facilitates evaluation
-Helps newcomers learn |
|
|
Term
| Term: Informal rules of conduct for important behaviors |
|
Definition
|
|
Term
| What are the different types association with group norms? |
|
Definition
-Compliance
-Identification
-Internalization |
|
|
Term
| Term: Asserting to a norm in order to attain rewards or avoid punishment |
|
Definition
|
|
Term
| Term: Associating oneself with supporters of a norm and conforming because they do |
|
Definition
|
|
Term
| Term: Believing that the behavior dictated by a norm is truly right and proper |
|
Definition
|
|
Term
| Term: Freedom to violate group norms without punishment |
|
Definition
|
|
Term
| Term: Deviation from a norm |
|
Definition
|
|
Term
| Term: Process in which newcomers learn roles, rules, and norms |
|
Definition
|
|
Term
| Term: Characteristic way in which group members respond to various situations |
|
Definition
|
|
Term
| What are the two types of role orientations? |
|
Definition
-Institutionalized
-Individualized |
|
|
Term
| Term: Role orientation where newcomers are taught to respond to situations the same way as existing members |
|
Definition
| Institutionalized role orientation |
|
|
Term
| Term: Role orientation where newcomers are taught creativity |
|
Definition
| Individualized role orientation |
|
|
Term
| What two factors make a group a group? |
|
Definition
-Regular interactivity
-Mutual goal |
|
|
Term
| What are the three group control mechanisms? |
|
Definition
|
|
Term
| What factors affect group effectiveness? |
|
Definition
-Composition
-Resources
-Coordination |
|
|
Term
| Term: Ability of one person/group to cause another to do something they otherwise might not have |
|
Definition
|
|
Term
| Term: Activities in which managers engage in to increase their power and pursue goals that favor their interests |
|
Definition
|
|
Term
| Term: Power that originates from a person's position in an organization |
|
Definition
|
|
Term
| What are the different types of formal individual power? |
|
Definition
-Legitimate power
-Reward power
-Coercive power
-Informational power |
|
|
Term
| Term: Power to control and use organizational resources to accomplish organizational goals |
|
Definition
|
|
Term
| Term: Power to give rewards to subordinates |
|
Definition
|
|
Term
| Term: Power to give/withhold punishment |
|
Definition
|
|
Term
| Term: Power that stems from access to and control over information |
|
Definition
|
|
Term
| Term: Power that stems from personal characteristics such as personality, skills, and capabilities |
|
Definition
| Informal individual power |
|
|
Term
| What are the different types of informal individual power? |
|
Definition
-Expert power
-Referent power
-Charismatic power |
|
|
Term
| Term: Power that stems from superior ability/expertise |
|
Definition
|
|
Term
| Term: Power that stems from being liked, admired, and respected |
|
Definition
|
|
Term
| Term: Intense form of referent power that stems from an individual's personality or physical/other abilities |
|
Definition
|
|
Term
| How does one increase their power? |
|
Definition
-Tap the sources of functional and divisional power
-Recognize who has power
-Control the agenda
-Bring in an outside expert
-Build coalitions and alliances |
|
|
Term
| Term: Self-interested struggle that arises when the goal-directed behavior of a person/group blocks the goal-directed behavior of another |
|
Definition
|
|
Term
| What are the four stages of conflict under Pondy's Model of Organizational Conflict? |
|
Definition
1. Latent conflict
2. Perceived conflict
3. Felt conflict
4. Manifest conflict |
|
|
Term
| What is the latent conflict stage of Pondy's Model of Organizational Conflict? |
|
Definition
| There is no actual conflict, but potential exists |
|
|
Term
| What is the perceived conflict stage of Pondy's Model of Organizational Conflict? |
|
Definition
| Party becomes aware of goals being thwarted by another party (aware of conflict) |
|
|
Term
| What is the felt conflict stage of Pondy's Model of Organizational Conflict? |
|
Definition
| Parties develop negative feelings about each other |
|
|
Term
| What is the manifest conflict stage of Pondy's Model of Organizational Conflict? |
|
Definition
| One party decides how to deal with the source of conflict |
|
|
Term
| Term: Process in which groups w/ conflicting interests meet to make offers, counteroffers, ad concessions to each other in an effort to solve problem |
|
Definition
|
|
Term
| Term: Outsider skilled in handling bargaining and negotiation |
|
Definition
|
|
Term
| Term: Neutral third party who tries to help parties in conflict reconcile |
|
Definition
|
|
Term
| Term: Third party who has the authority to impose a solution to a dispute |
|
Definition
|
|
Term
| What are the five different solutions to conflict? |
|
Definition
-Compromise
-Collaboration
-Accomodation
-Avoidance
-Competition |
|
|
Term
| Term: Solution that is acceptable to both parties |
|
Definition
|
|
Term
| Term: Parties work together to find a solution |
|
Definition
|
|
Term
| Term: Style of handling conflicts in which one party simply allows other to achieve goals |
|
Definition
|
|
Term
| Term: Both parties refuse to recognize the real source of the problem and act as if there is none |
|
Definition
|
|
Term
| Term: Each party looks out for own interests |
|
Definition
|
|
Term
| Term: Affecting peoples' behaviors and attitudes |
|
Definition
|
|
Term
| Term: Ability to influence others |
|
Definition
|
|
Term
| Term: Right to influence others |
|
Definition
|
|
Term
| Term: Process of influencing others |
|
Definition
|
|
Term
| What is the principal mean of directing/controlling org. goals? |
|
Definition
|
|
Term
| What are some sources of functional/divisional power? |
|
Definition
-Ability to control uncertain contingencies
-Irreplacibility
-Centrality
-Ability to control/generate resources |
|
|
Term
| Term: Extent to which a leader actually helps to meet goals |
|
Definition
|
|
Term
| What are the early theories on leadership? |
|
Definition
-Leader trait approach
-Leader behavior approach
-Contingency theory |
|
|
Term
| Term: Theory that leaders are born with certain traits |
|
Definition
|
|
Term
| Term: Leader has specific relationships with followers |
|
Definition
| Leader-member exchange theory |
|
|
Term
| Term: Mutual support in a relationship between a leader and follower |
|
Definition
|
|
Term
| Term: Less personal relationship between a leader and follower |
|
Definition
|
|
Term
| What are two strategies for managing conflict? |
|
Definition
-Assertiveness strategy
-Cooperativeness strategy |
|
|
Term
| Term: Strategy to manage conflict that leads to lose-lose situations |
|
Definition
|
|
Term
| Term: Strategy to manage conflict that leads to win-win situations |
|
Definition
|
|
Term
| What are the five forms of organizational conflict? |
|
Definition
-Interorganizational
-Intergroup
-Intragroup
-Interpersonal
-Intrapersonal |
|
|
Term
| Term: Conflict in which 2+ organizations disagree |
|
Definition
| Interorganizational conflict |
|
|
Term
| Term: Conflict in which 2+ groups/teams disagree |
|
Definition
|
|
Term
| Term: Conflict that occurs within a group |
|
Definition
|
|
Term
| Term: Conflict that occurs between two or more people |
|
Definition
|
|
Term
| Term: Conflict within a person |
|
Definition
|
|
Term
| What are two types of intrapersonal conflict? |
|
Definition
-Value conflict
-Role conflict |
|
|
Term
| What are three sources of conflict? |
|
Definition
-Differentiation
-Task relationships
-Scarcity of resources |
|
|
Term
| Term: Some type of difference present |
|
Definition
|
|
Term
| Term: Someone does bad on an interrelated task |
|
Definition
|
|
Term
| What are the steps of negotiation? |
|
Definition
1. Initial offer
2. Counteroffers
3. Concession
4. Compromise |
|
|
Term
| What are five new topics in leadership? |
|
Definition
-Transactional leadership
-Transformational leadership
-Ethical leadership
-Leader mood
-Gender and leadership |
|
|
Term
| Term: Exchange of performance and rewards |
|
Definition
|
|
Term
| Term: Individuals ability to inspire followers |
|
Definition
| Transformational leadership |
|
|
Term
| Term: Transforming an org. goal into a personal goal |
|
Definition
| Developmental consideration |
|
|
Term
|
Definition
|
|
Term
| Term: Moods of leaders determine effective leadership |
|
Definition
|
|
Term
| Term: Process by which members of an org. choose a specific course of action to respond to both opportunities and problems |
|
Definition
|
|
Term
| What are the two types of decision making? |
|
Definition
-Nonprogrammed decision making
-Programmed decision making |
|
|
Term
| Term: Decision making in response to novel opportunities and problems |
|
Definition
| Nonprogrammed decision making |
|
|
Term
| Term: Decision making in response to recurring opportunities and problems |
|
Definition
| Programmed decision making |
|
|
Term
| Term: Standard sequence of behaviors that org. members follow routinely whenever they encounter a particular type of problem/opportunity |
|
Definition
|
|
Term
| Term: Decision-making model on how people should make decisions (prescriptive) |
|
Definition
| Classical decision-making model |
|
|
Term
| What are the four steps to making a decision, under the classical decision-making model? |
|
Definition
1. List all choices
2. List consequences to each choice
3. Consider preferences and rank choices
4. Choose best option |
|
|
Term
| Term: Model of decision making on how people actually make decisions (descriptive) |
|
Definition
| Administrative decision-making model |
|
|
Term
| Term: Searching for and choosing an acceptable response, but not necessarily the best one |
|
Definition
|
|
Term
| Term: Ability to reason that is constrained by the limitations of the human mind |
|
Definition
|
|
Term
| What are the two different sources of error when making decisions? |
|
Definition
-Heuristics
-Escalation of commitment |
|
|
Term
| Term: Rules of thumb that simplify decision making |
|
Definition
|
|
Term
| Term: Rule of thumb that says an event that is easy to remember is likely to have occurred more frequently than an event difficult to remember |
|
Definition
|
|
Term
| Term: Rule of thumb that says similar kinds of events that have happened are a good predictor of the likelihood of an upcoming event |
|
Definition
| Representativeness heuristic |
|
|
Term
| Term: Actual frequency that an event occurs |
|
Definition
|
|
Term
| Term: Rule of thumb that says that decisions about how big/small an amount should be should be made by making adjustments from an initial amount |
|
Definition
| Anchoring and adjustment heuristic |
|
|
Term
| Term: Tendency of desicion makers to invest more resources into what are essentially bad decisions |
|
Definition
|
|
Term
| What are the three causes of escalation of commitment? |
|
Definition
-Don't want to admit they're wrong
-Believe that extra resources will recoup losses
-Negative terms = more risks taken |
|
|
Term
| Term: Costs that cannot be reversed |
|
Definition
|
|
Term
| Term: Emotional condition in which a person/group feels regret about purchasing a high priced item |
|
Definition
|
|
Term
| Term: Pattern of faulty decision making that occurs in groups whose members strive for an agreement |
|
Definition
|
|
Term
| What are some techniques for group decision making? |
|
Definition
-Brainstorming
-Nominal group technique (NGT)
-Delphi technique |
|
|
Term
| Which two techniques are used in total quality management? |
|
Definition
-Benchmarking
-Empowerment |
|
|
Term
| Term: Selecting a high-perfomring group and using them as a model |
|
Definition
|
|
Term
| What two assumptions does the classical perspective of decision making make? |
|
Definition
-People have access to all the info
-People always choose the optimal decision |
|
|
Term
| Term: Decision-making technique in which a series of questionnaires is sent to experts |
|
Definition
|
|
Term
| Term: Set of shared values, beliefs, and norms that influence the way employees behave toward each other and others |
|
Definition
|
|
Term
| What are the two types of values in organizations? |
|
Definition
-Terminal values
-Instrumental values |
|
|
Term
| Term: A desired end state/outcome that people desire |
|
Definition
|
|
Term
| Term: Desires mode or type of behavior that people seek to follow |
|
Definition
|
|
Term
| How is organizational culture transmitted? |
|
Definition
-Socialization
-Stories and ceremonies |
|
|
Term
| What are the shaping factors of organizational culture? |
|
Definition
-Employee characteristics
-Organizational ethics
-Employment relationship
-National culture
-Organizational structure |
|
|
Term
| Term: Moral values, beliefs, and rules that establish the appropriate way for an org. and its members to deal with each other and others |
|
Definition
|
|
Term
| What are the three types of ethics that make up organizational ethics? |
|
Definition
-Societal ethics - society
-Professional ethics - industry
-Individual ethics |
|
|
Term
| Term: Relationship between employees and HR |
|
Definition
|
|
Term
| Term: Formal system of task and reporting relationships |
|
Definition
|
|
Term
| What are the five types of national culture factors from Hofstede's model? |
|
Definition
-Individualism v. collectivism
-Power distance
-Achievement v. Nurturing (masculinity)
-Uncertainty avoidance
-Orientation (Long vs short-term) |
|
|
Term
| What are the three reasons unethical behavior occurs? |
|
Definition
-Lapses in individual ethics
-Ruthless pursuit of self-interest
-Outside pressure |
|
|
Term
| Term: When an employee informs an outside person about illegal/unethical managerial behavior |
|
Definition
|
|
