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| Groups that are created by the organization, intentionally designed to direct the members toward some organizational goal |
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| a collection of two or more interacting individuals who maintain stable patterns of relationships, share common goals, and percieve themselves as being a group |
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| Generally agreed-on, informal rules that guide the behavior of group members |
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| A formal organizational group that is formed around some specific task |
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| Groups that develop naturally among people, without direction from the organization within which the operate |
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| the tendency for the presence of others to enhance an individual's performance at times and to impair it at others |
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| Drive theory of social facilitation |
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| the theory according to which the presenceo f others increases arousal, which in turn, increases people's tendencies to perform the dominant response. If that response is well learned, performance improves; if that response is novel, performance is impaired. |
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| the tendency for group members to exert less individual effort on an additive task as the size of the group increases |
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| the fear of being evaluated or judged b another person |
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| group tasks in which the coordinated efforts of several people are added together to form the group's product |
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| the theory that explains social loafing in terms of the diffused responsibility of each group member for doing what is expected. the larger the group, the less each member is influenced by the social forces acting on that group. |
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| A group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable |
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| teams whose members are deeply committed to one another's personal growth and success |
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| the sharing of messages regarding the official work of the organization |
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| the sharing of unofficial messages that go beyond the organization's formal activities |
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| the formally prescribed pattern of interrelationships between the various units of an organization |
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| an organization's informal channels of communication, which are based mainly on friendship or acquaintance |
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| the condition in which a unit of an organization becomes overburdened with too much incoming information |
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| a general model that describes the formulation and implementation of decisions occurring in eight steps |
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| highly routine decisions made according to pre-established organizational routines and procedures |
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| decisions made about highly novel problems for which there are no prespecified course of action |
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