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| 2 or more individuals working towards a goal |
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| Behavior adapted on the basis of expectations for a position |
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| Responsibilities and requirements |
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| Learning to do various roles |
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| Related to getting the job done |
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| Group Building & Maintenance Roles |
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| Maintenance of interpersonal relations among group members |
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| Satisfying personal goals rather than group goals |
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| Sense of uncertainty about the requirements of a particular role |
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| Expectations of one role interfere with expectations of another role |
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| Unwritten rules that decide appropriate and inappropriate behavior |
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| Organizational Socialization |
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| New employees learn group roles and norms |
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| Anticipatory Socialization |
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| Develop a set of realistic expectations concerning the job & determine if they will meet their needs |
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| Learn about their roles in group and self roles |
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| Newcomers make the transition to regular members |
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| Process of adhering to group norms |
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| Degree of attraction among group members |
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| Intragroup cohesiveness created by the existence of a common threat, which is typically another group |
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| Group’s shared belief that they can attain organizational outcomes |
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| Likely in work groups because it is difficult to accomplish work goals alone. |
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| Tendency for persons to pay back those to whom they are indebted for assistance |
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| Degree to which an individual’s task performance depends on the efforts or skills of others. |
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| Individuals working in groups exert less effort than when working alone. |
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| Group members are pitted against each other to achieve individual goals |
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| Behavior by person or group intended to inhibit the attainment of goals by another person or group |
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| Individual is faced with two sets of incompatible goals i.e. role conflict |
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| Two people are striving to attain their own goals, thus blocking the other’s achievement |
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| A person within a group attempts to achieve a goal that interferes with the group’s goal |
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| Between two groups trying to attain their separate goals. |
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| Interorganizational Conflict |
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Definition
| Between organizations with incompatible goals |
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| Two conflicting parties are willing to work to attain |
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| Autocratic Decision Making |
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Definition
| Group decisions are made by the leader alone, based on info the leader possesses |
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| Democratic Decision Makign |
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Definition
| Decisions are made by the group members based on majority-rule voting |
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| Decision making based on 100% member agreement |
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| Tendency for groups to make decisions that are more extreme than those made by individuals |
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| Generating creative ideas or solutions through a noncritical and nonjudgmental process |
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| Syndrome characterized by a concurrence-seeking tendency that overrides the ability of a cohesive group to make critical decisions |
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| Interdependent group of workers with complementary skills working toward shared goals |
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| Teams that have complete responsibility for whole tasks |
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| Organizational Leadership |
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Definition
| The ability to direct a group toward the attainment of goals. |
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Definition
| Ability to guide a group toward the achievement of goals |
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Definition
| Theories that look for the major characteristics common to all effective leaders |
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| Great Man/Great Woman Theory |
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Definition
| great leaders are born, not made |
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| Enduring attributes associated with an individual’s makeup or personality |
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| Attempts to discover the traits shared by all effective leaders |
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| Behavioral Theories of Leadership |
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Definition
| Derived from studies at Ohio State & University of Michigan that focus on the behaviors common to effective leaders |
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Definition
| Leader behaviors that define, organize, and structure the work situation |
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| Leader behaviors that show a concern for the feeling, attitudes, and needs of followers |
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| Leader behaviors focused on the work task (Production oriented) |
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| Relationship-Oriented Behaviors |
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Definition
| Leader behaviors are focused on maintaining interpersonal relationships on the job (Employee oriented) |
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| Difference between OS & U of M |
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Definition
| U of M relationship-oriented behaviors more effective than task-oriented behaviors |
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Definition
| Application of the finding from the behavioral theories of leadership that stresses that effective leaders should be both task oriented and relationship oriented |
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Definition
| Theories that look at the interaction of characteristics of both the leader & the situation |
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| Fiedler's Contingency Model |
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Definition
| Theory that maintains that effective leadership depends on a match between the leader’s style and the degree to which work situation gives control and influence the leader |
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| Least Preferred Co-worker (LPC) |
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Definition
| Measure that assesses leaders’ task or relationship orientation by having them rate their most difficult fellow worker |
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Definition
| Quality of the relationship between leader & followers |
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| Assessment of how well elements of the work task are structured |
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| Leader’s authority to punish or reward followers |
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Definition
| A leader’s job is to help the work group achieve their desired goals |
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| Leader behavior that provides instructions and suggestions for performing a job |
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| Achievement-Oriented Behavior |
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Definition
| Leader behavior concentrated on particular work outcomes |
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| Leader behavior focusing on interpersonal relationships and showing concern for workers’ well-being |
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Definition
| Encourages members to assume an active role in group planning and decision making |
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Definition
| Matches characteristics of the situation with leader decision-making strategies |
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| Leader-Member Exchange Model (LMX) |
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Definition
| Theory that effective leadership is determined by the quality of the interaction between the leader and particular group members |
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Definition
| States that leaders possess some exceptional characteristics that cause followers to be loyal and inspired |
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Definition
| Based on some transaction, such as exchanging money for work |
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| Transformational Leadership |
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Definition
| Focuses on the leader’s ability to provide shared values and a vision for the future for the work group |
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Definition
| Leadership is shared among the group members rather than being centralized in one person |
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| Concerned with designing tools, machines, work systems, & workplaces to fit workers |
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| Interaction between workers and tools or devices used to perform a task |
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Definition
| Machine’s means of communicating to human operators |
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Definition
| Mechanical devices that an operator uses to control machine functions |
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Definition
| Sophisticated control systems that act as an extension of the human operator |
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| Machine controls that respond to the spoken words of humans |
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Definition
| Design & arrangement of equipment, space, and machinery within a work environment |
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| Engineering Anthropometry |
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Definition
| Measurement of physical characteristics of the human body & the development of equipment to fit those characteristics |
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| Occupational Health Psychology (OHP) |
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Definition
| Concerned with creating healthy and safe work |
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| Occupational Safety & Health Administration (OSHA) |
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Definition
| Gov. agency that administers and enforces health and safety standards for work organizations |
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Definition
| Personality characteristics believed to predispose a person to work accidents |
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Definition
| Positive attitudes that workers hold toward promoting safe work behaviors |
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| Health Promotion Programs |
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Definition
| Variety of methods for improving the health and well-being of workers |
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