Term
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Definition
1. Work Teams
2. Management Teams
3. Parallel
4. Project
5. Action |
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Term
| 5 Stages Of Group Development |
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Definition
1. Forming: can be chaotic and uncertain, members get acquainted, seek to define purposes of the group
2. Storming: conflict stage emerges as goals and purposes emerge and leader exerts influence
3. Norming: consensus develops around goals and leadership, sense of liking and trust develops, standards/norms and stable roles are set
4. Performing: group achieves maturity, when task and emotional needs of group members are handled well
5. Adjourning: work is done, time to move on, return to independence eased by celebrating the end |
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Term
| Input-Process-Output Model Gains |
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Definition
| pooling resources, idea building, cooperation, cohesiveness |
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Term
| Input-Process-Output Model Losses |
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Definition
| social loafing, production blocking, task non-related conflict, conformity pressure |
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Term
| 3 Reasons For Group Think |
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Definition
-Overestimation of the team: illusion of invulnerability, assumption of morality
-Close-mindedness: rationalization, stereotyping of outgroups
-Pressure toward uniformity: self-censorship, illusion of unanimity, mindguarding, pressuring of dissenters |
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Term
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Definition
-Open Climate
-Avoid the isolation of the group
-Assign members the role of critical evaluator
-Avoid being too directive |
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Term
| 3 Types Of Cross Training |
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Definition
1. Personal Clarification: when members simply receive information regarding the roles of the other team member
2. Positional Modeling: team members observing how other members perform their roles
3. Positional Rotation: gives members actual experience carrying out the responsibilities of their teammates |
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Term
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Definition
is a decision that recurs frequently enough for a decision rule to be developed. A Decision Rule- is a statement that tells a decision maker which alternative to choose based on the characteristics of the decision situation.
Characteristics of Programmed Decisions- Type of decision is well structured, Frequency is repetitive and Routine, Goals are clear and specific, Information is readily available, Consequences are minor, Organizational level is lower levels, Time of solution is short, and finally is the Basis of the solution are set procedures. |
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Term
| Non- Programmed Decisions |
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Definition
• Non-Programmed Decision - is a decision that recurs infrequently and for which there is no previously established decision rule. This type of decision requires problem solving. Problem Solving- is a form of decision making in which the issue is unique and alternatives must be developed and evaluated without the aid of a programmed decision rule.
• Characteristics of Non-Programmed Decisions- Type of decision is poorly structured, Frequency is new and unusual, Goals are vague, Information is not available and has unclear channels, Consequences are major, Organizational level is upper levels, Time for solution is relatively long, and finally the Basis of the solution are focused on judgment and creativity. |
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Term
| 5 Step Classical/Rational Model |
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Definition
• Identifying the Problem- Carefully defines the problem and makes sure you are focused on the right problem.
• Generating Alternative Solutions- Explores all possible alternatives and is open to creative solutions.
• Evaluate Alternatives- carefully evaluates the alternatives in terms of cost, risks, and benefits.
• Selecting Solution- Reevaluates positive and negative consequences of all alternatives even those that were originally rejected.
• Implementing and evaluating the Solution- Develops detailed plans which consider contingency situations and monitor outcomes. |
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Term
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Definition
• Bounded Rationality: decision makers cannot deal with information about all the aspects and alternatives pertaining to a problem and therefore choose to tackle some meaningful subset of it
Behavioral Normative |
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Term
| Limited Information Processing |
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Definition
| : managers are limited by how much information they process because of bonded rationality. Managers may acquire manageable rather than optimal amounts of information. Makes it difficult to identify alternative solutions. |
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Term
| Availability Heuristics Heuristics |
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Definition
| when people use information ‘readily available’ as a basis for assessing a current event or situation |
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Term
| Representativeness heuristic |
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Definition
| when people assess the likelihood of something occurring based on its similarity to a stereotyped set of occurrences |
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Term
| Anchoring and Adjustment Heuristic |
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Definition
| when people use information ‘readily available’ as a basis for assessing a current event or situation |
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Term
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Definition
| solving a problem in the context perceived, for example, positive or negative |
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Term
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Definition
| only pay attention to information that confirms the decision has been made |
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Term
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Definition
| choosing a solution that meets a minimum standard of acceptance, a solution chosen because it’s ‘good enough’ |
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Term
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Definition
1. Task: parties view conflict experience as something to separate themselves, potentially healthy and valuable because it makes people rethink their perspectives
2. Non-Task (or Relationship): each party starts to see the other as a problem, seen as personal attacks rather than attempts to resolve an issue
3. Intrapersonal: inner conflict when highly ranked instrumental and terminal values pull individual in different directions
4. nterpersonal: between-individual conflict which occurs when individuals with different instrumental and terminal values and/or personalities clash
5. Individual-Organizational: organizational values clash with employees’ values
6. Intergroup: conflict among work groups, teams, and departments
7. Cross-Cultural conflict: conflict that occurs due to differing assumptions |
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Term
| Conflict Resolution:Avoiding |
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Definition
| when someone becomes emotionally upset causing withdrawal, often caused by dislike or fear of conflict. Recommended when issues are insignificant, costs outweigh benefits, little chance for success |
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Term
| Conflict Resolution- Dominating |
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Definition
| : ‘I win, you lose’, person pursues own interest at expense of other party, conflict is a game, uses threats, arguments, persuasion and direct orders. Recommended when there is a crisis, no time to disagree or discuss, issue is not debatable, unpopular but necessary decisions |
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Term
| Conflict Resolution- Accommodating (Obliging) |
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Definition
| you lose, they win’, involves giving in to other side, driven by a conflict is bad view like avoiding, but here it is important to maintain relationship. Recommended when you are wrong, issue is more important to the other party (other party has much to lose and you have little to gain) |
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Term
| Conflict Resolution- Compromising |
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Definition
| ‘both you and I win some and lose some’, give and take style, sensitive to other parties position, look for feasible/fair solutions. Recommended when two parties have relatively equal power and mutually exclusive goals, time constraints, when collaboration or competition fails to lead to solution. |
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Term
| Conflict Resolution-Collaborating |
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Definition
| ‘both you and I win’, willingness to accept other party’s needs, while asserting your own, strengthens relationship if mutual respect is maintained, time-consuming. Recommended when each party is strongly committed to different goals, compromising is costly, people agree on goals but disagree on means to achieve them |
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Term
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Definition
| focuses on clarifying employees’ roles and providing rewards contingent on performance. Appeal to what followers want (rewards) |
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Term
| 3 Types of Transactional Leadership |
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Definition
• Passive management-by-exception: leader waits around for mistakes and errors, then takes corrective action as necessary
• Active management-by-exception: leader arranges to monitor mistakes and errors actively and again takes corrective action when required
• Contingent Reward: when leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance |
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Term
| Transformational Leadership |
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Definition
| ransforms employees to pursue organizational goals over self-interest. Appeal to followers values, beliefs, self-concept |
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Term
| 4 Types of Transformational Leadership |
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Definition
• Idealized influence: behaving in ways that earn admiration, trust, and respect of followers, causing followers to want to identify and emulate the leader
• Inspirational motivation: behaving in ways that foster enthusiasm for commitment to a shared vision of the future
• Intellectual stimulation: behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways
• Individualized consideration: behaving in ways that help followers achieve their potential through coaching, development, and mentoring |
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Term
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Definition
| Help group members achieve their objectives |
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Term
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Definition
| help subordinates feel comfortable with themselves, each other, and the situation. |
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Term
| Situational Leadership Theory |
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Definition
• Telling: R1 (unable and unwilling)
• Selling: R2
• Participating: R3
Delegating: R4 (able and willing) |
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Term
| Path Goal Theory: 4 Leader Behaviors |
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Definition
1. Directive- Gives guidance and direction about job, manages using rules and procedures.
2. Supportive- Concerned with subordinates needs, treats members as equals
3. Participative- Seeks advice and consults with subordintes
4. Achievement Oriented- Sets challenging goals, expects group to perform well. |
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Term
| Path Goal Theory- Subordinates Characteristics |
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Definition
• Locus of Control: internals prefer participative, externals prefer directive
• Authoritarianism: low prefer participative, high prefer directive
• Ability: low prefer directive, high prefer participative |
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Term
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Definition
| if high when goal is clear, leader should use participative. If high when goal is unclear, leader should use directive |
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Term
| 3 Types of Organizational Power |
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Definition
1. Legitimate- Title
2. Reward- can give rewards
3. Coercive- Power to punish |
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Term
| 2 Types of Personal Power |
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Definition
Expert
Refrent- Want to be like someone |
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Term
| Leader-Member-Exchange- LXM Model |
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Definition
| focuses on the quality of relationships between managers and subordinates as opposed to traits and behaviors. Leaders do not treat all employees the same way-it is based on their one-to-one relationship (dyadic relationship) |
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Term
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Definition
• Rational Persuasion: logical arguments and facts to show
• Inspirational Appeal: emotional, attitude, reaction, values
• Consultation: ‘what do you think?’
• Collaboration: help carry out requests
• Ingratiation: compliments
• Personal appeals: ask for something based on relationship status with person
• Exchange tactics: this for that
• Apprising: clear explanation of request and how it will benefit target
• Pressure: coercive power, threats, demands
• Coalitions: enlists others to do what you want |
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Term
| Most Effective Influence Tactics |
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Definition
| rational persuasion, consultation, inspirational appeal, collaboration |
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Term
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Definition
| psychological response to demands for which there is something at stake and coping with those demands taxes or exceeds person’s capacity or resources. |
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Term
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Definition
| particular demands that cause people to experience stress |
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Term
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Definition
1. Role Conflict
2. Role Ambiguity
3. Role Overload |
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Term
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Definition
| conflicting expectations other people may have of us (call center operator) |
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Term
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Definition
| lack of information about what needs to be done in role, unpredictability of consequences of performance (students, new employees) |
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Term
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Definition
| when number of demanding roles is so high person cannot perform some or all of the roles effectively |
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Term
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Definition
1. Role Conflict
2. Role Ambiguity
3. Role Overload |
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Term
| Non-Work Related Hinderance |
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Definition
1. Work-Family Conflict
2. Negative Life Events-Divorce |
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Term
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Definition
1. Time-Pressure
2. Work Complexity |
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Term
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Definition
• Primary appraisal: ‘is this harmful?’ takes place between stressors and stress
• Secondary appraisal: ‘can I do anything about it?’, takes place between stress and strain |
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Term
| General Adaption Syndrome |
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Definition
1. Alarm Reaction: resistance to stressor is temporarily lowered, stressor ‘sinks in’, immediately thereafter, body activates several defense mechanisms to resist and counteract stressor
2. Resistance Stage: increased arousal of the mind and body helps person respond and adapt to demand
3. Exhaustion: prolonged or repeated exposure to the stressor could cause the body to break down, and exhaustion or even death may occur |
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Term
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Definition
• Primary appraisal: ‘is this harmful?’ takes place between stressors and stress
• Secondary appraisal: ‘can I do anything about it?’, takes place between stress and strain |
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Term
| General Adaption Syndrome |
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Definition
1. Alarm Reaction: resistance to stressor is temporarily lowered, stressor ‘sinks in’, immediately thereafter, body activates several defense mechanisms to resist and counteract stressor
2. Resistance Stage: increased arousal of the mind and body helps person respond and adapt to demand
3. Exhaustion: prolonged or repeated exposure to the stressor could cause the body to break down, and exhaustion or even death may occur |
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Term
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Definition
• Physiological: illness, high blood pressure, back pain, stomach aches
• Psychological: depression, anxiety, anger, hostility, irritability, inability to think clearly, forgetfulness
• Behavioral: grinding teeth, overly critical and bossy, excessive smoking, compulsive gum chewing |
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Term
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Definition
• Improve job: reduce time pressures or ambiguity in decisions, train employees to use time efficiently and effectively
• Improve environment: improve lighting, layouts of furniture, repaint walls, build new buildings, provide more and better resources
• Modify work environment: improve communication, increase participation, job enrichment, effective appraisal and rewards system
• Wellness programs: on-site exercise facilities, subsidized healthcare, health educational programs
• Flexibility programs: flextime/compressed work week, telecommuting, on-site childcare, family leave |
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