Term
|
Definition
opened factory for largest jet engine ever made
had to empower employees
had staffers with FAA mechanics license
vital decisions w/ minimal oversight
self managed factory
more wealth than anybody 1980 - 2000 |
|
|
Term
|
Definition
|
|
Term
|
Definition
2 people or more
associated outside organization |
|
|
Term
|
Definition
| managers, subordinates, close association with org |
|
|
Term
| 4 stages of group development plus one |
|
Definition
forming
storming
norming
performing
adjourning |
|
|
Term
|
Definition
group comes together
shortest stage
discovering boundaries |
|
|
Term
|
Definition
shed social facade
starts arguements
this stage most get stuck in |
|
|
Term
|
Definition
forming friendships
norms and defining operating goals and procedures
high energy |
|
|
Term
|
Definition
getting shit done
HOW its getting done
mature competent insightful
group leaders become coaches and hlep members grow in skill/leadership |
|
|
Term
|
Definition
|
|
Term
|
Definition
| degree of comradery within group |
|
|
Term
|
Definition
|
|
Term
| cohesion can lead to what within group |
|
Definition
identity
moral bond w/ group
share sense of purpose
communication |
|
|
Term
| fundamental factors of group cohesion 5 |
|
Definition
similarity
stability
size
support
satisfaction |
|
|
Term
| how is it possible to have too much cohesion |
|
Definition
|
|
Term
|
Definition
| tendency to avoid critical evaluation of ideas the group favors |
|
|
Term
| where is groupthink most common |
|
Definition
|
|
Term
|
Definition
| less work effort when in group context |
|
|
Term
|
Definition
|
|
Term
| where is social loafing most common |
|
Definition
|
|
Term
|
Definition
| anything that inhibits a group function |
|
|
Term
|
Definition
cohesive coalition working toward mutual goal
more focus on joint goal or product
smaller |
|
|
Term
| difference between teams and groups |
|
Definition
teams have a collaborative action and tasks and a common goal
individuals in a group are only responsible for own area |
|
|
Term
|
Definition
they share rewards and compensation is based on shared outcomes not individual performance
team members give up resources for the team |
|
|
Term
| what is more widely used now teams or groups |
|
Definition
|
|
Term
| what is more effective a group or a team |
|
Definition
|
|
Term
| when will teams perform better |
|
Definition
| when goal is interdependent |
|
|
Term
|
Definition
production tasks
idea generation tasks
problem solving tasks |
|
|
Term
|
Definition
acutally making somehting
product
bulding
marketing plan |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| when u need another member in order to get info support or materials |
|
|
Term
| 3 types of taks interdependence |
|
Definition
pooled interdependence
sequential interdependence
reciprocal interdependence |
|
|
Term
|
Definition
| working independently and simply pooling final products from each member |
|
|
Term
| sequential interdependence |
|
Definition
| member 1 has inputs and an output which becomes member 2's input |
|
|
Term
| reciprocal interdependence |
|
Definition
| team members working on each task simultaneously |
|
|
Term
|
Definition
| rewards based on others' performances/inputs |
|
|
Term
|
Definition
| divide tasks so that best people are in best positions |
|
|
Term
|
Definition
|
|
Term
|
Definition
coordinator
consul
contributor
calibrator
completer
critic
communicator
creator
contractor
cooperator |
|
|
Term
|
Definition
task oriented
socially oriented
boundary roles |
|
|
Term
| contractor part of what type |
|
Definition
|
|
Term
| creator part of what type |
|
Definition
|
|
Term
| coordinator part of what type |
|
Definition
|
|
Term
| completer part of what type |
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
organizes
timelines
schedules
product sequences |
|
|
Term
|
Definition
deals with changes in processs structure
reframes goals |
|
|
Term
|
Definition
| actually does shit - ideas into action |
|
|
Term
|
Definition
|
|
Term
| cooperator part of what type |
|
Definition
|
|
Term
| communicator part of what ty pe |
|
Definition
|
|
Term
| calibrator part of what type |
|
Definition
|
|
Term
|
Definition
| supports those with expertise |
|
|
Term
|
Definition
targets collaboration
humor
open to sharing ideas |
|
|
Term
|
Definition
suggests changes
initiates discussions about tension |
|
|
Term
|
Definition
|
|
Term
| coordinator part of what type |
|
Definition
|
|
Term
|
Definition
gather info from org and produce to team
goals/activity/success
manager position |
|
|
Term
|
Definition
| interface with team to organization and connects with team |
|
|
Term
|
Definition
task force
product development
cross functional
virtual
top management |
|
|
Term
|
Definition
| address specific issue until resolved |
|
|
Term
| product development teams |
|
Definition
|
|
Term
|
Definition
teams from all over
management and staff |
|
|
Term
|
Definition
management difficulty
trust difficulty |
|
|
Term
| most important for virtual team |
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
manager led teams
self managed teams |
|
|
Term
| most natural kind of team |
|
Definition
|
|
Term
|
Definition
1980s
total quality movement
ongoing
elect own leader |
|
|
Term
| 2 types of self managed teams |
|
Definition
|
|
Term
| empowered team 4 characteristics |
|
Definition
part of a self managed team
responsibility and authority to reach goal
higher risk of negative outcomes
may have leader f rom org |
|
|
Term
| self directed team 2 characteristics |
|
Definition
part of a self managed team
may decide overseer - NO OVERSIGHT |
|
|
Term
| 3 factors for designing team |
|
Definition
|
|
Term
| how to figure what size team |
|
Definition
|
|
Term
|
Definition
establish norms
team meetings |
|
|
Term
|
Definition
ensure cohesiveness
contracts |
|
|
Term
|
Definition
help manage team
agreements on roles and goals and rules |
|
|
Term
|
Definition
| shared expectations about how things operate within a group or team. ensure coordination and cohesiveness |
|
|
Term
|
Definition
|
|
Term
|
Definition
is it needed
create agenda
set reminder |
|
|
Term
|
Definition
on time
follow agenda
participation
action items
summarize
end on time |
|
|
Term
|
Definition
| follow up on action items |
|
|
Term
| common problems faced by teams 4 |
|
Definition
where to begin
dominating members
poor performance
poorly managed team conflict |
|
|
Term
|
Definition
tried to get more money
lost 443 million |
|
|
Term
|
Definition
|
|
Term
|
Definition
intrapersonal
interpersonal
intergroup |
|
|
Term
|
Definition
within a person
role conflict
ambiguity |
|
|
Term
|
Definition
among coworkers
competition |
|
|
Term
|
Definition
|
|
Term
|
Definition
org. structure
limited resources
task interdependence
incompatible goals
personality diff
communication problems |
|
|
Term
| 5 ways to manage conflict |
|
Definition
change structure
change composition of team
create common opposing force
majority rule
problem solve |
|
|
Term
|
Definition
| give two conflicted people similar goals |
|
|
Term
| changing composition of team example |
|
Definition
change physical layout
change people |
|
|
Term
| conflict handling styles 5 |
|
Definition
accomodation
collaboration
compromise
avoidance
competition |
|
|
Term
|
Definition
helps to show that no person is completely wrong or right
uncover root of problem |
|
|
Term
| conflict handling styles based on what |
|
Definition
cooperation
competitiveness |
|
|
Term
| if someone is hi in cooperation but low in competitiveness what are they |
|
Definition
| accommodating (giving in) |
|
|
Term
|
Definition
investigation
determine batna
presentation
bargain
closure |
|
|
Term
| most overlooked factor of negotiation |
|
Definition
|
|
Term
|
Definition
| best alternative to negotiated agreement |
|
|
Term
| 2 types of negotiation strategies |
|
Definition
|
|
Term
| distributives strategy of negotiation |
|
Definition
traditional
fixed pie
common MISTAKE |
|
|
Term
| why is distributive strategy a mistake |
|
Definition
| limits creative solutions |
|
|
Term
| integrative strategy of negotiation |
|
Definition
most creative
expand pie so both sides get more
try to find a win win |
|
|
Term
| 5 mistakes in negotiation |
|
Definition
accepting on first offer
letting ego get in way
unrealistic expectations
overly emotional
letting past affect present |
|
|
Term
|
Definition
arbitration
mediations
arbitration/mediation |
|
|
Term
|
Definition
alternative dispute resolutions
help from specifically trained 3rd party |
|
|
Term
|
Definition
| assists party to meet goals |
|
|
Term
|
Definition
| judge that makes binding contract to adhere |
|
|
Term
|
Definition
go through arbitration then mediation
if mediation is not met
arbitration rules |
|
|
Term
| what is most effective 3rd party |
|
Definition
|
|
Term
|
Definition
programmed decision
non programed decision |
|
|
Term
|
Definition
auto response to routine shit
(customer complains, free dessert) |
|
|
Term
| 3 categories of decision making |
|
Definition
strategic
tactical
operational |
|
|
Term
|
Definition
sets course of org
owner wants great customer service |
|
|
Term
|
Definition
how things will get done
manager says free ice cream to whoever complains |
|
|
Term
|
Definition
daily decisions
waiter decides if complaint is legit |
|
|
Term
| rational decision making model steps 8 |
|
Definition
ID need
decision criteria
weigh each factor
generate alternatives
evaluate alternatives
best alternative
execute alternative
evaluate decision |
|
|
Term
| why is the rational decision making model bad |
|
Definition
| too many unrealistic assumptions |
|
|
Term
| which part of rational decision making modle is hardest |
|
Definition
|
|
Term
| bounded rationality model |
|
Definition
| know limits of info and pick first acceptable option without exhaustive search for alternatives |
|
|
Term
|
Definition
suffice/satisfied
good enough |
|
|
Term
|
Definition
no reasoning
scan environment for clues
recognize patterns |
|
|
Term
| what is the most used model of decision making |
|
Definition
|
|
Term
| 5 steps to creative decision making process |
|
Definition
ID problem
immersion
incubation
illumination
verification/application |
|
|
Term
| 3 parts to a creative decision |
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| how different ideas are from eachother |
|
|
Term
|
Definition
|
|
Term
|
Definition
overconfidence bias
hindsight bias
anchoring
framing bias |
|
|
Term
|
Definition
| relying too heavy on single pice of info |
|
|
Term
|
Definition
|
|
Term
|
Definition
| no surcharge but discount denial is ok |
|
|
Term
|
Definition
illusion of invulnarability
collective rationalizations
belief in morality
stereotype of outgroups
direct pressure
self censorship
illusion of unanimity
emergence of mindguards |
|
|
Term
| tools for better decisions 7 |
|
Definition
NGT
Delphi
majority rule
consensus
GDSS
decision tree
knowledge management system |
|
|
Term
|
Definition
write down idea
share generated idea
discussion of each
vote rank |
|
|
Term
| most accurate tool for decisions |
|
Definition
|
|
