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| Diveristy is a team advantage |
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| Uses the skills and abilities of several individuals |
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| set of behavior patterns attributed to a given team member |
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| how the individual believes he or she should act in a given team role |
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| how others on the team believe other member should behave |
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| direction and follows through |
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| enforces rules examines detail |
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| coordinates and integrates |
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| when role perception and role expectation are not congruent |
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| one does the minimum in the group participation. just enough effort |
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| attributing specific trait to a person based on their group's characteristics |
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| cohesive work group. force is greater than the sum of the parts |
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| 2 or more interacting individuals with stable pattern of relationships. share a common goal |
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| type of formal group. organizational chart, tells who the employee reports to |
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| common or social interests |
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| group formed to complete a task |
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SADD, students against drunk driving
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| bong together. similiar characteristics |
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| 5 reasons people join group |
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| security, status, self esteem, power. goal achievement, organizational structure |
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| forming, storming, norming, performing, adjouring |
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| members come together. caution, confusion, uncertainity |
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| tension, hositility and intragroup conflict |
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| establishing group norms and close relationships |
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| focus on accomplishing the task |
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| wrapping up activities, closure |
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| members have complimentary skils. common purpose and goal, mutually accountable |
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| trust, fear on conflict, lack of healthy conflict, avoidance of accountability, failure to hold other members accountable |
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| trustingm unflitered conflict around ideas, commin to decisionsm, hold others accountable, focus to achieve results |
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| punctuated equillibrium model |
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performance and time is the focus.
ex. midlife crisis |
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problem solving, cross functional, self managed
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| solve issue related to qualitym productivity, or the work enviorment |
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| bring workers from different areas or skill sets |
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| take over the responsibilities of their former supervisors |
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| team issue, large can be great or bad, social loafing can occur |
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| technial expertise, problem solving, and communicating |
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| leadership guiding the process |
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| significant feeling of expectation |
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| ethical predict behavior, intergretity, dependancy |
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| ppl use teh to commnicate from various locations |
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| group conformity overrides reality. overhighly cohesive |
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| lack of individual responsibility. group shifts to more conservative or more risky |
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| staying the course of action beyond where its reasonable |
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| the ability to influence others |
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| individuals personal attributes. born leaders |
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| leadership can be learned/ focuses on what leaders tend to do |
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Ohio state study
2 behavior characteristics |
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initiating structure
Consideration to others |
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| production orientated& employee orientated |
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| useful tool to address exerience, conflict, and team building |
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| link the situatution with the concept of task and relatioship |
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| 3 parts of the Contingency theory |
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| position poer, task structure, leader-member realtions |
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| LPC least preferred coworker |
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| Situational leadership model |
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| proposes that a leader's style is flexibl eand may be adjusted to fit the situation |
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| directive, coaching, participating, delegatinf |
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| attribution, charismatic, transformational, emotional intelligence |
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| cause and effect. when something happend, the leader becomes the focus |
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| self confidence, visiom, behavior is out of the ordinary, perceieved as a change agent, sensitive o the organizational enviroment |
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| a change, inspiration, intellectual stimulation, individual consideration |
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| provides rewards, take corrective action, changes are made when standards are not met |
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| recognize ones own feelings and those of others |
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| self awarness, self regulation, social awareness, relationship management |
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| find the best option for the needs |
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| understanding the problem |
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| identify the need and decision criteria |
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| to make the best decision you must |
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| figuare your wants and needs |
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| corrective, interim, preventative, contingency, adaptive |
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| solve the conflict befor the issue happens |
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| learn how to deal with the problems and issues |
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| group of friends talk about the plan for the night |
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| each member presents their idea and the group deliberates |
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| annonymous questionnaire. takes a long time |
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| fast, anonyomous, and honest.use computer interaction to produce the best solution |
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| source, encoding, channel, decoding |
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| barriers to communication |
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| unfamiliar langauge, improper timing, noise and distractions to the enviroment, attitude, diff b/t ppl, relationship b/t sender and reciever, filtering, selective perception |
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| directions of communication |
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| upward, downward, laterally, outside |
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| to customers, suppliers, and other organizations |
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| informal communication network within an organization |
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| are unsubstained stories that appear to be important tha cause anxiet, and are ambiguous |
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| body language, gestures, tone of voice |
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| where one party percieves that another party has negativiely affected something that the first party cares about |
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| believe conflict shoul be avoided, unrealistic |
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| conflicts are a natural part od life and ppl need to learn how to resolve them |
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| conflict is good and it is needed for groups to perform effectively |
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| strategies of handling conflict |
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| assertiveness and cooperativeness |
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| lose to preserve th relationship |
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| making sure you win from the situation |
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| try so both parties get a little of each |
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| work together to find the best possible solution |
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| try to keep both partys talking |
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| a outside person idenitify the facts, an give recommendations if askd |
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| aid in problem solving, makes recommendations |
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| make suggest, help reach and agreement, persuades, etc |
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| makes the final decision after hearing parties |
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| win lose. give some here and there |
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| changing the other party's attitude towards you |
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| convincing ppl on your own side that you are doin the best you can for them. unions-mangers type deal |
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| preparation, action, closure and implementation |
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| no ultimatiums, body language, don't talk excessively |
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| respected among both parties. |
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| one who has the authorityto end a negotiation and make the final decision |
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| a friend that use informal communication that becomes a bridge for resolution |
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| a trained professional counselor |
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| are ther truely gender differences ever? |
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