BUS230 - Test #3 Study Flashcards
informally agreed-on standards that regulate team behavior
norms
Minnesota Vikings’ Donut Club
An example of a positive team norm
a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes
work team
training team members to do all or most of the jobs performed by the other team members
cross-training
behavior in which team members withhold their efforts and fail to perform their share of the work
social loafing
a group composed of two or more people who work together to achieve a shared goal
traditional work group
team that provides advice or makes suggestions to management concerning specific issues
employee involvement team
a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service
semi-autonomous work group
a team that has the characteristics of self-managing teams but also controls team design, work tasks, and team membership
self-designing team
a team that manages and controls all of the major tasks of producing a product or service
self-managing team
a team composed of employees from different functional areas of the organization
cross-functional team
a team composed of geographically and/or organizationally dispersed coworkers who use telecommunication and information technologies to accomplish an organizational task
virtual team
a team created to complete specific, onetime projects or tasks within a limited time
project team
the extent to which team members are attracted to a team and motivated to remain in it
cohesiveness
the first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms
forming
the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it
storming
the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop
norming
the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team
performing
a reversal of the norming stage, in which team performance begins to decline as the size, scope, goal, or members of the team change
de-norming
a reversal of the storming phase, in which the team’s comfort level decreases, team cohesion weakens, and angry emotions and conflict may flare
de-storming
a reversal of the forming stage, in which team members position themselves to control pieces of the team, avoid each other, and isolate themselves from team leaders
de-forming
the ability to change organizational structures, policies, and practices in order to meet stretch goals
structural accomodation
the ability to make changes without first getting approval from managers or other parts of an organization
bureaucratic immunity
the degree to which a person believes that people should be self-sufficient and that loyalty to one’s self is more important than loyalty to team or company
individualism-collectivism
the average level of ability, experience, personality, or any other factor on a team
team level
the variances or differences in ability, experience, personality, or any other factor on a team
team diversity
skills, such as listening, communicating, questioning, and providing feedback, that enable people to have effective working relationships with others
interpersonal skills
compensation system that pays employees for learning additional skills or knowledge
skill-based pay
a compensation system in which companies share the financial value of performance gains, such as increased productivity, cost savings, or quality, with their workers
gainsharing
the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal
motivation
the physical or psychological requirements that must be met to ensure survival and well-being
needs
a reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors
extrinsic reward
a natural reward associated with performing a task or activity for its own sake
instrinsic reward
a theory that states that people will be motivated when they perceive that they are being treated fairly
equity theory
in equity theory, the contributions employees make to the organization
inputs
in equity theory, the rewards employees receive for their contributions to the organization
outcomes
in equity theory, others with whom people compare themselves to determine if they have been treated fairly
referents
in equity theory, an employee’s perception of how the rewards received from an organization compare with the employee’s contributions to that organization
Outcome/input (O/I) ratio
a form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting
underreward
a form of inequity in which you are getting more outcomes relative to inputs than your referent
overreward
the perceived degree to which outcomes and rewards are fairly distributed or allocated
distributive justice
the perceived fairness of the process used to make reward allocation decisions
procedural justice
the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards
expectancy theory
the attractiveness or desirability of a reward or outcome
valence
the perceived relationship between effort and performance
expectancy
the perceived relationship between performance and rewards
instrumentality
the process of influencing others to achieve group or organizational goals
leadership
a leadership theory that holds that effective leaders possess a similar set of traits or characteristics
trait theory
relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior
traits
the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks
initiating structure
the extent to which a leader is friendly, approachable, and supportive and shows concern for employees
consideration
behaves toward followers
leadership style
a leadership theory states that to maximize work group performance, leaders must be matched to the situation that best fits their leadership style
contingency theory
the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members
situational favorableness
the degree to which followers respect, trust, and like their leaders
leader-member relations
the degree to which the requirements of a subordinate’s tasks are clearly specified
task structure
the degree to which leaders are able to hire, fire, reward, and punish workers
position power
theory that says leaders need to adjust their leadership styles to match followers’ readiness
situational theory
