CHAPTER 13: GROUP BEHAVIOR, TEAMS AND CONFLICT Flashcards

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1
Q

two or more people who perceive themselves as a group and interact in some way.

A

Group

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2
Q

Gordon (2001) believes that for a collection of people to be called a group, the following four criteria must be met: what are these criterias?

A

a) The members of the group must see themselves as a unit;
(b) the group must provide rewards to its members;
(c) anything that happens to one member of the group affects every other member; and
(d) the members of the group must share a common goal.

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3
Q

An event that affects one member of a group will affect the other group members.

A

Corresponding effects

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4
Q

An aim or purpose shared by members of a group.

A

Common goal

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5
Q

In the workplace, the most common reason for joining groups is that

A

employees are assigned to them.

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6
Q

A leadership style in which the individual leads by caring about others and that is most effective in a climate of anxiety.

A

Affiliation

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7
Q

The need to associate ourselves with the image projected by other people, groups, or objects.

A

Identification

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8
Q

The extent to which members of a group like and trust one another.

A

Group cohesiveness

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9
Q

In general, the more cohesive the group, the greater its…

A

Performance
Decsision Quality
Member Satisfaction
Member Interaction
Employee Courtesy

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10
Q

the extent to which its members are similar

A

homogeneity

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11
Q

Groups whose members share the same characteristics.

A

Homogeneous groups

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12
Q

Groups whose members share few similarities.

A

Heterogeneous groups

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13
Q

Groups in which a few group members have different characteristics from the rest of the group.

A

Slightly heterogeneous groups

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14
Q

The extent to which the membership of a group remains consistent over time

A

Stability

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15
Q

The degree of physical distance of a group from other groups.

A

Isolation

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16
Q

The amount of psychological pressure placed on a group by people who are not members of the group.

A

Outside pressure

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17
Q

When we believe that someone is trying to intentionally influence us to take some particular action, we often react by doing the opposite. This phenomenon is called…

A

Psychological reactance

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18
Q

The number of members in a group.

A

Group size

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19
Q

Tasks for which the group’s performance is equal to the sum of the performances of each individual group member.

A

Additive tasks

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20
Q

Tasks for which the group’s performance is dependent on the performance of the least effective group member.

A

Conjunctive tasks

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21
Q

Tasks for which the performance of a group is based on the performance of its most talented member.

A

Disjunctive tasks

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22
Q

States that the addition of a group member has the greatest effect on group behavior when the size of the group is small.

A

Social impact theory

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23
Q

The esteem in which the group is held by people not in the group.

A

Group status

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24
Q

The manner in which members of a group communicate with one another.

A

Communication structure

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25
Q

involve behaviors such as offering new ideas, coordinating activities, and finding new information

A

Task-oriented roles

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26
Q

involve encouraging cohesiveness and participation.

A

Social-oriented roles

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27
Q

includes blocking group activities, calling attention to oneself, and avoiding group interaction.

A

individual role

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28
Q

The positive effects that occur when a person performs a task in the presence of others.

A

Social facilitation

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29
Q

The negative effects that occur when a person performs a task in the presence of others.

A

Social inhibition

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30
Q

The effect on behavior when one or more people passively watch the behavior of another person.

A

Audience effects

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31
Q

The effect on behavior when two or more people are performing the same task in the presence of each other.

A

Coaction

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32
Q

Theory stating that the very fact that others happen to be present naturally produces arousal and thus may affect performance.

A

Mere presence

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33
Q

The effect when an individual working on a task compares his or her performance with that of another person performing the same task.

A

Comparison

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34
Q

The idea that a person performing a task becomes aroused because he or she is concerned that others are evaluating his or her performance.

A

Evaluation apprehension

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35
Q

The idea that social inhibition occurs because the presence of others provides a distraction that interferes with concentration.

A

Distracting

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36
Q

The fact that individuals in a group often exert less individual effort than they would if they were not in a group.

A

Social loafing

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37
Q

postulates that when things are going well, a group member realizes that his effort is not necessary and thus does not work as hard as he would if he were alone

A

free-rider theory

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38
Q

hypothesizes that social loafing occurs when a group member notices that other group members are not working hard and thus are “playing him for a sucker.”

A

sucker effect

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39
Q

When one member of a group dominates the group.

A

Individual dominance

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40
Q

coined by Janis (1972) after studying the disastrous Bay of Pigs invasion of 1961.

A state of mind in which a group is so concerned about its own cohesiveness that it ignores important information.

A

Groupthink

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41
Q

A group member who intentionally provides an opposing opinion to that expressed by the leader or the majority of the group.

—one who questions and disagrees with the group.

A

Devil’s advocate

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42
Q

A collection of individuals whose results are pooled but who never interact with one another.

A

Nominal group

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43
Q

A collection of individuals who work together to perform a task.

A

Interacting group

44
Q

A technique in which ideas are generated by people in a group setting.

A

Brainstorming

45
Q

tendency for groups to take more extreme positions than the positions of individual members.

suggests that group members will shift their beliefs to a more extreme version of what they already believe individually, that is, if individual group members are on the risky side, the group will make highly risky decisions. If, however, the individual members are conservative or cautious, the group as a whole will be extremely cautious

A

group polarization

46
Q

According to Devine, Clayton, Philips, Dunford, and Melner (1999), it is acollection of three or more individuals who interact intensively to provide an organizational product, plan, decision, or service

A

Work Teams

47
Q

The extent to which team members need and rely on other team members.

A

Interdependence

48
Q

The extent to which team members have the same level of power and respect.

A

Power differentiation

49
Q

The extent to which team members treat each other in a friendly, informal manner.

A

Social distance

50
Q

The extent to which a team will remain together or be disbanded after a task has been accomplished.

A

Permanency

51
Q

Teams that communicate through email rather than face to face.

members carry out their team functions through email, teleconferencing, and videoconferencing

A

Virtual teams

52
Q

4 categories of teams

A

work teams
parallel teams
Project teams
Management Teams

53
Q

Groups of employees who manage themselves, assign jobs, plan and schedule work, make workrelated decisions, and solve work-related problems.

A

Work teams

54
Q

one important type of work teams, who are groups of “expert specialists [who each] have specific role positions, perform brief events that are closely synchronized with each other, and repeat these events across different environmental conditions

A

Crew

55
Q

Also called cross-functional teams, they consist of representatives from various departments (functions) within an organization.

For example, a team formed to reduce the time to ship a product might include members from the sales, shipping, production, and customer service departments.

A

Parallel teams

56
Q

Groups formed to produce onetime outputs such as creating a new product, installing a new software system, or hiring a new employee.

A

Project teams

57
Q

Teams that coordinate, manage, advise, and direct employees and teams.

A

Management teams

58
Q

The first stage of the team process, in which team members “feel out” the team concept and attempt to make a positive impression.

team members get to know each other and decide what roles each member will play. During the early part of this stage, team members are on their best behavior as they try to impress and get along with the other team members.

A

Forming stage

59
Q

Tuckman (1965) proposed that teams typically go through four developmental phases namely

A

forming, storming, norming, and performing.

60
Q

The second stage in group formation in which group members disagree and resist their team roles.

team members often become frustrated with their roles, show the stress of balancing their previous duties with their new team responsibilities, and question whether they have the ability to accomplish the goals set in the forming stage

A

Storming stage

61
Q

The third stage of the team process, in which teams establish roles and determine policies and procedures.

Team members begin to acknowledge the reality of the team by accepting the team leader and working directly with other team members to solve difficulties.

A

norming stage

62
Q

The fourth and final stage of the team process, in which teams work toward accomplishing their goals.

Group members make innovative suggestions, challenge one another without defensive responses, and participate at high levels.

A

Performing Stage

63
Q

suggests that rather than forming in stages, teams develop direction and strategy in the first meeting, follow this direction for a period of time, and then drastically revise their strategy about halfway through the life of the team

A

punctuated equilibrium

64
Q

The psychological and behavioral reaction to a perception that another person is keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship.

A

Conflict

65
Q

Conflict that keeps people from working together, lessens productivity, spreads to other areas, or increases turnover.

A

Dysfunctional conflict

66
Q

Conflict that results in increased performance or better interpersonal relations.

A

Functional conflict

67
Q

Types of Conflict

A

Interpersonal Conflict
Individual-group conflict
Group-Group Conflict

68
Q

Conflict between two people.

A

Interpersonal conflict

69
Q

Conflict between an individual and the other members of a group.

usually occurs when the individual’s needs are different from the group’s needs, goals, or norms

A

Individual–group conflict

70
Q

Conflict between two or more groups.

A

Group–group conflict

71
Q

Causes of Conflict

A

Competition for Resources
Task Interdependence
Jurisdictional Ambiguity
Communication Barriers
Belief
Personality

72
Q

A cause of conflict that occurs when the demand for resources is greater than the resources available.

A

Competition for resources

73
Q

A potential source of conflict that arises when the completion of a task by one person affects the completion of a task by another person.

A

Task interdependence

74
Q

Conflict caused by a disagreement about geographical territory or lines of authority.

A

Jurisdictional ambiguity

75
Q

Physical, cultural, and psychological obstacles that interfere with successful communication and create a source of conflict.

A

Communication barriers

76
Q

People with high needs for control are obsessed with completing a task and take great pride in getting a job done quickly. Among such personality types are

A

Tank
Sniper
Know-it All

77
Q

who gets things done quickly by giving orders, being pushy, yelling, and at times being too aggressive

A

Tank

78
Q

who controls people by using sarcasm, embarrassment, and humiliation

A

Sniper

79
Q

who controls others by dominating conversations, not listening to others’ ideas, and rejecting arguments counter to her position.

A

Know-it all

80
Q

People with high needs for perfection are obsessed with completing a task correctly. They seldom seem satisfied with anyone or any idea. These personality types include…..

A

Whiner
No Person
Nothing Person

81
Q

who constantly complains about the situation but never tries to change it

A

Whiner

82
Q

who believes that nothing will ever work and thus disagrees with every suggestion or ide

A

No Person

83
Q

who responds to difficult situations by doing and saying nothing—she simply gives up or retreats.

A

Nothing Person

84
Q

People with high needs for approval are obsessed with being liked. Their behavior is often centered on gaining approval rather than completing a task correctly or quickly. These includes…

A

Yes Person
Maybe Person

85
Q

agrees to everything and, as a result, often agrees to do so much that she cannot keep her commitments

A

Yes Person

86
Q

avoids conflicts by never taking a stand on any issue. She delays making decisions, seldom offers opinions, and seldom commits to any course of action.

A

Maybe Person

87
Q

People with high needs for attention are obsessed with being appreciated. They behave in a manner that will get them noticed. Thse includes

A

Grenade
Friendly Sniper
Think-they-know-it-all

88
Q

throws a tantrum when she does not feel appreciated

A

Grenade

89
Q

gets attention by poking fun at others

A

Friendly Sniper

90
Q

exaggerates, lies, and gives unwanted advice to gain attention.

A

Think-They-Know-It-All

91
Q

5 common conflict styles

A

Avoiding
Accomodating
Forcing
Collaborating
Compromising

92
Q

The conflict style of a person who reacts to conflict by pretending that it does not exist.

A

avoiding style

93
Q

An approach to handling conflict in which one of the parties removes him/herself from the situation to avoid the conflict.

A

Withdrawal

94
Q

An employee discusses a conflict with a thirdparty such as a friend or supervisor. In doing so, the employee hopes that the third party will talk to the second party and that the conflict will be resolved without the need for the two parties to meet.

A

Triangling

95
Q

The conflict style of a person who tends to respond to conflict by giving in to the other person.

A

Accomodating Style

96
Q

The conflict style of a person who responds to conflict by always trying to win.

This style is appropriate in emergencies or when there is the potential for a violation on policy, ethical, or legal grounds if the other party does not agree to your proposal. Though this style can be effective in winning, it also can damage relations so badly that other conflicts will result.

A

Forcing Style

97
Q

An approach to handling conflict in which one side seeks to win regardless of the damage to the other side.

A

Winning at all costs

98
Q

The conflict style of a person who wants a conflict resolved in such a way that both sides get what they want.

A

Collaborating style

99
Q

A style of resolving conflicts in which an individual allows each side to get some of what it wants.

A

Compromising style

100
Q

A method of resolving conflict in which two sides use verbal skill and strategy to reach an agreement.

A

Negotiation and bargaining

101
Q

The lowest settlement that a person is willing to accept in a negotiated agreement.

A

Least acceptable result (LAR)

102
Q

The highest possible settlement that a person could reasonably ask for and still maintain credibility in negotiating an agreement.

A

Maximum supportable position (MSP)

103
Q

the best alternative that negotiators have if they can’t reach an agreement

A

BATNA (best alternative to a negotiated agreement)

104
Q

A method of resolving conflict in which two sides get together to discuss a problem and arrive at a solution.

A

Cooperative problem solving

105
Q

When a neutral party is asked to help resolve a conflict.

A

Third-party intervention

106
Q

A method of resolving conflict in which a neutral third party is asked to help the two parties reach an agreement.

A

Mediation

107
Q

A method of resolving conflicts in which a neutral third party is asked to choose which side is correct.

A

Arbitration