Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

COMM 101 > Exam (8-10) > Flashcards

Exam (8-10) Flashcards

You may prefer our related Brainscape-certified flashcards:
Physics 101 flashcards Psychology 101 flashcards Chemistry 101 flashcards Biology 101 flashcards Organic Chemistry 101 flashcards Sociology 101 flashcards
1
Q

A team has:

A
  • Definable membership
  • Group Identity
  • Sense of shared purpose
  • Interdependence
  • Interaction
  • Sustainability
  • Ability to act together
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

When team members periodically review the team’s effectiveness, they display:

A

Sustainability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

A collection of three or more people identifiable by name or type.

A

Definable membership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

5 core elements to a team:

A
  1. Purpose
  2. Performance goals
  3. Complementary skills
  4. Commitment to how the work gets done
  5. Mutual accountability
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

At the center of team effectiveness is:

A
  • Communicating
  • Trust-Building
  • Decision-Making
  • Fostering Collective Intelligence
  • Maintaining Accountability
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Defensive group climates:

A
  • Evaluation
  • Control
  • Strategy
  • Neutrality
  • Superiority
  • Certainty
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Supportive group climates

A
  • Description
  • Problem orientation
  • Spontaneity
  • Empathy
  • Equality
  • Provisionalism
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

The willingness to rely on others in the absence of monitoring.

A

Trust

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Assessments of trustworthiness are based on three factors:

A
  1. Ability
  2. Benevolence
  3. Integrity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Trust develops through:

A
  • Incentives
  • Familiarity
  • Similarity
  • Social embeddedness
  • Implicitly
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

A mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action.

A

Groupthink

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Groupthink causes:

A
  • Cohesion
  • Isolation
  • Biased leadership
  • Decisional stress
  • Homophily
  • Discursive arguments
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

The tendency for people to associate with like-minded people, which positively reinforces certain beliefs, meaning teams become echo members.

A

Homophily

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

When people do not exert as much effort when working in teams, nor do they expend as much cognitive effort trying to solve problems.

A

Social loafing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Means understanding that problems are more easily solved as a group than in isolation.

A

Collective intelligence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Is when multiple partners work together toward a common goal that will benefit everyone.

A

Cooperation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Is the ability to feel and understand another’s emotional experience.

A

Empathy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Task roles:

A
  • Contractor
  • Creator
  • Contributor
  • Completer
  • Critic
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Relational roles:

A
  • Cooperator
  • Communicator
  • Calibrator
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Boundary-spanning roles:

A
  • Consul
  • Coordinator
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Actions that structure the task-orientation behaviours of other team members.

A

Contractor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Actions that change or give original structure to the task processes and strategies of the team.

A

Creator

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Actions that contribute critical information or expertise to the team.

A

Contributor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Actions that execute the individual-oriented tasks in the team.

A

Completer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Actions that go against the flow of the team, subjecting ideas/decisions to critical evaluation and scrutiny.

A

Critic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Actions that proactively support the expectations, ideas, and influence attempts of the group and its members.

A

Cooperator

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Actions that create a social environment conducive to collaboration.

A

Communicator

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Actions that observe the teams social process, make the team aware of them, and suggest changes to meet functional social norms.

A

Calibrator

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Actions that collect information and resources from relevant parties outside the team.

A

Consul

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Actions that involve interfacing with stakeholders outside the team to coordinate team efforts with other parties.

A

Coordinator

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Actions that resist the team and/or its direction, stubbornness.

A

Blocker

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Actions that call attention to own achievements.

A

Recognition seeker

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Actions that maintain distance, isolating oneself from the team.

A

Avoider

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Implicit ground rules for “the way things are” in a social context.

A

Team Norms

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

The five steps in Tuckman’s model of team development are:

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
  5. Adjourning
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

The stage at which members expose information about themselves in polite but tentative interactions.
They explore the purpose of the group and gather information about each other’s interests, skills, and personal tendencies.

A

Forming

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

The stage at which disagreements about procedures and purposes surface, so criticism and conflict increase.

A

Storming

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

The stage that occurs once the group agrees on its goals, procedures, and leadership, norms, roles, and social relationships develop that increase the group’s stability and cohesiveness.

A

Norming

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

At this stage, the group focuses its energies and attention on its goals, displaying higher rates of task-orientation, decision-making, and problem-solving.

A

Performing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

At this stage, the group prepares to disband by completing tasks, reduces levels of dependency among members, and dealing with any unresolved issues.

A

Adjourning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

The five phases of project management:

A
  1. Project initiation
  2. Project planning
  3. Projection execution
  4. Project control
  5. Project close
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

A contract that sets the task boundary and structure.

A

Project charter

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

A project charter:

A
  • Articulates the team’s purpose
  • Establishes a commitment to get the work done
  • Sets the performance goals
  • Assigns formal and informal roles
41
Q

When included in a project plan, team commitment also helps to manage team __.

A

Diversity

42
Q

Group identification –Team composition:

A
  • Roles and responsibilities and priorities (hats)
  • Social identity and inclusion
43
Q

The open systems model of team work suggests that team work can be considered as a three-stage sequence:

A

Inputs –> Throughputs –> Outputs

44
Q

Factors which are controlled and influenced by management.

A

Inputs

45
Q

Activities and tasks that help to transform inputs into outputs.

A

Throughputs

46
Q

Identifies the problem statement and root causes as well as unique, feasible, and case specific alternatives.

A

Case strategist

47
Q

Identifies 3-5 thoughtful decision criteria and evaluates the alternatives against the criteria to create a recommendation.

A

Case analyst

48
Q

Completes the quantitative analysis to evaluate the recommendation.

A

Case financial lead

49
Q

Completes the action plan that will address the problem and deliver value to the client.

A

Case implementation lead

50
Q

Completes the qualitative analysis to evaluate the recommendation.

A

Case risk lead

51
Q

Illuminates a conflict at the core of many decisions to cooperate: it pits the motivation to maximize personal reward against the motivation to minimize gains for the group.

A

Prisoner’s dilemma

52
Q

Describes people’s preferences when dividing important resources between themselves and others.

A

Social value orientation

53
Q

Extent to which people value not only their own outcomes, but the outcomes of others.

A

Social value orientation

54
Q

Try to maximize their relative advantage over others.

A

Competitive SVOs

55
Q

Try to maximize joint gain for both themselves and others and are more likely to split the resources evenly.

A

Cooperative SVOs

56
Q

Always maximize gains to the self, regardless of how it affects others.

A

Individualistic SVOs

57
Q

Literally means “to be able.”

A

Power

58
Q

Enables one individual or group to make the decisions that affect others and to enforce control.

A

Power-Over

59
Q

Refers to a more personal sense of strength or agency. Manifests itself when we can stand, walk, and speak “words that convey our needs and thoughts.”

A

Power-from-within

60
Q

The power of a strong individual in a group of equals, the power not to command, but to suggest and be listened to, to begin something and see it happen.

A

Power-with

61
Q

Allegiance is based on interpersonal attraction of one individual to another.

A

Reference power

62
Q

The individual has credibility in a particular – and narrow – area as a result of experience and expertise, and this gives the individual power in that domain.

A

Expert power

63
Q

This type of power depends on the official position a person holds.

A

Legitimate power

64
Q

The formal power given to a work leader to give out rewards to other employees, such as pay raises, promotions, desirable job assignments, and so forth.

A

Reward power

65
Q

Power that employs the use of force, threats, and other forms of coercion to stimulate an outcome.

A

Coercive power

66
Q

Individuals exercise this type of power through a reliance upon physical strength, verbal facility, or the ability to grant or withhold emotional support from others.

A

Coercive power

67
Q

Leaders who use referent and expert power commonly experience _ responses.

A

Favourable

68
Q

Reward and legitimate power have __ results.

A

Inconsistent

69
Q

Leaders who rely solely on legitimate and authority power commonly experience __ responses.

A

Negative

70
Q

A person’s perceived level of importance or significance within a particular context.

A

Status

71
Q

Status affects:

A
  • How we speak
  • Our participation in discussions
  • The content of our communication
72
Q

The relatively enduring tone and quality of group interactions that is experienced similarly by group members.

A

Group climate

73
Q

Commitment to the purpose and activities of the team.

A

Task cohesion

74
Q

Attraction and liking among group members.

A

Social cohesion

75
Q

A social (interpersonal) influence relationship between two or more persons who depend on each other to attain mutual goals in a group situation.

A

Leadership

76
Q

Effective leadership helps people and teams by focusing on the team’s:

A
  • Maintenance needs
  • Task needs
77
Q

The need for individuals to fit and work together by having, for example, share norms.

A

Maintenance needs

78
Q

The need for the team to make progress toward attaining the goal that brought the team together.

A

Task needs

79
Q

An expressed struggle between interdependent parties over goals which they perceive as incompatible or resources which they perceive to be insufficient.

A

Conflict

80
Q

5 types of conflict:

A
  • Substance
  • Value
  • Process
  • Misperceived differences
  • Relationship
81
Q

Relate to questions about what choices to make in a given situation. Rest on differing views of the facts.

A

Conflicts of substance

82
Q

Various parties either hold totally different values or rank the same values in a significantly different order.

A

Conflicts of value

83
Q

People differ over how to reach goals or pursue values which they share.

A

Conflicts of process

84
Q

When people interpret each other’s actions or emotions erroneously.

A

Conflicts of misperceived differences.

85
Q

Personality clashes. Often involve people ego’s and sense of self-worth.

A

Relationship conflicts

86
Q

The process of conflict:

A
  1. Frustration
  2. Conceptualization
  3. Behaviour
  4. Outcome
87
Q

This is the approach to conflict management that is low on assertiveness but high on cooperativeness:

A

Accommodating

88
Q

This is the approach to conflict management that is low on assertiveness and low on cooperativeness:

A

Avoiding

89
Q

This is the approach to conflict management that is high on assertiveness but low cooperativeness:

A

Competing

90
Q

This is the approach to conflict management that is high on assertiveness and high on cooperativeness:

A

Collaborating

91
Q

This is the approach to conflict management that is in the middle:

A

Compromising

92
Q

Preventing conflict

A
  • Emphasizing group goals
  • Providing stable, well-structured tasks
  • Facilitating dialogue
  • Avoiding win-lose situation
93
Q

SBI framework:

A
  • Situation
  • Behaviour
  • Impact
94
Q

This part of the SBI framework is where we describe the specific situation where the behaviour took place.

A

Situation

95
Q

This part of the SBI framework is where we describe the actual behaviour.

A

Behaviour

96
Q

This part of the SBI framework is where we describe the results of the behaviour.

A

Impact

97
Q

This is about each member of a team following through on their portion of a teamwide commitment and holding themselves responsible for delivering high-quality results.

A

Team accountability

98
Q

The phase of project management where the team:
- Creates the project charter
- Determines stakeholders
- Completes business case

A

Project initiation

99
Q

The phase of project management where the team:
- Create project management plan
- Defines the budget and scope
- Identifies risks
- Constructs work breakdown structure

A

Project planning

100
Q

The phase of project management where the team:
- Allocates project resources
- Schedules project tasks
- Continues project status updates

A

Project execution

101
Q

The phase of project management where the team:
- Monitors progression
- Measures KPIs
- Revisits project management plan

A

Project control

102
Q

The phase of project management where the team:
- Records project processes and findings
- Hands-over deliverables
- Documents and reviews data

A

Project close

103
Q

When people work together, they must coordinate their individual activities and contributions to reach maximum level of efficiency –but they rarely do. The result is:

A

Coordination loss

COMM 101 (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions