Brainscape's Knowledge GenomeTM

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


See full index

OB Final Exam > Final > Flashcards

Final Flashcards

1
Q

Formal Group

A

Assigned by organization to accomplish specific goals
Fulfills two basic functions:
1. Organizational Functions
2. Individual Functions

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

Informal Group

A

Overriding purpose for meeting is friendship or common interest

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

Stages of Group Development

A

Forming, storming, norming, performing, and adjourning

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

Forming

A

“Ice-breaking” stage
Group members uncertain about their role
Mutual trust is low
Good deal of holding back to see who is in charge
Conflict is beneficial and leads to increased creativity

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

Storming

A

Time of testing
Testing leader’s policies and assumptions and how they fit into the power structure
Subgroups take shape
Subtle forms of rebellion occur

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Norming

A

Group more cohesive
Less conflict with increasing team member interactions and interdependence of work tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Performing

A

Activity focused on problem solving
Work done without hampering others
Climate of open communication and cooperation
Great deal of helping behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Adjourning

A

Work completed, group moves on to other activities
Opportunity for leaders to emphasize valuable lessons learned

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

Social Loafing

A

The tendency for individual effort to decline as group size increases

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Minimizing Social Loafing

A

Limiting group size
Assuring equity of effort
Holding people accountable

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Types of Teams

A

Work, project, self-managed, cross-functional, virtual

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

Work Teams

A

Well-defined purpose, typically permanent, and usually require full commitment from members

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

Project Teams

A

Assembled to address specific problem, task, or project
Usually exist for duration to compete purpose
Members usually drive time between primary job and various project teams

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

Self-Managed Teams

A

Groups of workers who are given administrative oversight for their task domains such as planning, scheduling, monitoring, and staffing
Involves a revolutionary change in management philosophy, structure, staffing and training practices as well as reward systems

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

Cross-Functional Teams

A

Occurs when specialists from different areas are put on the same team

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

Virtual Teams

A

Teams that work together over time and distance via electronic media to combine effort and achieve common goals

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

Pros of Virtual Teams

A

Reduced real estate costs
Enable organizations to leverage diverse knowledge, skills, and experience across geography and time
Reduce work-life conflicts for employees
Easier to attract and retain employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Cons of Virtual Teams

A

Lack of face-to-face interaction
Communication is limited
Decision-making might have biases and perceived inequities
May be difficult to build rich relationships
Differences are difficult to appreciate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Trust

A

The willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you

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

Kinds of Trust (3 Cs)

A

Contractual, Communication, Competence

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

Contractual Trust

A

Trust of character

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

Communication Trust

A

Trust of disclosure

23
Q

Competence Trust

A

Trust of capability

24
Q

Characteristics of High-Performing Teams

A
  1. Effective incentives
  2. Trust and communication
  3. Power and empowerment
  4. Norms for collaboration
  5. Compelling team purpose and clear goals
25
Q

Leading vs. Managing

A

Leaders: inspire, influence, and create the vision and strategic plan
Managers: implement, plan, organize, and control

26
Q

Positive and Negative Approaches to Leadership

A

Positive: extraversion, agreeableness, communication skills, emotional intelligence
Negative: narcissism, machiavellianism, psychopathy

27
Q

Gender Differences in Leadership

A

Male Leaders: More task-oriented behaviors, Autocratic, directive style, More likely to view themselves as effective
Female Leaders: More relationship-oriented behaviors, Democratic or participative style, Viewed ad being more effective by peers, managers, direct reports, Viewed as more cohesive, cooperative, learning-oriented

28
Q

Global Mindset

A

The belief in one’s ability to influence dissimilar others in a global context

29
Q

Trait Theory

A

Leadership traits are linked to leadership emergence
Positive traits should be cultivated and “dark-side” traits avoided
It is important to develop a global mind-set*

30
Q

Types of Leadership

A
  1. Task-oriented
  2. Relationship-oriented
  3. Passive (laissez-faire)
  4. Transformational
31
Q

Task-Oriented Leadership

A

Ensure that people, equipment, and other resources are used in an efficient way

32
Q

Transactional Leadership

A

Focuses on clarifying roles and requirements, uses contingent rewards and punishments

33
Q

Relationship-Oriented Leadership

A

Enhance employees’ skills and to create positive work relationships (Consideration, Empowerment, Servant Leadership, Ethical Leadership)

34
Q

Servant Leadership

A

Service to others over service to oneself

35
Q

Passive Leadership

A

Those who avoid or delay taking necessary actions when problems arise and in particular refrain from rewarding and punishing employees when they should.

36
Q

Important Leadership Fact

A

Not ALL leaders are ethical.

37
Q

Behavioral Theory

A
  1. Leader behavior is more important than leader traits when it comes to effectiveness
  2. Leader behaviors can be improves and developed
  3. There is no one best style of leadership - it depends on the situation
38
Q

Behavioral Theory Fact

A

Behavior is more important to traits when it comes to a leader’s effectiveness. There is no one best style of leadership.

39
Q

Fiedler’s Contingency Model

A

The premise that a leader’s effectiveness is contingent on the extent to which the leader’s style matches characteristics of the situation at hand (Task-Oriented & Relationship-Oriented)

40
Q

Transformational Leadership

A

Motivate followers to pursue organizational goals over self-interests by using leader behaviors that appeal to followers’ self-concepts such as values, motives, and personal identity

41
Q

Key Transformational Leadership Behaviors

A
  1. Inspirational motivation
  2. Idealized influence
  3. Individual consideration
  4. Intellectual stimulation
42
Q

Richest form of Communication

A

Face-to-face

43
Q

Good Nonverbal Behaviors

A

Open body language, eye contact, active listening, non-defensive listening

44
Q

Bad Nonverbal Behaviors

A

Closing your eyes or tense facial muscles, looking away from the speaker, slumped shoulders, downward head, flat tones, inaudible voice, lack of confidence

45
Q

Female vs. Male Communication

A

Inherited biological differences (evolutionary psychology), Social role theory.

46
Q

Female Communication

A

Focus on rapport and relationships, seek and give confirmation and support.

47
Q

Male Communication

A

Expected to communicate more aggressively, hide emotions.

48
Q

Social Media at Work

A

The driving force behind technology including social media is the desire to boost productivity.

49
Q

Blocking Social Media at Work

A

Alienate employees, Fairness, Perceptions of lack of trust

50
Q

Cyberloafing

A

Using the Internet at work for personal use

51
Q

Social Media Policies

A

Create safe channels for employees to air their concerns.
Clarify what is confidential.
Outline consequences for violations.
Identify spokesperson.
Discuss appropriate ways to engage others.
Explain what is illegal.
Align social policy with organizational culture.
Educate employees.

52
Q

Crucial Conversations

A

The stakes are high.
Opinions vary.
Emotions run strong.
Ending a relationship.
Addressing offensive behavior.
Giving negative feedback.
Critiquing others’ work.

53
Q

Noise

A

Anything that interferes with the transmission and understanding of a message

54
Q
A

OB Final Exam (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions