FINAL Flashcards
1
Q
group types
A
formal groups
informal groups
2
Q
subdivision of formal groups
A
command groups
task groups
team
self-managed team
3
Q
subdivisions of informal groups
A
interest groups
friendship groups
4
Q
command groups
A
collection of subordinates reporting to same supervisor
5
Q
task force
A
people who came together for specific goal
disband after goal is accomplished
6
Q
team
A
group with high level of itneraction among members
common goal
7
Q
self-managed team
A
team with no manager
8
Q
friendship groups
A
collection of members who enjoy each other and socialize
9
Q
interest group
A
common goal or objective
10
Q
5 stage model of group formation
A
forming storming norming Performing adjourning
11
Q
forming
A
get to know each other
clarify group goals
determine appropriate behavior
ends when individuals feel they are members of group
12
Q
storming
A
considerable conflict
disagreement about who should be leader
ends when group memebers no longer resist group´s control
13
Q
norming
A
members start to feel like they belong to group
friendships
end when members agree on behavior standards
14
Q
performing
A
group is ready to work together towards group goal
15
Q
adjourning
A
group is ready to work together towards group goal
16
Q
what determines group efficiency
A
function size group composition status efficacy
17
Q
characteristics of small groups
A
regular interaction
sharing of inforecognition of individual contribution
strong group identification
higher group satisfaction
18
Q
characteristics of large groups
A
more resources
division of labor
specialization of tasks
19
Q
homogeneous groups
A
collegiality amongst group members
info sharing
low levels of conflict
few coordination problems
20
Q
heterogeneous groups
A
diversity
high performance
variety of resources
21
Q
group status
A
the more important the task, the higher the group´s status
22
Q
group efficacy
A
belief group members have about ability of group to achieve goals
23
Q
how do groups control members
A
roles
rules
norms
24
Q
role
A
set of behavior that person is expected to perform
roles come with responsibilities
25
rules
written guidelines
facilitate control
facilitate evaluation
info for newcomers
26
norms
informal rules
| considered important by most group members
27
why do group members follow norms
compliance
identification
internalization
28
what does an effective group do
engages in positive conflict to find the best solutions and ideas
has clear communication, role negotiation, and role clarity
29
potential performance
highest level of group performance possible
30
process loss
hwne the whole is less than the sum of the parts
31
process gain
when the whole is more than the sum of the parts
32
actual performance
how the group actually performs
33
social loafing
tendency of individuals to exert less effort when they work in a group
34
sucker effect
reduction of own effort when social loafing at other members
35
task interdependence
extent to which work performed by one member affects what other members do
36
what does individual accountability depend on
level and kind of task interdependence
37
types of task interdependence
pooled
sequential
reciprocal
38
pooled task interdependence
each position is responsible for completion of their task
39
sequential task interdependence
each stage is dependent upon completion of previous stage
40
reciprocal task interdependence
everyone needs everyone´s contribution for completion
41
factors contributing cohesiveness
```
size
heterogeneity
competition
success
exclusiveness
```
42
how does cohesiveness increase
with experiencing success
43
what are determinants of performance
motivation
| ability
44
what does motivation determine
direction of behavior
level of effort
level of persistence
45
performance
evaöuation of results of a person´s behavior
46
types of motivation
intrinsic
| extrinsic
47
intrinsic motivation
source of motivation is performing
behavior performed for its own sake
want to master material
hard to create
48
extrinsic motivation
source of motivation is social reward or to avoid punishment
focus on performance outcome
easy to create
49
consequences of external reward
overjustification effect
50
overjustification effect
intrinsic motivation decreases when reqards become part of task
51
theories of motivation
need theory
expectancy theory
equity theory
procedural justice theory
52
need theory
employees have needs that they are motivated to satisfy
53
maslow´s need hierarchy
5 human needs
| lower basic needs must be satisfied before higher levels
54
needs of maslow´s hierarchy of needs
deficiency needs
| growth needs
55
what des the ERG theory say
3 basic sets of needs are arranged in hierarchy
| need not be attained in order
56
3 basic sets of needs in ERG theory
existence needs
relatedness needs
growth needs
57
expectancy theory
if individual´s belief that their input leads to desired level of performance and desired outcome, they will be motivated
58
aspectes of the expectancy theory
valence
expectancy
instrumentality
59
what is valence in the expectancy theory
is the outcome desirable? (prize, pay, reward)
60
what is expectancy in the expectancy theory
if i try hard, will i perform well
| should be high
61
instrumentality in the expectancy theory
will the performance lead to an outcome
62
what makes people motivated in the expectancy theory
if they believe they have resources to get prize
believe tha tthey can get the prize
if they want the prize
63
what motivates people in the Equity Theory
if input and putput seems equitable across people
64
what does equity theory describe
objective level of outcome does not determine work motivation
input may not equal outcome
65
ways to restore equity
change inputs and outcomes
change perceptions
change the referent
66
procedural justice theory
perceived fairness of the procedures used to make decisions distribution of outome
67
subdivisions of organizational justice
informational justice
interpersonal justice
distributive justice
68
psychological contracts
understanding or expectation about the relation of employer and employee
69
what is job design
linking tasks to jobs
| deciding how tasks should be done
70
factors that have to be considered when designing a job
```
pay
nature of task
meaning of task
feedback
autonomy in completing task
```
71
what does the job characteristics model do
connects dimensions of work with motivation
72
job characteristics that need to be changed in order to increase motivation
```
skill variety
task identity
task significance
autonomy
feedback
```
73
skill variety
extent to which a job requires emplyee to use different skills, abilities, or talents
74
task identity
extent to which job involves performing a whole piece of work from beginning to end
75
task significance
extent to which job impacts other people in and out of organization
76
autonomy
extent to which work gives employee freedome and independence to schedule work
77
feedback
extent to which performing a job provides employee with info about his effectiveness
78
ways to redesign jobs
job enlargement
| job enrichment
79
job enlargement
increasing # of tasks
| keeping all tasks at same difficulty
80
job enrichment
opportunity of growth by giving more responsibility and control
81
examples of job enrichment
allow to plan own work schedule
allow to decide how to complete work
allow to check own work
allow to learn new skills
82
goal setting theory
set goals in consideration of ability, performance, task complexity, situation... to increase motivation
83
what is communication
sharing of info
| reaching of common understanding
84
elements of communication
sender
message
receiver
feedback
85
functions of communication
providing knowledge
motivating
expressing feelings
controlling/coordinating
86
steps of communication flow
```
encoding
channels of communication
decoding
feedback
noise
```
87
barriers to effective communication
```
information distortion
poor listening
inappropriate feedback
rumors
workforce diversityx
language issues
```
88
characteristics of effective communication
use of multiple channels
| match medium of communication to kind of message
89
what is information distrotion
change of meaning of a message when travelling
90
what is filtering in relation to communication
withholding part of message to avoid neg. consequences
91
what can cause unawareness of communication norms
cultural differences
| generational differences
92
communication networks
set of pathways through which info flows
93
types of communication network
wheel network
chain network
circle network
all-channel network
94
wheel network
central member receives info from all other members and is sole sender
95
chain network
info flow in predetermined sequence from one member to another
96
circle network
members communicate with others who are similiar to them
97
all-channel communication
every member communicates with other group member
98
info richness
how much info a medium of communication can carry
99
highest and lowest info richness
highest -> face-to-face
| lowest -> impersonal, written
100
nonverbal communication
facial expression
body language
mode of dress
101
BATNA
best alternatie to a negotiated agreement
102
why is it important to know BATNA
evaluation of success
| knowing whne to talk away
103
what is used in negotiations
persuasion
power
politics
104
power
capacity to change behavior or attitudes of others in a desired manner
105
kinds of power
position power
| personal power
106
posiiton power
legitimate power
reward power
coercive (punishement) power
107
personal power
rational persuasion
expert power
referent power
charisma
108
what are signals of power
consequences of power
symbols of power
personal reputation
representational indicators
109
consequences of power
those in power benefit most from decision made
110
symbols of power
symbols of prestige and status are generally associated with power
111
reputation
person´s reputation likely indicates person´s power
112
representational indicators
roles a person plays and its responsibilities
113
when does a group experience power
when it can reduce uncertainties
when it is irreplaceable
when it is central
when it controls and generate resources
114
what do people do to gain power
```
gain control over info
favorable impression
build coalitions
blame and attack others
use reciprocity
...
```
115
what is organizational conflict
goal directed behavior block goal directed behavior of other person or group
116
when is organizational conflict good
when it strengthens the overall organization and leads to development and change
117
sources of conflict
differentiation
task relationship
scarcity of resources
118
how does differentiation lead to conflict
groups grow -> more divisions of responsibilities
| some groups see themselves as superior
119
how does task relationship lead to conflict
overlapping authority
task interdependence
inequitable performance evaluation systems (payment)
120
5 forms of negotiation
```
accomodation
avoidance
competition
compromise
collaboration
```
121
compromise
negotiating to reach solution that is acceptable to both
122
collaboration
both parties try to satisfy not only their own but goals of other side too
123
accomodation
one party allows the other to achieve goals
124
avoidance
both parties act like there were no problem
| refuse to recognize real source of the problem
125
competition
each party looks out for own interest
126
steps of decision making
understand the problem
understand possible solutions
understand the pitfalls
127
what kind of decisions are made in an organization
nonprogrammed
| programmed
128
nonprogrammed decisions
novel opportunities
requires extra info
uncertainty
129
programmed decisions
recurring
| based on performance
130
classical decision making model
list all alternatives
list all consequences
consider preferences
select
131
administrative model of decision
how decisions are made with:
incomplete information
attempt to make satisfactory choice (not best choice)
info gained from decision maker
132
framing effect
how an objective reality is described, influences perceptions
133
heuristics
mental shortcuts people use to make judgments quickly and efficiently
134
types of heuristics
availability heuristics
representativeness heuristic
anchoring and adjusting
135
availability heuristic
tendency to determine the frequency of an event by how easy these events are to remember
136
representativeness heuristic
tendency to predict the likelihood of an event occuring based on similiar passed events
137
anchoring heuristic
use a given value as anchor and adjust from that value
138
hindsight/confirmation bias
tendency of people to perceive outcome as more inevitable since they have occured
139
escalation of commitment/sunk costs
tendency to invest additional time, money, effort into poor decision
140
advantages of group decison making
diversity of skills
enhanced money
correct errors
greater decision acceptance
141
disadvantage of group decision making
time to make decision
responsiblitiy diffusion
group conflict
groupthink
142
what kind of groups have the tendency of groupthink
groups that are highly cohesive
143
hi vs low change of organizational envirnoment
hi change -> dynamic and uncertain
| low change -> stable and certain
144
nonroutine technology
high task variety
| low task analyzability
145
routine technology
low task variety
| high task analyzability
146
how can we group people
```
functional structure
divisional structure
product structure
market structure
geographical structure
matrix structure
combining structure
```
147
product structure
dicision has function to serve specific product
148
market structure
people are grouped to serve specific group of customers
149
matrix structure
complex network of relationships among product teams and function
150
when is matrix struture usually used
rapid product development
maximize communication betwen teams
focus on innovation and creativitiy
151
organizational structures in terms of span of control
flat and tall organizational structure
152
minimum command principle
org. should operate with fewest levels possible (flat hierarchy)
153
ways to coordinate between groups
direct contact
liaison roles - specific managers communicate
teams and task forces
cross functional teams
154
standardization
developprogrammed responses, performance standards, written rules
155
building blocks of organizational culture
characterisitcs of people within org.
org. ethics
employment relationships
design of org. structure
156
what are ethics
norms, rules, values that suggest how we should behave
157
sources of (organizational) ethics
social ethics
professional ethics
individual ethics
158
organizational change
movement of organization away from present state toward some desired fututre state
159
evolutionary change
change gradual, incremental, and narrow
160
revolutionary change
change is rapid, dramatic, an broad
161
instrument of evolutionary change
TQM (total quality management)
Reengineering
Restructuring
Innovation
162
TQM
quality losses occur at junction of function
163
reengineering
fundamental rethinking
radical redesign
focus on process not product
ingnore existing arrangements
164
restructuring
change structure of org.
| move from functional to divisional or matrix structure
165
Innovation
use of skills to create new tech., goods, and services
166
what is necessary to implement change
action research
167
steps in action research
```
diagnosing org.
determining desired state
implementing action
evaluating action
institutionalizing action research
```
168
impedimnets to change
organizational
group
individual
169
organizational learning strategies
exploration
| exploitation
170
exporation
search for and explore with new behaviors
171
exploitation
refine and improve existing behaviors
172
leadership styles
transactional leader
| transformational leader
173
charismatic leaders
leader have special characteristic that cause followers to be loyal
174
transformational leaders
intellectual - importance of task
individual - personal growth
inspirational - motivation is for the better of org.
175
pragmatic leadership
prefer logical argumentation over emotional
176
transactional leaders
set up external rewards to motivate
177
transformational leaders
focus on intrinsic motivation
