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Bus 160 - Fundamentals Management and Organizational Behavior > FINAL > Flashcards

FINAL Flashcards

1
Q

group types

A

formal groups

informal groups

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2
Q

subdivision of formal groups

A

command groups
task groups
team
self-managed team

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3
Q

subdivisions of informal groups

A

interest groups

friendship groups

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4
Q

command groups

A

collection of subordinates reporting to same supervisor

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5
Q

task force

A

people who came together for specific goal

disband after goal is accomplished

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6
Q

team

A

group with high level of itneraction among members

common goal

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7
Q

self-managed team

A

team with no manager

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8
Q

friendship groups

A

collection of members who enjoy each other and socialize

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9
Q

interest group

A

common goal or objective

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10
Q

5 stage model of group formation

A 
forming
storming
norming
Performing
adjourning
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11
Q

forming

A

get to know each other
clarify group goals
determine appropriate behavior
ends when individuals feel they are members of group

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12
Q

storming

A

considerable conflict
disagreement about who should be leader
ends when group memebers no longer resist group´s control

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13
Q

norming

A

members start to feel like they belong to group
friendships
end when members agree on behavior standards

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14
Q

performing

A

group is ready to work together towards group goal

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15
Q

adjourning

A

group is ready to work together towards group goal

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16
Q

what determines group efficiency

A 
function
size
group composition
status
efficacy
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17
Q

characteristics of small groups

A

regular interaction
sharing of inforecognition of individual contribution
strong group identification
higher group satisfaction

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18
Q

characteristics of large groups

A

more resources
division of labor
specialization of tasks

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19
Q

homogeneous groups

A

collegiality amongst group members
info sharing
low levels of conflict
few coordination problems

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20
Q

heterogeneous groups

A

diversity
high performance
variety of resources

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21
Q

group status

A

the more important the task, the higher the group´s status

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22
Q

group efficacy

A

belief group members have about ability of group to achieve goals

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23
Q

how do groups control members

A

roles
rules
norms

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24
Q

role

A

set of behavior that person is expected to perform

roles come with responsibilities

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25
Q

rules

A

written guidelines
facilitate control
facilitate evaluation
info for newcomers

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26
Q

norms

A

informal rules

considered important by most group members

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27
Q

why do group members follow norms

A

compliance
identification
internalization

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28
Q

what does an effective group do

A

engages in positive conflict to find the best solutions and ideas
has clear communication, role negotiation, and role clarity

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29
Q

potential performance

A

highest level of group performance possible

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30
Q

process loss

A

hwne the whole is less than the sum of the parts

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31
Q

process gain

A

when the whole is more than the sum of the parts

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32
Q

actual performance

A

how the group actually performs

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33
Q

social loafing

A

tendency of individuals to exert less effort when they work in a group

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34
Q

sucker effect

A

reduction of own effort when social loafing at other members

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35
Q

task interdependence

A

extent to which work performed by one member affects what other members do

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36
Q

what does individual accountability depend on

A

level and kind of task interdependence

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37
Q

types of task interdependence

A

pooled
sequential
reciprocal

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38
Q

pooled task interdependence

A

each position is responsible for completion of their task

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39
Q

sequential task interdependence

A

each stage is dependent upon completion of previous stage

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40
Q

reciprocal task interdependence

A

everyone needs everyone´s contribution for completion

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41
Q

factors contributing cohesiveness

A 
size
heterogeneity
competition
success
exclusiveness
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42
Q

how does cohesiveness increase

A

with experiencing success

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43
Q

what are determinants of performance

A

motivation

ability

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44
Q

what does motivation determine

A

direction of behavior
level of effort
level of persistence

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45
Q

performance

A

evaöuation of results of a person´s behavior

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46
Q

types of motivation

A

intrinsic

extrinsic

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47
Q

intrinsic motivation

A

source of motivation is performing
behavior performed for its own sake
want to master material
hard to create

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48
Q

extrinsic motivation

A

source of motivation is social reward or to avoid punishment
focus on performance outcome
easy to create

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49
Q

consequences of external reward

A

overjustification effect

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50
Q

overjustification effect

A

intrinsic motivation decreases when reqards become part of task

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51
Q

theories of motivation

A

need theory
expectancy theory
equity theory
procedural justice theory

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52
Q

need theory

A

employees have needs that they are motivated to satisfy

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53
Q

maslow´s need hierarchy

A

5 human needs

lower basic needs must be satisfied before higher levels

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54
Q

needs of maslow´s hierarchy of needs

A

deficiency needs

growth needs

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55
Q

what des the ERG theory say

A

3 basic sets of needs are arranged in hierarchy

need not be attained in order

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56
Q

3 basic sets of needs in ERG theory

A

existence needs
relatedness needs
growth needs

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57
Q

expectancy theory

A

if individual´s belief that their input leads to desired level of performance and desired outcome, they will be motivated

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58
Q

aspectes of the expectancy theory

A

valence
expectancy
instrumentality

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59
Q

what is valence in the expectancy theory

A

is the outcome desirable? (prize, pay, reward)

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60
Q

what is expectancy in the expectancy theory

A

if i try hard, will i perform well

should be high

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61
Q

instrumentality in the expectancy theory

A

will the performance lead to an outcome

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62
Q

what makes people motivated in the expectancy theory

A

if they believe they have resources to get prize
believe tha tthey can get the prize
if they want the prize

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63
Q

what motivates people in the Equity Theory

A

if input and putput seems equitable across people

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64
Q

what does equity theory describe

A

objective level of outcome does not determine work motivation
input may not equal outcome

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65
Q

ways to restore equity

A

change inputs and outcomes
change perceptions
change the referent

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66
Q

procedural justice theory

A

perceived fairness of the procedures used to make decisions distribution of outome

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67
Q

subdivisions of organizational justice

A

informational justice
interpersonal justice
distributive justice

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68
Q

psychological contracts

A

understanding or expectation about the relation of employer and employee

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69
Q

what is job design

A

linking tasks to jobs

deciding how tasks should be done

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70
Q

factors that have to be considered when designing a job

A 
pay
nature of task
meaning of task
feedback
autonomy in completing task
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71
Q

what does the job characteristics model do

A

connects dimensions of work with motivation

72
Q

job characteristics that need to be changed in order to increase motivation

A 
skill variety
task identity
task significance
autonomy
feedback
73
Q

skill variety

A

extent to which a job requires emplyee to use different skills, abilities, or talents

74
Q

task identity

A

extent to which job involves performing a whole piece of work from beginning to end

75
Q

task significance

A

extent to which job impacts other people in and out of organization

76
Q

autonomy

A

extent to which work gives employee freedome and independence to schedule work

77
Q

feedback

A

extent to which performing a job provides employee with info about his effectiveness

78
Q

ways to redesign jobs

A

job enlargement

job enrichment

79
Q

job enlargement

A

increasing # of tasks

keeping all tasks at same difficulty

80
Q

job enrichment

A

opportunity of growth by giving more responsibility and control

81
Q

examples of job enrichment

A

allow to plan own work schedule
allow to decide how to complete work
allow to check own work
allow to learn new skills

82
Q

goal setting theory

A

set goals in consideration of ability, performance, task complexity, situation… to increase motivation

83
Q

what is communication

A

sharing of info

reaching of common understanding

84
Q

elements of communication

A

sender
message
receiver
feedback

85
Q

functions of communication

A

providing knowledge
motivating
expressing feelings
controlling/coordinating

86
Q

steps of communication flow

A 
encoding
channels of communication
decoding
feedback
noise
87
Q

barriers to effective communication

A 
information distortion
poor listening
inappropriate feedback
rumors
workforce diversityx
language issues
88
Q

characteristics of effective communication

A

use of multiple channels

match medium of communication to kind of message

89
Q

what is information distrotion

A

change of meaning of a message when travelling

90
Q

what is filtering in relation to communication

A

withholding part of message to avoid neg. consequences

91
Q

what can cause unawareness of communication norms

A

cultural differences

generational differences

92
Q

communication networks

A

set of pathways through which info flows

93
Q

types of communication network

A

wheel network
chain network
circle network
all-channel network

94
Q

wheel network

A

central member receives info from all other members and is sole sender

95
Q

chain network

A

info flow in predetermined sequence from one member to another

96
Q

circle network

A

members communicate with others who are similiar to them

97
Q

all-channel communication

A

every member communicates with other group member

98
Q

info richness

A

how much info a medium of communication can carry

99
Q

highest and lowest info richness

A

highest -> face-to-face

lowest -> impersonal, written

100
Q

nonverbal communication

A

facial expression
body language
mode of dress

101
Q

BATNA

A

best alternatie to a negotiated agreement

102
Q

why is it important to know BATNA

A

evaluation of success

knowing whne to talk away

103
Q

what is used in negotiations

A

persuasion
power
politics

104
Q

power

A

capacity to change behavior or attitudes of others in a desired manner

105
Q

kinds of power

A

position power

personal power

106
Q

posiiton power

A

legitimate power
reward power
coercive (punishement) power

107
Q

personal power

A

rational persuasion
expert power
referent power
charisma

108
Q

what are signals of power

A

consequences of power
symbols of power
personal reputation
representational indicators

109
Q

consequences of power

A

those in power benefit most from decision made

110
Q

symbols of power

A

symbols of prestige and status are generally associated with power

111
Q

reputation

A

person´s reputation likely indicates person´s power

112
Q

representational indicators

A

roles a person plays and its responsibilities

113
Q

when does a group experience power

A

when it can reduce uncertainties
when it is irreplaceable
when it is central
when it controls and generate resources

114
Q

what do people do to gain power

A 
gain control over info
favorable impression
build coalitions
blame and attack others
use reciprocity
...
115
Q

what is organizational conflict

A

goal directed behavior block goal directed behavior of other person or group

116
Q

when is organizational conflict good

A

when it strengthens the overall organization and leads to development and change

117
Q

sources of conflict

A

differentiation
task relationship
scarcity of resources

118
Q

how does differentiation lead to conflict

A

groups grow -> more divisions of responsibilities

some groups see themselves as superior

119
Q

how does task relationship lead to conflict

A

overlapping authority
task interdependence
inequitable performance evaluation systems (payment)

120
Q

5 forms of negotiation

A 
accomodation
avoidance
competition
compromise
collaboration
121
Q

compromise

A

negotiating to reach solution that is acceptable to both

122
Q

collaboration

A

both parties try to satisfy not only their own but goals of other side too

123
Q

accomodation

A

one party allows the other to achieve goals

124
Q

avoidance

A

both parties act like there were no problem

refuse to recognize real source of the problem

125
Q

competition

A

each party looks out for own interest

126
Q

steps of decision making

A

understand the problem
understand possible solutions
understand the pitfalls

127
Q

what kind of decisions are made in an organization

A

nonprogrammed

programmed

128
Q

nonprogrammed decisions

A

novel opportunities
requires extra info
uncertainty

129
Q

programmed decisions

A

recurring

based on performance

130
Q

classical decision making model

A

list all alternatives
list all consequences
consider preferences
select

131
Q

administrative model of decision

A

how decisions are made with:
incomplete information
attempt to make satisfactory choice (not best choice)
info gained from decision maker

132
Q

framing effect

A

how an objective reality is described, influences perceptions

133
Q

heuristics

A

mental shortcuts people use to make judgments quickly and efficiently

134
Q

types of heuristics

A

availability heuristics
representativeness heuristic
anchoring and adjusting

135
Q

availability heuristic

A

tendency to determine the frequency of an event by how easy these events are to remember

136
Q

representativeness heuristic

A

tendency to predict the likelihood of an event occuring based on similiar passed events

137
Q

anchoring heuristic

A

use a given value as anchor and adjust from that value

138
Q

hindsight/confirmation bias

A

tendency of people to perceive outcome as more inevitable since they have occured

139
Q

escalation of commitment/sunk costs

A

tendency to invest additional time, money, effort into poor decision

140
Q

advantages of group decison making

A

diversity of skills
enhanced money
correct errors
greater decision acceptance

141
Q

disadvantage of group decision making

A

time to make decision
responsiblitiy diffusion
group conflict
groupthink

142
Q

what kind of groups have the tendency of groupthink

A

groups that are highly cohesive

143
Q

hi vs low change of organizational envirnoment

A

hi change -> dynamic and uncertain

low change -> stable and certain

144
Q

nonroutine technology

A

high task variety

low task analyzability

145
Q

routine technology

A

low task variety

high task analyzability

146
Q

how can we group people

A 
functional structure
divisional structure
product structure
market structure
geographical structure
matrix structure
combining structure
147
Q

product structure

A

dicision has function to serve specific product

148
Q

market structure

A

people are grouped to serve specific group of customers

149
Q

matrix structure

A

complex network of relationships among product teams and function

150
Q

when is matrix struture usually used

A

rapid product development
maximize communication betwen teams
focus on innovation and creativitiy

151
Q

organizational structures in terms of span of control

A

flat and tall organizational structure

152
Q

minimum command principle

A

org. should operate with fewest levels possible (flat hierarchy)

153
Q

ways to coordinate between groups

A

direct contact
liaison roles - specific managers communicate
teams and task forces
cross functional teams

154
Q

standardization

A

developprogrammed responses, performance standards, written rules

155
Q

building blocks of organizational culture

A

characterisitcs of people within org.
org. ethics
employment relationships
design of org. structure

156
Q

what are ethics

A

norms, rules, values that suggest how we should behave

157
Q

sources of (organizational) ethics

A

social ethics
professional ethics
individual ethics

158
Q

organizational change

A

movement of organization away from present state toward some desired fututre state

159
Q

evolutionary change

A

change gradual, incremental, and narrow

160
Q

revolutionary change

A

change is rapid, dramatic, an broad

161
Q

instrument of evolutionary change

A

TQM (total quality management)
Reengineering
Restructuring
Innovation

162
Q

TQM

A

quality losses occur at junction of function

163
Q

reengineering

A

fundamental rethinking
radical redesign
focus on process not product
ingnore existing arrangements

164
Q

restructuring

A

change structure of org.

move from functional to divisional or matrix structure

165
Q

Innovation

A

use of skills to create new tech., goods, and services

166
Q

what is necessary to implement change

A

action research

167
Q

steps in action research

A 
diagnosing org.
determining desired state
implementing action
evaluating action
institutionalizing action research
168
Q

impedimnets to change

A

organizational
group
individual

169
Q

organizational learning strategies

A

exploration

exploitation

170
Q

exporation

A

search for and explore with new behaviors

171
Q

exploitation

A

refine and improve existing behaviors

172
Q

leadership styles

A

transactional leader

transformational leader

173
Q

charismatic leaders

A

leader have special characteristic that cause followers to be loyal

174
Q

transformational leaders

A

intellectual - importance of task
individual - personal growth
inspirational - motivation is for the better of org.

175
Q

pragmatic leadership

A

prefer logical argumentation over emotional

176
Q

transactional leaders

A

set up external rewards to motivate

177
Q

transformational leaders

A

focus on intrinsic motivation

Bus 160 - Fundamentals Management and Organizational Behavior (3 decks)

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