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MGT 301 > Final Exam > Flashcards

Final Exam Flashcards

1
Q

Defined as two or more freely interacting individuals who share NORMS, share GOALS, and have a COMMON IDENTITY

A

Group

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2
Q

Small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

A

Team

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3
Q

Group assigned by organizations or its managers to accomplish specific goals

A

Formal Group

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4
Q

Group formed by people whose overriding purpose is getting together for friendship or a common interest

A

Informal Group

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5
Q

Have a clear purpose that all members share, usually permanent, and members must give their complete commitment to the team’s purpose in order for the team to succeed

A

Work Teams

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6
Q

Assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company’s products

A

Project Teams

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7
Q

Include members from different areas within an organization, such as finance, operations, and sales

A

Cross-Functional Teams

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8
Q

Groups of workers who are given administrative oversight for their task domains

A

Self-Managed Teams

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9
Q

Work together over time and distance via electronic media to combine efforts and achieve common goals

A

Virtual Teams

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10
Q

Virtual Team Benefits:

A
  1. Reduced real estate costs
  2. Ability to leverage diverse knowledge across geography and time
  3. Reduce commuting and travel expenses
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11
Q

Virtual Teams Potential Challenges:

A
  1. Difficult to establish team cohesion
  2. Inability to observe nonverbal cues
  3. Not a substitute for face-to-face contact
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12
Q

Process of getting oriented and getting acquainted
- “Why are we here”
- “Where do I fit in here”
- In this stage, leaders focusing on giving people time to become acquaint

A

Forming

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13
Q

Characterized by the emergence of individual personalities and roles and conflicts within the group
- “What’s my role here”
- “Why are we fighting over who’s in charge and who does what”
- In this stage, leaders should encourage members to suggest ideas, voice disagreements, and work through conflicts

A

Storming

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14
Q

Conflicts are resolved, close relationships develop, and unity and harmony emerge
- “What do the others expect me to do”
- “Can we agree on goals and work as a team”
- In this stage, leaders should emphasize unity and help identify team goals and values

A

Norming

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15
Q

Members should concentrate on solving problems and completing the assigned tasks
- “How can I best perform my role”
- “Can we do the job properly”
- In this stage, leaders should allow members the empowerment they need to work on tasks

A

Performing

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16
Q

Members prepare for disbandment
- “What’s next”
- “Can we help team members transition out”
- Leaders can help ease the transition by rituals celebrating “the end” and “new beginnings”

A

Adjourning

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17
Q

The act of sharing information and coordinating efforts to achieve a collective outcome

A

Collaboration

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18
Q

Reciprocal faith in others’ intentions and behaviors

A

Trust

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19
Q

The team’s purpose is defined in terms of:

A

Specific, measurable performance goals with continual feedback to tell team members how well they are doing

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20
Q

Extent to which team members rely on common task-related team inputs, and the amount of interpersonal interactions needed to complete the work

A

Team member interdependence

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21
Q

Reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members

A

Team compostion

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22
Q

A socially determined expectation of how an individual should behave in a specific position

A

Roles

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23
Q

Consists of behavior that concentrates on getting the team’s tasks: for example, initiator, information seeker, opinion giver, elaborator, coordinator, evaluator, recorder

A

Task Roles

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24
Q

Consists of behavior that fosters constructive relationships among team members; for example encourager, harmonizer, compromiser, standard setter, follower

A

Maintenance Roles

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25
Q

General guidelines or rules of behavior that most group or team members follow

A

Norms

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26
Q

Why are norms followed?

A
  1. To help the group survive
  2. To clarify role expectations
  3. To help individuals avoid embarrassing situations
  4. To emphasize group importance and identity
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27
Q

Are “members” interdependent acts that convert inputs to outcomes through cognitive, verbal, and behavioral activities directed toward organizing task work to achieve collective goals

A

Team Processes

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28
Q

Process in which one party perceives that its interests are being opposed or negatively affected by another party

A

Conflict

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28
Q

Benefits the main purposes of the organization and serves its interests (goof)

A

Functional Conflict

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28
Q

Interpersonal opposition based on personal dislike, disagreement, or differing styles

A

Personality Conflicts

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28
Q

Hinders the organization’s performance or threatens its interest (bad)

A

Dysfunctional conflict

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29
Q

Inconsistent goals, ambiguous jurisdictions (when boundaries are unclear), and status differences

A

Intergroup Conflicts

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30
Q

Frequent Opportunities for clashes between cultures in the global economy

A

Multicultural Conflicts

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31
Q

How to stimulate constructive conflict:

A
  1. Spur competition among employees
  2. Change the organizations culture and procedures
  3. Bring in outsiders for new perspectives
  4. Use programmed conflict
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32
Q

Designed to elicit different opinions without inciting people’s personal feelings

A

Programmed Conflict

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33
Q

Assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing

A

Devil’s Advocacy

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34
Q

Two people or groups play opposing roles in a debate in order to better understand a proposal

A

Dialectic Method

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35
Q

State your views openly and honestly

A

Openness

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36
Q

Treat others’ status and ideas as equal to yours

A

Equality

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37
Q

Try to experience the other person’s feelings and point of view

A

Empathy

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38
Q

Let the other person know you want to find a resolution that will benefit you both

A

Supportiveness

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39
Q

Be positive about the other person and your relationship

A

Positiveness

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40
Q

Ignoring or suppressing a conflict “Maybe the problem will go away”

A

Avoiding

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41
Q

Allows the desires of the other party to prevail “Let’s do it your way”

A

Obliging

42
Q

Ordering an outcome, using formal authority and power to resolve a conflict “You have to do it my way”

A

Dominating

43
Q

Both parties give up something to gain something “Let’s split the difference”

A

Compromising

44
Q

Manager strives to confront the issue and cooperatively identify the problem and seek a solution “Let’s reach a win-win solution that benefits both of us”

A

Integrating

45
Q

The ability to influence employees to voluntarily pursue organizational goals

A

Leadership

46
Q

Enhancing a person’s abilities & skills to lead

A

Leadership Coaching

47
Q

Process of influencing others to understand and agree what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives

A

Managerial Leadership

48
Q

Being a leader means:

A
  • Being visionary
  • Being inspiring, setting the tone, and articulating the vision
  • Managing people
  • Being inspirational (charismatic)
49
Q

Results from the managers’ formal positions within the organization

A

Legitimate power

50
Q

Results from managers’ authority to reward their subordinates

A

Reward power

51
Q

Results from managers’ authority to punish their subordinates

A

Coercive power

52
Q

Results from one’s specialized information or expertise

A

Expert power

53
Q

Derived from one’s personal attraction (strong, visionary leadership)

A

Referent power

54
Q
  • Integration
  • Personal Appeals
  • Inspirational Appeals
  • Consultation
  • Rational Persuasion
A

Soft Tactics

55
Q
  • Exchange Tactics
  • Coalition Tactics
  • Pressure Tactics
  • Legitimating Tactics
A

Hard Tactics

56
Q

-Extraversion
-Agreeableness
-Emotional Intelligence

A

Positive Interpersonal Attributes

57
Q

-Narcissism
-Machiavellianism
-Psychopathy

A

Negative Interpersonal Attributes

58
Q

Having a self-centered perspective, feelings of superiority, and a drive for personal power and glory

A

Narcissim

59
Q

Displaying a cynical view of human nature that condones opportunistic and unethical ways of manipulating people, putting results over principals

A

Machiavellianism

60
Q

Characterized by lack of concern for others, impulsive behavior, and a lack of remorse when actions harm others

A

Psychopathy

61
Q

Four basic skills for leaders:

A
  1. Cognitive
  2. Interpersonal
  3. Business
  4. Coneceptual
62
Q

Your belief in your ability to influence dissimilar others in a global context

A

Global Mind-Set

63
Q

Leader behavior that is concerned with group members’ needs and desires and tat is directed at creating mutual respect or trusr

A

Consideration

64
Q

Represents the extent to which a leader creates perceptions of psychological empowerment in others

A

Empowering leadership

65
Q

Employees’ belief that they have control over their work
Increasing employees’ meaningfulness, self-determination, competence, and progress

A

Psychological Empowerment

66
Q

Represents normatively appropriate behavior that focuses on being a moral role model
Includes communicating ethical values to others, rewarding ethical behavior, and treating followers with care and concern

A

Ethical Leadership

67
Q

4 Characteristics of Servant Leadership

A
  1. Focus on listening
  2. Ability to empathize with others’ feelings
  3. Focus on healing suffering
  4. Self-Awareness of strengths and weaknesses
68
Q

A form of “leadership” characterized by a general failure to take responsibility for leading

A

Laissez-Faire Leadership

69
Q

The belief that effective leadership behavior depends on the situation at hand. also called the contingency approach

A

Situational approaches to leaderhsip

70
Q

Two approaches to situational leadership

A
  1. Contingency Leadership Style
  2. Path-Gaol Leadership Style
71
Q

Relatively stable trait grounded in the belief that “something greater than the self exists”

A

Leading with Humility

72
Q
  1. High Self -Awareness
  2. Openness to feedback
  3. Appreciation of others
  4. Low self-focus
  5. Appreciation of the greater good
A

Five key qualities to leading with humility

73
Q

The work followers do is meaningful and important

A

Significance

74
Q

Followers trust and respect others to work in pursuit of organizational goals

A

Community

75
Q

People feel energetic and engaged at work

A

Excitement

76
Q

The transfer of information and understanding from one person to another

A

Communication

77
Q

When you can transmit your message accurately in the LEAST TIME

A

Efficient Community

78
Q

When your intended message is accurately understood by the other person

A

Effective Communtiy

79
Q

Encodes the message, selects the medium

A

Sender

80
Q

Transmitted through a medium

A

Message

81
Q

Receiver expresses reaction through a medium

A

Feedback

82
Q

Decodes the message, decides if feedback is needed

A

Receiver

83
Q

Static, Slurring

A

Noise

84
Q

Choose Medium, Language Barriers

A

Noise disrupts the communication process

85
Q

Face-to-Face, Video-conferencing

A

High Media Richness (Nonroutine)

86
Q

Telephone

A

Medium Media Richness

87
Q

Personal written media (email), Impersonal written media (newsletter)

A

Low Media Richness (Routine)

88
Q

Follow the chain of command, recognized as official

A

Formal Communication Channels

89
Q

Up and down the chain of command

A

Vertical

90
Q

From top to bottom

A

Downward

91
Q

From bottom to top

A

Upward

92
Q

Flows within and between units

A

Horizontal

93
Q

Outside the organization

A

External

94
Q

Develop outside the formal structure and do not follow the chain of command

A

Informal Communication Channels

95
Q

The unofficial communication system of the informal organization

A

Grapevine

96
Q

Employees value authentic human time with the boss

A

Face-to-Face

97
Q

As the meeting participant, you should:

A

Prepare, Be on time

98
Q

Compromises the ideas, values, practices, and material objects that allow a group of people, even and entire society to carry out their collective lives in relative order and harmony

A

Culture

99
Q

About 82% of companies today use social media for this
LinkedIn is the top, followed by Facebook and Twitter

A

Recruiting

100
Q

Social Media and Employer Opportunity:

A

-Connected in real time over distance
-Collaborate within an outside organization
-Expand boundaries

101
Q

Accessing the Internet at work for personal use

A

Cyberloafing

102
Q

Microaggressions or acts of unconscious bias include a number of tiny but repeated actions

A

Phubbing

103
Q

Fear of Missing Out

A

FOMO

104
Q

A system of safeguards should be put in place for protecting information technology against disasters, system failures, and unauthorized access that result in damage or lost

A

Security Threats

105
Q

Actively decoding and interpreting messages
-only 20-50% of what we hear

A

Active Listening

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