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I/O Psychology > Final Exam > Flashcards

Final Exam Flashcards

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1
Q

Define work group.

A

A collection of two or more people who interact with one another and share some interrelated task goals.

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2
Q

Define work team.

A
  • A type of work group consisting of three team specific properties:
  1. The actions of individuals must be interdependent and coordinated.
  2. Each member must have a particular, specified role.
  3. There must be common task goals and objectives.
  • Ex: each person on a surgical team has a specific role.
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3
Q

What is the difference between a group and a team?

A
  • A group consists of people who work together but can do their jobs without one another.
  • A team is a group of people who cannot do their jobs without the other members of the team.
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4
Q

Define virtual teams.

A
  • Teams that work without face-to-face contact.
  • Teams communicate via e-mail, instant messaging, telephone, web-cameras, and other technologies.
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5
Q

Define role.

A

The concept of role implies that not everyone in a group or team has the same function or purpose.

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6
Q

Define formal roles.

A

Formal roles are specified by the organization and are part of the formal job description.

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7
Q

Define informal roles.

A

Informal roles arise from group interaction rather than from the formal rules and specifications of organizations.

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8
Q

Define norms.

A

Norms are unwritten rules of behavior accepted by members of a work group.

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9
Q

Define group cohesiveness.

A

The sume of the forces attracting group members and keeping the group together.

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10
Q

Define process loss.

A

The time and effort expended on activities not directly related to production or task accomplishment.

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11
Q

Define team commitment.

A

The strength of an individual’s involvement in a team, and ocnsists of the acceptance of team goals, willingness to work hard for the team, and desire to remain on the team.

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12
Q

Define team mental model.

A

The shared understanding among team members of the task, team, equipment, and situation .

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13
Q

Define social facilitation

A

Performance is improved by other-induced arousal when the task is simple or well learned, such as bicycle riding .

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14
Q

Define social inhibition.

A

Performance is decreased by other-induced arousal when the task is complex or new to the individual, such as solving a complex mathematics problem.

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15
Q

Define additive task.

A
  • A task in which a group’s performance is the sum of the individual members’ performances.
  • For example, total sales for a group of salespeople in a store are the sum of each person’s individual sales.
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16
Q

Define nominal group.

A

Several noninteracting people who serve as a comparison to an interacting group in group research.

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17
Q

Define social loafing.

A

People do not put forth as much effort in a group as they would if they were working alone, and the larger the group, the less effort each person exerts.

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18
Q

Define brainstorming.

A

A group technique that is supposed to result in improved performance with this type of task.

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19
Q

What are some disadvantages of brainstorming?

A
  • Production blocking:
    • people forget what they want to say because of turn-taking.
  • Biased sampling:
    • not as many original ideas are proposed because tangents get pursued.
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20
Q

Define group polarization.

A

The tendency of a group to take more extreme positions than the mean of individuals’ positions.

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21
Q

Define groupthink.

A

A phenomenon that occurs when groups make decisions that individual members know are poor ones.

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22
Q

What are some causes of groupthink?

A
  • Highly cohesive groups with strong leaders when the social pressures to maintain conformity and harmony in the group take precedence over sound decision making.
  • Isolation from outside ideas and influences.
  • Directive leader.
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23
Q

What are some solutions to groupthink?

A
  • Non-directive leadership.
  • Visits by observers.
  • Second-chance meetings.
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24
Q

What are the symptoms of groupthink?

A
  • Illusion of unanimity (same thought process).
  • Illusion of invulnerability.
  • Mindguards (people who self-appoint themselves to limit information to the group.
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25
Q

Define deindividuation.

A

A loss of personal identity produced by being a member of a group.

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26
Q

Define free rider effect.

A

Riding on the coat-tails of other group members.

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27
Q

Define sucker effect.

A

Because individual output is not recognized, why work so hard?

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28
Q

Define quality circles.

A

Groups of employees who meet periodically to discuss problems and propose solutions relevant to their jobs.

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29
Q

Define health circle.

A

An intervention in which groups of employees discuss ways to improve health and well-being.

30
Q

Define team building.

A

Any of a number of activities designed to enhance the many different aspects of the functioning of work groups and teams.

31
Q

What are the five bases of power?

A
  1. Expert
  2. Referent
  3. Legitimate
  4. Reward
  5. Coercive
32
Q

Define expert power.

A

Based on the knowledge and expertise the supervisor has.

33
Q

Define referent power.

A

The extent to which the subordinate likes and identifies with the supervisor.

34
Q

Define legitimate power.

A

The power inherent in a supervisor’s job title.

35
Q

Define reward power.

A

The ability of the supervisor to reward subordinates with bonuses, desirable job assignments, promotions, or raises.

36
Q

Define coercive power.

A

The ability of the supervisor to punish subordinates with disciplinary actions, fines, firing, or salary reductions.

37
Q

Name the three means by which political power is achieved and maintained in organizations.

(Yukl’s Sources of Political Power)

A
  1. Control over decision processes:
    1. involves controlling and influencing important decisions in the organization.
  2. Forming coalitions:
    1. entering into agreements with others to support your position in return for support of the other’s positions.
  3. Co-optation:
    1. involves trying to diffuse another faction’s opposition by allowing its members to participate in the decision.
38
Q

Define political skill.

A

The extent to which one is able to influence others to engage in behavior beneficial to oneself or to the organization.

39
Q

Define sexual harassment.

A

Behavior of a sexual nature that adversely affects a person’s ability to do his or her job.

40
Q

Define the leader behavior approach.

A

The leader behavior approach is concerned with what leaders do rather than what their personal characteristics might be.

41
Q

Define consideration.

A

The amount of concern that supervisors show for the happines and welfare of their subordinates.

42
Q

Define initiating structure.

A

The extent to which the supervisor defines his or her role and maes clear what is expected of subordinates.

43
Q

Define Fiedler’s contingency theory.

A

States that leadership is a function of both the person and the situation.

44
Q

What are the four supervisory styles?

A
  1. Supportive
  2. Directive
  3. Participative
  4. Achievement
45
Q

Define supportive style.

A

Involves showing concern for the needs and welfare of subordinates.

46
Q

Define directive style.

A

Involves the structuring of job tasks for subordinates and letting them know what is expected.

47
Q

Define participative style.

A

Involves seeking input from subordinates and allowing them to participate in decision making.

48
Q

Define achievement style.

A

Involves emphasizing achievement and good performance.

49
Q

Define leader-member exchange theory.

A

Focuses on the subordinate-supervisor dyad rather than on the supervisor and the work group.

50
Q

Name the two types of relationships that develop between supervisors and subordinates.

A
  1. Cadre (in-group)
  2. Hired hands (out-group)
51
Q

Define cadre (in-group).

A

Consists of subordinates who are trusted and influential members of the work group.

52
Q

Define hired hands (out-group).

A

Subordinates who are supervised with a directive style and are given little input into decisions.

53
Q

Define transformational leader.

A

One who leads by inspiring others to adopt high goals and strive to achieve them.

54
Q

Define the Vroom-Yetton model.

A

Indicates that the supervisory approach is expected to be most effective in a perticular situation when making decisions.

55
Q

Define organizational development (OD).

A

A set of techniques designed to help organizations change for the better.

56
Q

Define the change agent.

A

The catalyst for change within the organization.

57
Q

Define management by objectives (MBO).

A

An organizational change technique that is based on goal setting.

58
Q

Define survey feedback.

A

An OD technique that involves conducting a survey of employee attitudes and opinions and then feeding back the results to the entire organization.

59
Q

Define T-group (training group).

A

An intervention designed to enhance the communication and interpersonal skills of individual employees through the use of specific group exercises.

60
Q

Define descriptive theories.

A
  • Explain how existing organizations work.
  • A good descriptive theory will provide an accurate picture of how organizations are structured and how they operate.
61
Q

Define prescriptive theories.

A
  • Indicate how organizations should operate.
  • Proper application of a good prescriptive theory will lead to an effective and efficient organization.
62
Q

What are the four principles of bureaucracy theory?

A
  1. Division of labor.
  2. Delegation of authority.
  3. Span of control.
  4. Line vs. staff.
63
Q

Define division of labor.

A

Refers to the organization’s specialized job positions, each of which is responsible for different tasks.

64
Q

Define delegation of authority.

A

Each manager should assign the responsibility for portions of work to subordinates.

65
Q

Define span of control.

A

Refers to the number of subordinates who report to each supervisor.

66
Q

Define line vs. staff.

A
  • A line position is involved directly with the organization’s major purpose.
  • A staff position supports the activities of a line position.
67
Q

Define Theory X/Theory Y.

A

A theory proposing that how a manger views subordinate characteristics affects his or her approach to supervision.

68
Q

Define open system theory.

A
  • A theory that describes organizations as having all the features of an open system.
  • Open systems import energy, transform the energy into something else, and output some product or service.
69
Q

Define sociotechnical systems theory.

A

A theory stating that organizations should consider both the human and the technological demands of tasks in designing work environments.

70
Q

Define joint optimization.

A

The social system and technical system of an organization must be designed to complement one another.

I/O Psychology (2 decks)

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