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Final Exam Flashcards

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
Define deindividuation.
A loss of personal identity produced by being a member of a group.
26
Define free rider effect.
Riding on the coat-tails of other group members.
27
Define sucker effect.
Because individual output is not recognized, why work so hard?
28
Define quality circles.
Groups of employees who meet periodically to discuss problems and propose solutions relevant to their jobs.
29
Define health circle.
An intervention in which groups of employees discuss ways to improve health and well-being.
30
Define team building.
Any of a number of activities designed to enhance the many different aspects of the functioning of work groups and teams.
31
What are the five bases of power?
1. Expert 2. Referent 3. Legitimate 4. Reward 5. Coercive
32
Define expert power.
Based on the knowledge and expertise the supervisor has.
33
Define referent power.
The extent to which the subordinate likes and identifies with the supervisor.
34
Define legitimate power.
The power inherent in a supervisor's job title.
35
Define reward power.
The ability of the supervisor to reward subordinates with bonuses, desirable job assignments, promotions, or raises.
36
Define coercive power.
The ability of the supervisor to punish subordinates with disciplinary actions, fines, firing, or salary reductions.
37
Name the three means by which political power is achieved and maintained in organizations. (Yukl's Sources of Political Power)
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
Define political skill.
The extent to which one is able to influence others to engage in behavior beneficial to oneself or to the organization.
39
Define sexual harassment.
Behavior of a sexual nature that adversely affects a person's ability to do his or her job.
40
Define the leader behavior approach.
The leader behavior approach is concerned with what leaders do rather than what their personal characteristics might be.
41
Define consideration.
The amount of concern that supervisors show for the happines and welfare of their subordinates.
42
Define initiating structure.
The extent to which the supervisor defines his or her role and maes clear what is expected of subordinates.
43
Define Fiedler's contingency theory.
States that leadership is a function of both the person and the situation.
44
What are the four supervisory styles?
1. Supportive 2. Directive 3. Participative 4. Achievement
45
Define supportive style.
Involves showing concern for the needs and welfare of subordinates.
46
Define directive style.
Involves the structuring of job tasks for subordinates and letting them know what is expected.
47
Define participative style.
Involves seeking input from subordinates and allowing them to participate in decision making.
48
Define achievement style.
Involves emphasizing achievement and good performance.
49
Define leader-member exchange theory.
Focuses on the subordinate-supervisor dyad rather than on the supervisor and the work group.
50
Name the two types of relationships that develop between supervisors and subordinates.
1. Cadre (in-group) 2. Hired hands (out-group)
51
Define cadre (in-group).
Consists of subordinates who are trusted and influential members of the work group.
52
Define hired hands (out-group).
Subordinates who are supervised with a directive style and are given little input into decisions.
53
Define transformational leader.
One who leads by inspiring others to adopt high goals and strive to achieve them.
54
Define the Vroom-Yetton model.
Indicates that the supervisory approach is expected to be most effective in a perticular situation when making decisions.
55
Define organizational development (OD).
A set of techniques designed to help organizations change for the better.
56
Define the change agent.
The catalyst for change within the organization.
57
Define management by objectives (MBO).
An organizational change technique that is based on goal setting.
58
Define survey feedback.
An OD technique that involves conducting a survey of employee attitudes and opinions and then feeding back the results to the entire organization.
59
Define T-group (training group).
An intervention designed to enhance the communication and interpersonal skills of individual employees through the use of specific group exercises.
60
Define descriptive theories.
* Explain how existing organizations work. * A good descriptive theory will provide an accurate picture of how organizations are structured and how they operate.
61
Define prescriptive theories.
* Indicate how organizations should operate. * Proper application of a good prescriptive theory will lead to an effective and efficient organization.
62
What are the four principles of bureaucracy theory?
1. Division of labor. 2. Delegation of authority. 3. Span of control. 4. Line vs. staff.
63
Define division of labor.
Refers to the organization's specialized job positions, each of which is responsible for different tasks.
64
Define delegation of authority.
Each manager should assign the responsibility for portions of work to subordinates.
65
Define span of control.
Refers to the number of subordinates who report to each supervisor.
66
Define line vs. staff.
* A _line position_ is involved directly with the organization's major purpose. * A _staff position_ supports the activities of a line position.
67
Define Theory X/Theory Y.
A theory proposing that how a manger views subordinate characteristics affects his or her approach to supervision.
68
Define open system theory.
* 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
Define sociotechnical systems theory.
A theory stating that organizations should consider both the human and the technological demands of tasks in designing work environments.
70
Define joint optimization.
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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