Group Behavior, Teams, and Conflict Flashcards

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1
Q

Gordon believes that for a collection of people to be called a _____, the following four criteria must be met: (a) The members of the _____ must see themselves as a unit; (b) the _____ must provide rewards to its members; (c) anything that happens to one member of the _____ affects every other member; and (d) the members of the _____ must share a common goal.

A

group

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2
Q

Usually we refer to two people as a dyad, to 3 people as a triad, and to 4 to 20 people as a _____.

A

small group

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3
Q

The second group criterion is that membership must be _____ for each individual in the group. People will join or form a group only if it provides some form of _____.

A

rewarding

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4
Q

Group _____ is the extent to which group members like and trust one another, are committed to accomplishing a team goal, and share a feeling of group pride

A

cohesiveness

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5
Q

The _____ of a group is the extent to which its members are similar

A

homogeneity

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6
Q

Aamodt, Kimbrough, and Alexander hypothesized that previous research yielded mixed results because the compositions of the best-performing groups were actually somewhere between completely homogeneous and completely heterogeneous. These authors labeled them slightly _____ groups.

A

heterogeneous

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7
Q

Groups that are pressured by outside forces also tend to become highly cohesive. To some degree, this response to outside pressure can be explained by the phenomenon of _____. When we believe that someone is trying to intentionally influence us to take some particular action, we often react by doing the opposite.

A

psychological reactance

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8
Q

Groups are most cohesive and perform best when group size is _____.

A

small

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9
Q

_____ tasks are those for which the group’s performance is equal to the sum of the performances by each group member.

A

Additive

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10
Q

_____ tasks are those for which the group’s performance depends on the least effective group member (a chain is only as strong as its weakest link). Examples of conjunctive tasks include an assembly line and friends going hiking (you can walk only as fast as the slowest hiker). Because success on a conjunctive task is limited by the least effective member, smaller groups are usually best.

A

Conjunctive

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11
Q

_____ tasks are those for which the group’s performance is based on the most talented group member. Examples of _____ tasks include problem solving, brainstorming, and a captain’s choice golf tournament (each person plays the best shot of the four golfers). As with additive tasks, larger groups are probably better at _____ tasks than are smaller groups.

A

Disjunctive

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12
Q

The addition of more members has its greatest effect when the group is small. Latane first investigated this idea when he formulated _____ theory. Imagine that a four-person committee is studying safety problems at work. If the group is stable and cohesive, adding a fifth person may be disruptive.

A

social impact

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13
Q

The higher the group’s status, the greater its _____.

A

cohesiveness

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14
Q

For a group to be successful, its members’ roles must fall into one of two categories: _____ oriented and _____ oriented.

A

task, social

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15
Q

_____-oriented roles involve behaviors such as offering new ideas, coordinating activities, and finding new information.

A

Task

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16
Q

_____-oriented roles involve encouraging cohesiveness and participation.

A

Social

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17
Q

A third category—the _____ role—includes blocking group activities, calling attention to oneself, and avoiding group interaction. _____ roles seldom result in higher group productivity.

A

individual

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18
Q

Social _____ involves the positive effects of the presence of others on an individual’s behavior;

A

facilitation

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19
Q

social _____ involves the negative effects of others’ presence.

A

inhibition

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20
Q

The phenomenon of _____ effects takes place when a group of people passively watch an individual. An example would be a sporting event held in an arena.

The strength of the effect of having an _____ present is a function of at least three factors. Latane hypothesized these factors to be an _____ size, its physical proximity to the person or group, and its status. Thus, groups are most likely to be affected by large _____ of experts who are physically close to them. Not surprisingly, the presence of an _____ increases performance in extraverts but not introverts.

A

audience

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21
Q

The effect on behavior when two or more people are performing the same task in the presence of one another is called _____. Examples would be two runners competing against each other without a crowd present, or two mail clerks sorting envelopes in the same room. Shalley found that _____ decreased creativity and productivity.

A

coaction

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22
Q

In some jobs, this comparison effect may increase competition and production quantity, whereas in other jobs, _____ effects may cause employees to slow down to be in line with the working norm.

A

comparison

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23
Q

The third explanation—evaluation _____—hypothesizes that judgment by others causes the differential effects of social facilitation. That is, individuals are aware that the presence of others can be rewarding (e.g., when a crowd cheers) or punishing (when a crowd boos).

A

apprehension

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24
Q

Whereas the social facilitation versus social inhibition theory explains increases and decreases in performance when others are present and either watching the individual or working with her, the social _____ theory considers the effect on individual performance when people work together on a task.

A

loafing

25
Q

A second theory, called the _____ theory, postulates that when things are going well, a group member realizes that his effort is not necessary and thus does not work as hard as he would if he were alone. If this explanation is true, social loafing should occur only when a group project is going well.

A

free-rider

26
Q

The third theory, called the _____ effect, hypothesizes that social loafing occurs when a group member notices that other group members are not working hard and thus are “playing him for a sucker.” To avoid this situation, the individual lowers his work performance to match those of the other members.

A

sucker

27
Q

For example, a study by LePine, Hollenbeck, Ilgen, and Hedlund found that a group of highly intelligent members perform poorly when its leader is not very _____.

A

intelligent

28
Q

With _____, members become so cohesive and like-minded that they make poor decisions despite contrary information that might reasonably lead them to other options.

A

groupthink

29
Q

When several people individually work on a problem but do not interact, they are called a _____ group.

A

nominal

30
Q

When several individuals interact to solve a problem, they are called an _____ group.

A

interacting

31
Q

If the task involves creating ideas, individuals should be asked to independently create them and then meet as a group. Although _____ is a commonly used technique, it is not an effective one. In _____, group members are encouraged to say aloud any and all ideas that come to mind and are not allowed to comment on the ideas until all have been given.

A

brainstorming

32
Q

An interesting aspect of interacting groups is the tendency for groups to take more extreme positions than the positions of individual members. This tendency, called group _____, suggests that group members will shift their beliefs to a more extreme version of what they already believe individually

A

polarization

33
Q

According to Devine, Clayton, Philips, Dunford, and Melner, a _____ is “a collection of three or more individuals who interact intensively to provide an organizational product, plan, decision, or service”.

A

work team

34
Q

Types of _____:

1) Work _____
2) Parallel _____
3) Project _____
4) Management _____

A

Teams

35
Q

_____ teams consist of groups of employees who manage themselves, assign jobs, plan and schedule _____, make _____-related decisions, and solve _____-related problems. They are typically formed to produce goods, provide service, or increase the quality and cost-effectiveness of a product or system.

A

Work

36
Q

Parallel teams, also called _____ teams, consist of representatives from various departments. For example, a team formed to reduce the time to ship a product might include members from the sales, shipping, production, and customer service departments

A

cross-functional

37
Q

_____ teams are formed to produce one-time outputs such as creating a new product, installing a new software system, or hiring a new employee. Once the team’s goal has been accomplished, the team is dismantled. The temporary nature of _____ teams is what distinguishes them from parallel and work teams.

A

Project

38
Q

_____ teams coordinate, manage, advice, and direct employees and teams. Whereas work, parallel, and project teams are responsible for directly accomplishing a particular goal, _____ teams are responsible for providing general direction and assistance to those teams.

A

Management

39
Q

In an influential theory of team development, _____ proposed that teams typically go through four developmental phases: forming, storming, norming, and performing.

A

Tuckman

40
Q

_____ is the psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship.

A

Conflict

41
Q

It is important to note that one of the key components to conflict is _____.

A

perception

42
Q

This _____ conflict keeps people from working together, lessens productivity, spreads to other areas, and increases turnover. _____ conflict usually occurs when one or both parties feel a loss of control due to the actions of the other party and has its greatest effect on team performance when the task being performed is complex.

A

dysfunctional

43
Q

Though most conflict is dysfunctional, there are times when a moderate degree of conflict can result in better performance. Called _____ conflict, moderate levels of conflict can stimulate new ideas, increase friendly competition, and increase team effectiveness.

A

functional

44
Q

People with high needs for control are obsessed with completing a task and take great pride in getting a job done quickly.

Among such personality types are the _____, who gets things done quickly by giving orders, being pushy, yelling, and at times being too aggressive;

A

Tank

45
Q

People with high needs for control are obsessed with completing a task and take great pride in getting a job done quickly.

The _____, who controls people by using sarcasm, embarrassment, and humiliation;

A

Sniper

46
Q

People with high needs for control are obsessed with completing a task and take great pride in getting a job done quickly.

And the _____, who controls others by dominating conversations, not listening to others’ ideas, and rejecting arguments counter to her position.

A

Know-It-All

47
Q

People with high needs for perfection are obsessed with completing a task correctly. They seldom seem satisfied with anyone or any idea

These personality types include the _____, who constantly complains about the situation but never tries to change it;

A

Whiner

48
Q

People with high needs for perfection are obsessed with completing a task correctly. They seldom seem satisfied with anyone or any idea

The _____, who believes that nothing will ever work and thus disagrees with every suggestion or idea;

A

No Person

49
Q

People with high needs for perfection are obsessed with completing a task correctly. They seldom seem satisfied with anyone or any idea

And the _____, who responds to difficult situations by doing and saying nothing—she simply gives up or retreats.

A

Nothing Person

50
Q

People with high needs for approval are obsessed with being liked. Their behavior is often centered on gaining approval rather than completing a task correctly or quickly

The _____ Person agrees to everything and, as a result, often agrees to do so much that she cannot keep her commitments. The _____ Person seldom provides feedback to others because she is afraid of getting someone mad at her.

A

Yes

51
Q

People with high needs for approval are obsessed with being liked. Their behavior is often centered on gaining approval rather than completing a task correctly or quickly

The _____ Person avoids conflicts by never taking a stand on any issue. She delays making decisions, seldom offers opinions, and seldom commits to any course of action.

A

Maybe

52
Q

People with high needs for attention are obsessed with being appreciated. They behave in a manner that will get them noticed.

When she doesn’t feel appreciated, the _____ throws a tantrum: She yells, swears, rants, and raves.

A

Grenade

53
Q

People with high needs for attention are obsessed with being appreciated. They behave in a manner that will get them noticed.

The _____ gets attention by poking fun at others. Unlike the Sniper, the _____ aims to get attention rather than control

A

Friendly Sniper

54
Q

People with high needs for attention are obsessed with being appreciated. They behave in a manner that will get them noticed.

The _____ exaggerates, lies, and gives unwanted advice to gain attention.

A

Think-They-Know-It-All

55
Q

It is generally believed that most people have a particular style they use when faced with _____. Although a variety of names are assigned to these styles, the consensus among experts is that five are common: avoiding, accommodating, forcing, collaborating, and compromising.

A

conflict

56
Q

Avoiding Style

An interesting form of avoidance, called _____, occurs when an employee discusses the conflict with a third party, such as a friend or supervisor. In doing so, the employee hopes that the third party will talk to the second party and that the conflict will be resolved without the need for the two parties to meet.

A

triangling

57
Q

This strategy of winning at all costs occurs especially when a person regards his side as correct and the other person is regarded as the enemy whose side is incorrect. This reaction often occurs when each side needs a victory to gain or retain status.

A

Forcing Style

58
Q

An individual with a _____ wants to win but also wants to see the other person win. These people seek win-win solutions—that is, ways in which both sides get what they want. Though this style is probably the best to use whenever possible, it can be time-consuming and may not be appropriate in emergencies (e.g., determining how best to treat a person having a heart attack).

A

collaborating style

59
Q

The final strategy is the _____. The user of this type adopts give-and- take tactics that enable each side to get some of what it wants but not everything it wants. Most conflicts are resolved through some form of compromise so that a solution benefits both sides. 

Compromising usually involves a good deal of negotiation and bargaining. The negotiation process begins with each side making an offer that asks for much more than it really wants

A

compromising style