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Industrial Organizational Psychology > Group Behavior, Teams, and Conflict > Flashcards

Group Behavior, Teams, and Conflict Flashcards

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1
Q

An event that affects one member of a group will affect the other group members

A

Corresponding effects

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2
Q

An aim or purpose shared by members of a group

A

Common goal

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3
Q

A leadership style in which the individual leads by caring about others and that is most effective in a climate of anxiety

A

Affiliation

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4
Q

The need to associate ourselves with the image projected by other people, groups, or objects.

A

Identification

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5
Q

The extent to which members of a group like and trust one another

A

Group cohesiveness

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6
Q

Groups whose members share the same characteristics

A

Homogeneous groups

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7
Q

Groups whose members share few similarities

A

Heterogeneous groups

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8
Q

Groups in which a few group members have different characteristics from the rest of the group

A

Slightly heterogeneous

groups

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9
Q

The extent to which the membership of a group remains consistent over time

A

Stability

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10
Q

The degree of physical distance of a group from other groups

A

Isolation

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11
Q

The amount of psychological pressure placed on a group by people who are not members of the group

A

Outside pressure

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12
Q

The number of members in a group

A

Group size

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13
Q

Tasks for which the group’s performance is equal to the sum of the performances of each individual group member

A

Additive tasks

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14
Q

Tasks for which the group’s performance is dependent on the performance of the least effective group member

A

Conjunctive tasks

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15
Q

Tasks for which the performance of a group is based on the performance of its most talented member

A

Disjunctive tasks

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16
Q

States that the addition of a group member has the greatest effect on group behavior when the size of the group is small

A

Social impact theory

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17
Q

The esteem in which the group is held by people not in the group

A

Group status

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18
Q

The manner in which members of a group communicate with one another

A

Communication structure

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19
Q

The positive effects that occur when a person performs a task in the presence of others

A

Social facilitation

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20
Q

The negative effects that occur when a person performs a task in the presence of others

A

Social inhibition

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21
Q

The effect on behavior when one or more people passively watch the behavior of another person

A

Audience effects

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22
Q

The effect on behavior when two or more people are performing the same task in the presence of each other

A

Coaction

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23
Q

Theory stating that the very fact that others happen to be present naturally produces arousal and thus may affect performance

A

Mere presence

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24
Q

The effect when an individual working on a task compares his or her performance with that of another person performing the same task

A

Comparison

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25
Q

The idea that a person performing a task becomes aroused because he or she is concerned that others are evaluating his or her performance

A

Evaluation apprehension

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26
Q

The idea that social inhibition occurs because the presence of others provides a distraction that interferes with concentration

A

Distracting

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27
Q

The fact that individuals in a group often exert less individual effort than they would if they were not in a group

A

Social loafing

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28
Q

When one member of a group dominates the group

A

Individual dominance

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29
Q

A state of mind in which a group is so concerned about its own cohesiveness that it ignores important information

A

Groupthink

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30
Q

A group member who intentionally provides an opposing opinion to that expressed by the leader or the majority of the group

A

Devil’s advocate

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31
Q

A collection of individuals whose results are pooled but who never interact with one another

A

Nominal group

32
Q

A collection of individuals who work together to perform a task

A

Interacting group

33
Q

A technique in which ideas are generated by people in a group setting

A

Brainstorming

34
Q

The extent to which group members identify with the team rather than with other groups

A

Identification

35
Q

The extent to which team members need and rely on other team members

A

Interdependence

36
Q

The extent to which team members have the same level of power and respect

A

Power differentiation

37
Q

The extent to which team members treat each other in a friendly, informal manner

A

Social distance

38
Q

The extent to which a team will remain together or be disbanded after a task has been accomplished

A

Permanency

39
Q

Physical distance between people

A

Proximity

40
Q

Teams that communicate through email rather than face to face

A

Virtual teams

41
Q

Groups of employees who manage themselves, assign jobs, plan and schedule work, make work-related decisions, and solve work-related problems

A

Work teams

42
Q

Also called cross-functional teams, they consist of representatives from various departments (functions) within an organization

A

Parallel teams

43
Q

Teams consisting of representatives from various departments (functions) within an organization

A

Cross-functional teams

44
Q

Groups formed to produce onetime outputs such as creating a new product, installing a new software system, or hiring a new employee

A

Project teams

45
Q

Teams that coordinate, manage, advise, and direct employees and teams

A

Management teams

46
Q

The first stage of the team process, in which team members “feel out” the team concept and attempt to make a positive impression

A

Forming stage

47
Q

The second stage in group formation in which group members disagree and resist their team roles

A

Storming stage

48
Q

The third stage of the team process, in which teams establish roles and determine policies and procedures

A

Norming stage

49
Q

The fourth and final stage of the team process, in which teams work toward accomplishing their goals

A

Performing stage

50
Q

The psychological and behavioral reaction to a perception that another person is 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

51
Q

Conflict that keeps people from working together, lessens productivity, spreads to other areas, or increases turnover

A

Dysfunctional conflict

52
Q

Conflict that results in increased performance or better interpersonal relations

A

Functional conflict

53
Q

Conflict between two people

A

Interpersonal conflict

54
Q

Conflict between an individual and the other members of a group

A

Individual–group conflict

55
Q

Conflict between two or more groups

A

Group–group conflict

56
Q

A cause of conflict that occurs when the demand for resources is greater than the resources available

A

Competition for

resources

57
Q

A potential source of conflict that arises when the completion of a task by one person affects the completion of a task by another person

A

Task interdependence

58
Q

Conflict caused by a disagreement about geographical territory or lines of authority

A

Jurisdictional ambiguity

59
Q

Physical, cultural, and psychological obstacles that interfere with successful communication and create a source of conflict

A

Communication barriers

60
Q

Relatively stable traits possessed by an individual

A

Personality

61
Q

The conflict style of a person who reacts to conflict by pretending that it does not exist

A

Avoiding style

62
Q

An approach to handling conflict in which one of the parties removes him/herself from the situation to avoid the conflict

A

Withdrawal

63
Q

An employee discusses a 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

64
Q

The conflict style of a person who tends to respond to conflict by giving in to the other person

A

Accommodating style

65
Q

The conflict style of a person who responds to conflict by always trying to win

A

Forcing style

66
Q

An approach to handling conflict in which one side seeks to win regardless of the damage to the other side

A

Winning at all costs

67
Q

The conflict style of a person who wants a conflict resolved in such a way that both sides get what they want

A

Collaborating style

68
Q

A style of resolving conflicts in which an individual allows each side to get some of what it wants

A

Compromising style

69
Q

A method of resolving conflict in which two sides use verbal skill and strategy to reach an agreement

A

Negotiation and

bargaining

70
Q

The lowest settlement that a person is willing to accept

in a negotiated agreement

A

Least acceptable result

LAR

71
Q

The highest possible settlement that a person could reasonably ask for and still maintain credibility in
negotiating an agreement

A

Maximum supportable

position (MSP)

72
Q

A situation when two parties do not agree

A

Dispute

73
Q

A method of resolving conflict in which two sides get together to discuss a problem and arrive at a solution

A

Cooperative problem

solving

74
Q

When a neutral party is asked to help resolve a conflict

A

Third-party intervention

75
Q

A method of resolving conflict in which a neutral third party is asked to help the two parties reach an agreement

A

Mediation

76
Q

A method of resolving conflicts in which a neutral third party is asked to choose which side is correct

A

Arbitration

Industrial Organizational Psychology (15 decks)

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