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man 336 > man 336 exam 2 vocab > Flashcards

man 336 exam 2 vocab Flashcards

1
Q

communication

A

the process by which information is exchanged between individuals through a common system of symbols, signs, or behavior

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2
Q

sender

A

the person initiating a communication

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3
Q

encode

A

the translation of ideas into workds

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4
Q

medium

A

the method used to convey a sender’s message

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5
Q

receiver

A

the person who a message is intended to reach

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6
Q

decode

A

the process of assigning meaning to a received message

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7
Q

noise

A

anything that interferes with or distorts the message being transmitted

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8
Q

filtering

A

the distortion or withholding of information to manage a person’s reaction

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9
Q

selective perception

A

personal filtering of what we see and hear to suit our own needs

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10
Q

multitasking

A

refers to performing more than one activity at the same time

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11
Q

grapevine

A

the informal gossip network within a given organization

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12
Q

semantics

A

meaning of a word or phrase

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13
Q

jargon

A

set of acronyms or words unique to a specific group or profession

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14
Q

storytelling

A

narrative account of an event(s)

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15
Q

crucial conversations

A

discussions in which the stakes are high, opinions vary, and emotions run strong

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16
Q

public relations

A

professionals who create external communications about a client’s product, services, or practices for specific receivers

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17
Q

group

A

collection of individuals who interact with each other such that one person’s actions have an impact on the others

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18
Q

informal work groups

A

two or more individuals who are associated with one another in ways not prescribed by the formal organization

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19
Q

formal work groups

A

is made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group

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20
Q

forming

A

stage when group comes together for the first time

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21
Q

storming

A

stage when participants focus less on keeping their guard up as they shed social facades, becoming more authentic and more argumentative

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22
Q

norming

A

stage when participants find it easy to establish their own ground rules (norms) and define their operating procedures and goals

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23
Q

performing

A

stage when participants are not only getting the work done, but they also pay greater attention to how they are doing it

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24
Q

adjourning

A

fifth and final stage latter added to Tuchman model where group separates

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25
Q

after-action review

A

meeting conducted at the end of a project or event, where team members discuss what went right, what went wrong, and what could have been done differently. aka retrospective meeting, debriefing meeting, or post mortem

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26
Q

punctuated equilibrium

A

theory that change within groups occurs in rapid, radical spurts rather than gradually over time

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27
Q

cohesion

A

degree of camaraderie within the group

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28
Q

similarity

A

the more similar group members are, the more likely the group will bond

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29
Q

stability

A

the longer the group stays together, the more cohesive it becomes

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30
Q

size

A

smaller groups tend to have higher levels of cohesion

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31
Q

support

A

when group members receive coaching and are encouraged to support their fellow team members, group identity strengthens

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32
Q

satisfaction

A

cohesion is correlated with how pleased group members are with each other’s performance, behavior, and conformity to group norms

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33
Q

groupthink

A

a group pressure phenomenon that creates a tendency to avoid a critical evaluation of ideas the group favors

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34
Q

social loafing

A

tendency of individuals to put in less effort when working in a group context

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35
Q

collective efficacy

A

a group’s perception of its ability to successfully perform well

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36
Q

process loss

A

any aspect of group interaction that inhibits group functioning

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37
Q

team

A

cohesive coalition of people working together to achieve mutual goals

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38
Q

production tasks

A

tasks that include actually making something such as a building, product, or marketing plan

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39
Q

idea-generation tasks

A

creative tasks such as brainstorming a new direction or creating a new process

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40
Q

problem-solving tasks

A

refers to coming up with plans for actions and making decisions

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41
Q

task interdependence

A

degree that team members are dependent upon one another to get information, support, or materials from other team members to be effective

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42
Q

pooled interdependence

A

team members work independently and combine their efforts to create the team’s output

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43
Q

sequential interdependence

A

in a team, when one person’s output becomes another person’s input

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44
Q

reciprocal interdependence

A

team members work together on each stage of a task

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45
Q

outcome interdependence

A

when the rewards that an individual receives depend on the performance of others

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46
Q

task force

A

type of temporary team that is asked to address a specific issue or problem until it is resolved

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47
Q

product development teams

A

a team in charge of designing a new product

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48
Q

cross-functional teams

A

teams that involve individuals from different parts of the organization

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49
Q

virtual teams

A

teams where members are not located in the same physical place

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50
Q

top management teams

A

teams appointed by the CEO and, ideally, reflect the skills and areas that the CEO consider vital for the company

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51
Q

traditional manager-led teams

A

teams where the manager serves as the team leader

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52
Q

self-managed teams

A

teams that manage themselves and do not report directly to a supervisor. instead, team members select their own leader, and they may even take turns in the leadership role

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53
Q

empowered teams

A

teams that have the responsibility as well as the authority to achieve their goals

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54
Q

norms

A

shared expectations about how things operate within a group or team

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55
Q

team contract

A

agreements on established ground rules, goals, and roles

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56
Q

group

A

collection of individuals performing similar tasks in that when added together, will help to further the overall goals of the group

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57
Q

team

A

a collection of individuals who work collaboratively and cooperatively to achieve commonly-held goals or visions

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58
Q

groupthink

A

when information that would run counter to established ways of thinking and acting in a team, and associated minority dissent, are essentially shut down or ignored by the majority

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59
Q

free-riding/social loafing

A

phenomenon whereby some members of a team may work less diligently or with less effort toward team goals simply because they realize that there are others in the team who will pick up the slack

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60
Q

shared leadership

A

mutual influence and shared responsibility among team members, whereby they lead each other toward the team’s goals

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61
Q

virtual team

A

a team that is geographically distributed, oftentimes relatively temporary in nature, and largely dependent on virtual media for communication purposes

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62
Q

conflict

A

a process that involves people disagreeing

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63
Q

intrapersonal conflict

A

conflict that arises within a person

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64
Q

interpersonal conflict

A

a type of conflict between two people

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65
Q

intragroup conflict

A

conflict that takes place among members of a group

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66
Q

intergroup conflict

A

conflict that takes place among different groups, such as different departments or divisions in a company, or between union and management, or between companies, such as companies who supply the same customer

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67
Q

in-group bias

A

the tendency to favor the group to which one belongs

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68
Q

conflict management

A

resolving disagreements effectively

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69
Q

avoiding

A

an uncooperative and unassertive conflict-handling style

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70
Q

accommodating

A

a cooperative and unassertive conflict-handling style

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71
Q

compromising

A

a middle-ground conflict handling style, in which a person has some desire to express their own concerns and get their way but still respects the other person’s goals as well

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72
Q

competing

A

a conflict-handling style that is highly assertive, but low on cooperation

73
Q

collaborating

A

a conflict-handling style that is high on both assertiveness and cooperation

74
Q

negotiation

A

a process whereby two or more parties work toward a mutual agreement

75
Q

investigation

A

the first step in negotiation in which information is gathered

76
Q

BATNA

A

“best alternative to a negotiated agreement; indicator of how much power one has in the negotiation

77
Q

presentation

A

third phase of negotiation in which information is assembled in a way that supports one’s decision

78
Q

bargaining

A

fourth phase of negotiation in which parties discuss their goals and seek agreement

79
Q

concessions

A

giving up one thing to get something else in return

80
Q

closure

A

last part of negotiation in which you and the other party have either come to an agreement on the terms, or one party has decided that the final offer is unacceptable and therefore must be walked away from

81
Q

distributive view

A

the traditional fixed-pie approach in which negotiators see the situation as a pie that they have to divide between them

82
Q

integrative approach

A

an approach to negotiation in which both parties look for ways to integrate their goals under a larger umbrella

83
Q

alternative dispute resolution (ADR)

A

includes mediation, arbitration, and other ways of resolving conflicts with the help of a specially trained, neutral third party without the need for a formal trial or hearing

84
Q

mediation

A

a process in which an outside third party (mediator) enters the situation with the goal of assisting the parties to reach an agreement

85
Q

arbitration

A

a process that involves bringing in a third party (arbitrator) who has the authority to act as a judge and make a binding decision to which both parties must adhere

86
Q

organizational culture

A

a system of shared assumptions, values, and beliefs indicating what is appropriate and inappropriate behavior in a given organization

87
Q

assumptions

A

taken for granted beliefs about human nature and reality

88
Q

values

A

shared principles, standards, and goals

89
Q

artifacts

A

visible and tangible elements of culture

90
Q

innovative cultures

A

cultures that are flexible, adaptable, and experiment with new ideas

91
Q

aggressive cultures

A

cultures that value competitiveness and outperforming competitors

92
Q

outcome-oriented cultures

A

cultures that emphasize achievement, results, and action as important values

93
Q

stable cultures

A

cultures that are predictable, rule oriented, and bureaucratic

94
Q

people-oriented cultures

A

cultures that value fairness, supportiveness, and respecting individual rights

95
Q

team-oriented cultures

A

cultures that are collaborative and emphasize cooperation among employees

96
Q

detail-oriented cultures

A

cultures that emphasize precision, analytics decision making, and paying attention to details

97
Q

service culture

A

a culture that emphasizes high quality service

98
Q

safety culture

A

a culture that emphasizes safety as a strong workplace norm

99
Q

strong culture

A

a culture that is shared by organizational members

100
Q

subculture

A

a set of values unique to a limited cross-section of the organization

101
Q

counterculture

A

shared values and beliefs that are in direct opposition to the values of the broader organizational culture

102
Q

onboarding

A

process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization

103
Q

newcomer adjustment

A

refers to feelings of high levels of role clarity, confidence, and social acceptance

104
Q

formal orientation program

A

program that indoctrinates new employees to the company culture, and introduced them to their new jobs and colleagues

105
Q

mentors

A

trusted people who provide employees with advice and support regarding career-related matters

106
Q

missions statement

A

a statement of purpose, describing who the company is and what it does

107
Q

rituals

A

repetitive activities within an organization that have symbolic meaning

108
Q

organizational structure

A

how individual and team work within an organization is coordinated

109
Q

centralization

A

the degree to which decision making authority is concentrated at higher levels in an organization

110
Q

formalization

A

extent to which policies, procedures, job descriptions, and rules are written and explicitly articulated

111
Q

tall structures

A

organizations where there are several layers of management between frontline employees and the top level

112
Q

flat structures

A

organizations with few layers, often with large numbers of employees reporting to a single manager

113
Q

span of control

A

the number of employees reporting to a single manager

114
Q

holacracy

A

a structure where employees work in self managing teams without having a formal manager

115
Q

functional structures

A

grouping of jobs based on similarity in functions

116
Q

divisional structures

A

grouping of jobs based on the products, services, customers, or geographic locations the company is serving

117
Q

mechanistic structures

A

structures that resemble a bureaucracy and are highly formalized and centralized

118
Q

organic structures

A

flexible and decentralized structures with low levels of formalization where communication lines are more fluid and flexible

119
Q

matrix organizations

A

a cross between a traditional functional structure and a product structure. specifically, employees reporting to department managers are also pooled together to form project or product teams

120
Q

unity of command

A

a situation where each person reports to a single manager. traditional organizations are based on the principle of unity of command, while matrix organizations do not follow this principle

121
Q

boundaryless organization

A

refers to an organization that eliminates traditional barriers between departments as well as barriers between the organization and the external environment

122
Q

modular organization

A

an organization where all the nonessential functions are outsourced

123
Q

strategic alliances

A

form of boundaryless design where two or more companies find an area of collaboration and combine their efforts to create a partnership that is beneficial for both parties

124
Q

fully remote

A

organizing work with the assumption that employees will work from anywhere, without being tied to a physical office

125
Q

learning organization

A

an organization where acquiring knowledge and changing behavior as a result of thew newly acquired knowledge is part of an organization’s design

126
Q

organizational change

A

the movement of an organization from one state of affairs to another

127
Q

active resistance

A

the most negative reaction to a proposed change attempt

128
Q

passive resistance

A

being disturbed by changes without necessarily voicing these opinions

129
Q

compliance

A

going along with proposed changes with little enthusiasm

130
Q

enthusiastic support

A

defend the new way and actually encourage others to give support to the change effort as well

131
Q

unfreezing

A

making sure that organizational members are ready and receptive to change; first step in Lewin’s suggested change model

132
Q

change

A

executing the planned changes; second stage of Lewin’s change model

133
Q

refreezing

A

final stage of Lewin’s change model; involves ensuring that change becomes permanent and the new habits, rules, or procedures become the norm

134
Q

ringi system

A

system of management that involves proposals at lower levels being signed and passed along to higher-level management in an effort to build consensus

135
Q

reactive change

A

change that occurs after a threat has affected the existing business

136
Q

proactive change

A

anticipating a coming change and actively embracing it before the competition does

137
Q

incremental

A

small improvements to existing products and processes in order to improve efficiency or make products and services more attractive to customers

138
Q

discontinuous change

A

typically required new skills and capabilities and may also need significant new resources to implement; to succeed, these changes often require major shifts in structures and processes that can challenge the existing way of operating

139
Q

fence-sitters

A

employees in a change process who are skeptical and wait for evidence that the change effort is serious and can yield good results

140
Q

true resistors

A

employees in a change process who actively or passive-aggressively attempt t undermine change efforts

141
Q

power

A

the ability to influence the behavior of others to get what you want

142
Q

conformity

A

people’s tendencies to behave consistently within social norms

143
Q

dependency

A

power that a person or unit gains from their ability to handle actual or potential problems facing the organization

144
Q

scarcity

A

in the context of dependency, refers to the uniqueness of a resource

145
Q

substitutability

A

one’s ability to find another option that works as well as the one offered

146
Q

legitimate power

A

power that comes from one’s organizational role or position

147
Q

reward power

A

the ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment

148
Q

coercive power

A

the ability to take something away or punish someone for noncompliance

149
Q

expert power

A

power that comes from knowledge and skill

150
Q

information power

A

power that comes from access to specific information

151
Q

referent power

A

power that stems from personal characteristics of the person such as the degree to which we like, respect, and want to be like them

152
Q

logical fallacies

A

common errors in reasoning that undermine the logic of an argument

153
Q

resistance

A

occurs when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt

154
Q

compliance

A

occurs when the target does not necessarily want to obey, but they do

155
Q

commitment

A

occurs when the target not only agrees to the request, but also actively supports it as well

156
Q

rational persuasion

A

includes using facts, data, and logical arguments to try to convince others that your point of view is the best alternative

157
Q

inspirational appeals

A

those that seek to tap into our values, emotions, and beliefs to gain support for a request or course of action

158
Q

consultation

A

the influence agent’s asking others for help in directly influencing or planning to influence another person or group

159
Q

ingratiation

A

different forms of making others feel good about themseleves

160
Q

personal appeal

A

helping another person because you like them and they asked for you help

161
Q

exchange

A

give-and-take in which someone does something for you and you do something for them in return

162
Q

coalition tactics

A

a group of individuals working together toward a common goal to influence others

163
Q

pressure

A

exerting undue influence on someone to do what you want, or else something undesirable will occur

164
Q

legitimating tactics

A

those that occur when the appeal is based on legitimate or position power

165
Q

impression management

A

actively shaping the way you are percieved by others

166
Q

nonverbal impression management

A

includes the clothes that wear, body language, and your demeanor

167
Q

self-focused impression management

A

promoting and enhancing one’s qualities to create a specific image in the eyes of the other person

168
Q

other-focused impression management

A

complimenting or praising the other person, doing favors, or conforming to their opinions to make oneself more likeable to them

169
Q

upward influence

A

the ability to influence your boss and others in positions higher than yours

170
Q

downward influence

A

ability to influence those in positions lower than yours

171
Q

political skill

A

people’s interpersonal style, including their ability to relate well to others, self-monitor, alter their reactions depending upon the situation they are in, and inspire confidence and trust

172
Q

social networks

A

a map of the relationships between individuals

173
Q

social network analysis (SNA)

A

a systematic effort to examine the structure of social relationships in a group

174
Q

central connectors

A

people linked to the greatest number of people

175
Q

boundary spanners

A

people who connect one network to another within the company or even across organizations

176
Q

peripheral specialists

A

people with special expertise that can be drawn upon even though they often work independently of the group

177
Q

strong ties

A

ties that often indicate emotional support, not just informational support between people

178
Q

weak ties

A

ties characterized by less frequent interaction and often do not have as much emotional attachment, but they are also easier to maintain, and therefore people can have more of them

179
Q

informational interviews

A

an interview conducted with the goal of gathering information and insight into jobs and careers in general, rather than securing a job

man 336 (3 decks)

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