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Hannah Brotherton > MGMT 310 EXAM 4 > Flashcards

MGMT 310 EXAM 4 Flashcards

1
Q

When someone works less hard because they are in a team setting is called ___ ___

A

social loafing

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2
Q

team cohesiveness always leads to high performance TF

A

F

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3
Q

___ ___ ___ have social and political awareness of the team and build trust and take care of them

A

superior team leaders

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4
Q

a subordinate goal is a high level goal that takes priority over specific individual or group goals TF

A

T

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5
Q

shared beliefs about how people should think and behave in a group or team is called ___

A

norms

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6
Q

___ - A small number of people with complementary skills who are committed to a common purpose, a set of performance goals, and an approach for which they hold themselves mutually accountable

A

team

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7
Q

___ - A collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements

A

group

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8
Q

___ ___ - Teams that are physically dispersed and communicate electronically more than face-to-face

A

virtual teams

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9
Q

___ ___ - Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform. Has the highest level of autonomy

A

Self-designing teams

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10
Q

Stages of Team Development

A

forming, storming, norming, and performing

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11
Q

___ - group members lay the ground rules for what types of behavior are acceptable

A

forming

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12
Q

___ - group members agree on their shared goals, and norms and closer relationships develop

A

norming

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13
Q

___ - the group channels its energies into performing its tasks

A

performing

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14
Q

___ - hostility and conflict arise and people jockey for positions of power and status

A

storming

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15
Q

what type of leaderships is it?
-direct people
-explain decisions
-train individuals
-manage one-on-one
-contain conflict
-react to change

A

supervisory leadership

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16
Q

what type of leaderships it?
-build trust and inspire teamwork
-facilitate and support team decisions
-expand team capabilities
-create a team identity
-leverage team differences
-anticipate and influence change

A

team leadership

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17
Q

Team effectiveness is defined by three criteria

A

-Productive output of the team meets or exceeds standards of quantity and quality.
-Team members realize satisfaction of their personal needs.
-Team members remain committed to working together again

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18
Q

___ ___ - Working less hard and being less productive when in a group

A

Social loafing

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19
Q

___ ___ ___ - Working harder when in a group than when working alone
Teamwork is motivated by tying rewards to team performance
-Only effective when people are truly interdependent
-If team member rewards are different, then team members should decide them

A

Social facilitation effect

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20
Q

___ - Shared beliefs about how people should think and behave

A

Norms

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21
Q

___ refers to how attractive the team is to its members, how motivated members are to remain in the team, and the degree to which team members influence one another

A

Cohesiveness

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22
Q

Cohesiveness is important because 2 things

A

-It contributes to member satisfaction
-It has a major impact on performance

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23
Q

_-type conflict – problems and issues related to differences of opinion. Usually good.

A

C-type conflict (c for cognitive)

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24
Q

_-type conflict – disagreements due to individual or personal issues. Usually bad.

A

A-type conflict (a for affective)

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25
Q

___ ___ - Higher-level goals taking priority over specific individual or group goals

A

Superordinate goals

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26
Q

___-___ ___ is a process in which information flows in only one direction—from the sender to the receiver, with no feedback loop

A

One-way communication

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27
Q

___-___ ___ is a process in which information flows in two directions: receiver provides feedback, and sender is receptive to the feedback

A

Two-way communication

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28
Q

___: The communication process begins when the source or sender selects words, symbols, pictures and the like, to represent the message that will be delivered to the receiver(s).

A

Encoding

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29
Q

___: translating the message from its sign format into meaning. It means converting a message into thoughts by translating the received stimuli into an interpreted meaning in order to understand the message communicated.

A

Decoding

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30
Q

___: interference in the system that blocks perfect understanding. It could be anything that interferes with accurate communication: ringing telephones, thoughts about other things, or simple fatigue or stress

A

Noise

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31
Q

___ is the process of receiving and interpreting information

A

Perception

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32
Q

___ is the process of withholding, ignoring, or distorting information

A

Filtering

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33
Q

___ ___ ___ – some types of media work better for certain tasks than others

A

Media richness theory

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34
Q

___ is special words or expressions that are used by a particular profession or group and are difficult for others to understand

A

jargon

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35
Q

___: Movements of the body and face

A

Kinesics

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36
Q

___: Pitch, rate, tone, volume, and speaking pattern of one’s voice

A

Paralanguage

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37
Q

Use ___ to improve ___

A

reflection, listening,

38
Q

___ is a process by which a person states what he or she believes the other person is saying

A

Reflection

39
Q

___ ___: Information that flows from higher to lower levels in the organization’s hierarchy

A

Downward communication

40
Q

___ ___: Information that flows from lower to higher levels in the organization’s hierarchy

A

Upward communication

41
Q

___ ___: Information shared among people on the same hierarchical level

A

Horizontal communication

42
Q

what is management by walking around? ___ ___

A

Upward Communication

43
Q

what is the grapevine? ___ ___
-The social network of informal communications
-Provides people with information
-Helps them solve problems
-Teaches them how to do their work successfully

A

informal communication

44
Q

An organization in which there are no barriers to information flow is called ___ ___

A

Boundaryless Organization

45
Q

___ ___ : The use of rules, regulations, and authority to guide performance
-Great with remote work

A

Bureaucratic control

46
Q

___ ___ : Control based on the use of pricing mechanisms and economic information to regulate activities within organizations
-Looking outside an seeing what’s going on

A

Market control

47
Q

___ ___ : Control based on the norms, values, shared goals, and trust among group members
-Doesn’t assume interest of org and individuals will divulge

A

Clan control

48
Q

The Control Process Four Major Steps:

A
  1. Set performance standards
  2. Measure performance
  3. Compare & determine
  4. Take action
49
Q

___ ___ a standard is the level of expected performance for a goal

A

Performance Standard

50
Q

___ ___ ___: A managerial principle stating that control is enhanced by concentrating on the exceptions to or significant deviations from the expected result or standard

A

Principle of exception

51
Q

___ ___ is a mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur

A

feedforward control

52
Q

a process that managers can use to evaluate how effectively their teams meet the stated goals at the end of a production process is called ___ ___

A

feedback control

53
Q

The process of monitoring and adjusting ongoing activities and processes is called ___ ___

A

concurrent control

54
Q

___ ___ : An evaluation of the effectiveness and efficiency of various systems within an organization

A

Management Audits

55
Q

___ audit
1. Investigates other organizations for possible merger or acquisition.
2. Determines the soundness of a company that will be used as a major supplier.
3. Discovers the strengths and weaknesses of a competitor to maintain or better exploit competitive advantage

A

External

56
Q

___ audit
1. Assesses what the company has done for itself
2. What it has done for its customers or other recipients of its goods or services

A

Internal

57
Q

___ ___ : The process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences

A

Budgetary Control

58
Q

Rigid bureaucratic behavior and tactical behavior are considered to be ___ ___ ___ ___

A

downsides to bureaucratic control

59
Q
  1. Increases accuracy of performance data and makes employees more accountable (uncovers mistakes and threatens people’s job security)
  2. Control systems can change expertise and power structures
  3. Control systems can change an organization’s social structure
  4. Control systems may be seen as an invasion of privacy, lead to lawsuits, and cause low morale
A

reasons that people have resistance to control

60
Q

___ ___ - Control system combining four sets of performance measures:
1. Financial
2. Customer
3. Business process
4. Learning and growth

A

Balanced Scorecard

61
Q

Market controls involve the use of economic forces—and the pricing mechanisms that accompany them—to regulate performance TF

A

T

62
Q

market control can be enacted through prices TF

A

T

63
Q

Bureaucratic control and market mechanisms don’t always work because: 3

A
  1. Employee’s jobs have changed
  2. The nature of management has changed
  3. The employment relationship has changed
64
Q

___ the methods, processes, systems, and skills used to transform resources into products
OR
The commercialization of science: the systematic application of scientific knowledge to a new product, process, or service

A

technology

65
Q

___ is a change in method or technology– a positive, useful departure from previous ways of doing things

A

innovation

66
Q

___ ___ is implementing a new or improved production or delivery method

A

process innovation

67
Q

___ ___ refers to the creation and introduction of a good or service that is new to the market or an improved version of a previous product

A

product/service innovation

68
Q

___ ___ converge together to create new technologies

A

critical forces

69
Q

how is benchmarking and environmental scanning ___ methods of deciding to ___ ___ ___

A

external, adopt new technology

70
Q

how is ___ and ___ ___ external methods of deciding to adopt new technology

A

benchmarking, environmental scanning

71
Q

A process by which a product, service, or business model takes root initially in simple applications at the bottom of a market and then moves “up market,” eventually displacing established competitors is called ___ ___

A

disruptive innovation

72
Q

what’s the difference between prospectors, defenders, and analyzers

A

The analyzer is in between the defender and prospector. They take less risk and make less mistakes than a prospector, but are less committed to stability than defenders. Most firms are analyzers. They are seldom a first mover in an industry, but are often second or third place entrants

73
Q

The question an organization asks itself about whether to acquire new technology from an outside source or develop it itself is called ___ ___ ___ ___

A

make-or-buy decision with technology

74
Q

A person who promotes the idea throughout the organization, searching for support and acceptance is called ___ ___

A

product champions

75
Q

An executive who has the status, authority, and financial resources to support the project and protect the product champion is called ___ ___

A

executive champions

76
Q

bureaucracy can squelch innovation TF

A

T

77
Q

how does job design and HR make innovation possible? 4 things

A

-Challenging work (it creates flow)
-Supervisory and work group encouragement
-Freedom
-Lack of organizational impediments

78
Q

individual creativity is a natural gift TF

A

F

79
Q

Individual creativity can be developed and improved, but it’s not something you’re born with TF

A

T

80
Q

___ ___is a systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organization effectiveness

A

organizational development

81
Q

what reasons do people resist change for timing and surprise

A

timing- the employee might have something else going on at the moment and it’s too much or overwhelming.
surprise- fear of the unknown is common

82
Q

three stage model of change

A

unfreezing, moving, refreezing

83
Q

breaking away from the old way of doing things is called ___

A

unfreezing

84
Q

instituting the change is called ___

A

moving

85
Q

reinforcing and supporting the new ways

A

refreezing

86
Q

what does it mean when you use covert tactics to overcome resistance to change?

A

deliberate resistance to change, but done in a manner that allows the perpetrators to appear as if they are not resisting

87
Q

2 concepts for managers to lead change

A

-creating a guiding coalition
-generating short-term wins

88
Q

___ ___is change initiated in an organization because it is made necessary by outside forces

A

reactive change

89
Q

___ ___ is change that is initiated by an organization because it is desirable to do so.

A

proactive change

90
Q

Business as usual concentrates only on serving ___ ___.

A

articulated needs

91
Q

Leaders who recreate the game are constantly trying to create new opportunities to satisfy ___ ___.

A

unarticulated needs

Hannah Brotherton (18 decks)

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