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Mgmt 340 > Midterm 2 > Flashcards

Midterm 2 Flashcards

1
Q

Group

A

two or more individuals interacting and interdependent, who have come together to achieve particular objective

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2
Q

Formal group: command

A

a group composed of the individuals who report directly to a manager

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3
Q

Formal group: task

A

working together to complete a job or task in an organization but not limited to heirarchical boundaries, organization puts you together

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4
Q

INformal: interest

A

members work together to attain a specific objective with each is concerned, people decide their group

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5
Q

Informal: friendship

A

those brought together because they share one or more common characteristics

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6
Q

Why people join a group:

A

security, status, self-esteem, affiliation, power, goal achievement

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7
Q

Five Stages of Group Development: FSGD

A

forming, storming, norming, performing, adjourning

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8
Q

FSGD: Forming

A

members feel much uncertainty

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9
Q

FSGD: Storming

A

lots of conflicts between members of the group, but important to resolve at this stage

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10
Q

FSGD: Norming

A

members have developed close relationships and cohesiveness, do not allow the team to get stuck in the norms

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11
Q

FSGD: Performing

A

the group is finally fully functional

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12
Q

FSGD: Adjourning

A

could be closure, feel satisfied with your outcome
OR
unable to remain with the team

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13
Q

Five Stage Critiques

A

process is not always linear

several stages may occur simultaneously

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14
Q

Roles

A

a set of expected behavior patterns attributed to someone occupying a given position in a social unit

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15
Q

Role Identity

A

Certain attitudes and behaviors consistent with a role

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16
Q

Role Perception

A

an individual’s view of how he or she is supposed to act in a given situation- received by external stimuli

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17
Q

Role Expectations

A

how others believe a person should act in a given situation

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18
Q

Role Conflict

A

a situation in which an individual is confronted by divergent role expectations

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19
Q

Psychological Contract

A

an unwritten agreement that sets out mutual expectations of management and employees

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20
Q

Norms

A

acceptable standard of behaviors within a group that are shared by the groups members

influences behavior with little external control

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21
Q

Classes of norms

A

performance- level of acceptable work

appearance- what to wear

social arrangement-friendship and who you socialize with

allocation of resource norms- distribution and assignments of jobs and materials

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22
Q

Hawthorne Norms

A

group influences were significant in affecting individual behavior

group standards were highly effective in establishing individual worker output

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23
Q

Conformity

A

gaining acceptance by adjusting one’s behaviors to align with the norms of the group

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24
Q

Reference Groups

A

important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform

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25
Asch Studies
demonstrates the power of conformance
26
Deviant Workplace Behavior
voluntary behavior that violates significant organizational norms and in doing so threaten the well-being of the organization
27
Status
a socially defined position or rank given to groups or group members by others-it differentiates group members
28
Status Characteristics Theory
status derived from: power a person has over others ability to contribute to group goals personal characteristics
29
On norms and conformity
high status members are less restrained by norms and pressure to conform
30
On group interaction
high status members are more assertive
31
on equity
if status is perceived to be inequitable it will result in various forms of corrective behavior
32
social loafing
the tendency for individuals to expend less effort when working collectively than when working individually
33
Cohesiveness
degree to which group members are attracted to each other and are motivated to stay in the group
34
groupthink
situations where group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views best way to eliminate it is devils advocate
35
Group shift
when discussing a given set of alternatives and arriving at a solution group members tend to exaggerate the initial positions that they hold. Either move to more conservative or more risky decisions
36
Brainstorming
an idea generating process designed to overcome pressure for conformity
37
Communication
the transference and understanding of meaning
38
Oral communication
speed and feedback distortion of message
39
Written Communication
tangible and verifiable time consuming and lacks feedback
40
Nonverbal communication
supports other communication and provides observable expression of feelings and emotion misinterpretation of body language
41
Communication Functions
control member behavior forester motivation for what is to be done provide a release for emotional expression provide info needed to make decisions
42
The Grapevine
informal, not controlled by management, form of gossip results from: desire for info about important situations ambiguous situations conditions that cause anxiety
43
Reducing rumors
announcing timetables for making important decisions, explain tricky decisions, emphasize downside and upside of situations
44
Blogs
websites about a single person or entity that are typically updated daily Cons: could be against company policy, no first amendment rights protections
45
videoconferencing
use live audio and video internet steaming o create virtual meetings
46
"rich" channel
handle multiple cues simultaneously, facilitate rapid feedback, be very personal Ex: videoconference, face to face communication
47
Filtering
Barrier, sender purposely manipulates information so the receiver will see it more favorable
48
Selective Perception
Barrier: receivers hear information based on their needs and wants
49
Language
Barrier: Words have different meaning for different people | Age and context
50
communication apprehension
barrier: undue tension and anxiety about oral communication, written communication or both Social anxiety, 5 to 20 percent
51
Gender differences
barrier: men tend to talk to emphasize status while women talk to make connections
52
Conflict
a process that begins when one party perceives that another party has negatively affected something that the first party cares about
53
Traditional view of conflict
the belief that all conflict is harmful and must be avoided due to poor communication, lack of openness , and failure to meet employees needs
54
Human relations view of conflict
the belief that conflict is natural and inevitable outcome in any group
55
Interactionist view of conflict
belief that conflict is not only a positive force in a group but that is absolutely necessary for a group to perform affectively
56
functional conflict
conflict that supports the goals of the group and improves its performance
57
dysfunctional conflict
conflict that hinders group performance
58
task conflict
conflicts over content and goals of the work
59
relationship conflict
conflict based on interpersonal relationships
60
process conflict
conflict over how work gets done
61
Stage 1 of conflict: Potential Opposition
appearance of conditions that create opportunity for it to arise: communication, structure (size of group, degree of specialization) , and personal variables
62
Stage 2 of conflict: Cognition and Personalization
Here the conflict is defined, and emotions play a major role in the perception of the conflict
63
perceived conflict
awareness by one or more parties of the existence of conditions that crate opportunities for conflict to arise
64
felt conflict
emotional involvement in a conflict creating anxiety, tenseness frustration or hostility
65
Stage 3 of conflict: Intentions
decisions to act in a given way. 5 key intentions
66
Competing
a desire to satisfy one's interests, regardless of the impact on other party to the conflict
67
Collaborating
a situation in which the parties to a conflict each desire to ratify the fully the concerns of all parties
68
Avoiding
a desire to withdraw or suppress a conflict
69
accommodating
the willingness of one party in a conflict to place the opponent's interest above his or her own
70
compromising
a situation in which each party to a conflict is willing to give up something
71
Stage 4: Behavior
statements, actions and reactions made by conflicting parties, usually an overt attempt to implement their own intentions
72
conflict management
the use of resolution and stimulation techniques to achieve the desired level of conflict
73
Stage 5: outcomes
functional: increased group performance, improved quality of decisions, creativity and innovation, problem-solving dysfunctional: discontent, reduce group effectiveness and cohesiveness
74
Negotiation
a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
75
Distributive bargaining
negotiation that seeks to divide up a fixed amount of resources, a win lose situation
76
Integrative bargaining
negotiation that seeks one or more settlements that can create a win win solution
77
Mood and personality affect on negotiation
positive moods have a positive affect, only extraversion affects negotiation
78
mediator
a neutral third party who facilitates a negotiated solution by using reasoning, persuasion and suggestions for alternatives
79
arbitrator
a third party to a negotiation who has the authority to dictate an agreement outcome
80
Motivation
result of interaction between individuals and the situation
81
Key elements of motivation
intensity (how hard they try), direction (effort that is channeled coherent with company goals), persistence (how long they maintain effort)
82
Alderfer's ERG theory
existence ( physiological and safety) relatedness (social and status) growth (esteem and actualization) can be motivated by all three at once
83
McGregor's Theory X and Y
Theory X: workers have little ambition, dislike work, avoid responsibility Theory Y: workers are self directed, enjoy work, accept responsibility
84
Herzberg's Two-Factor Theory (hygiene theory)
Extrinsic factors are related to dissatisfaction like company policies, salary, and work conditions satisfaction is related to instrinstic factors like growth, responsibility, achievement Separate constructs not opposites
85
McClellan's Three Needs Theory
need for achievement: need to excel and strive to succeed Need for power: make others behave in a way they would have not behaved otherwise Need for affiliation: desire for friendly and interpersonal relationships
86
Cognitive evaluation theory
providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation
87
self-concordance
the degree to which peoples reasons for pursuing goals are consistent with their interests and core values
88
lockers goal setting theory
specific, difficult goals with self generated feedback lead to higher job performance
89
management by objectives
``` way to utilize goal setting, goals are tangible, verifiable, and measurable. the ingredients are: goal specificity participative decision making explicit time period performance feedback ```
90
Banduras self-efficacy theory
an individuals belief that he or she is capable of performing a task
91
self efficacy: Inactive mastery
practice makes perfect
92
self-efficacy: vicarious model
increases confidence by watching others perform the task
93
self-efficacy: verbal persuasion
motivation through verbal conviction
94
self efficacy: arousal
getting psyched up emotionally
95
reinforcement theory
similar to goal setting theory but focus on a behavioral approach rather than a cognitive one. behavior is environmentally caused
96
Adam's equity theory
a theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities
97
Justice and Equity Theory
Distributive justice: fairness of outcome Procedural justice: fairness of outcome process Interactional Justice: being treated with dignity and respect
98
expectancy theory of motivation
a theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

Mgmt 340 (2 decks)

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