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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
Q

Asch Studies

A

demonstrates the power of conformance

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26
Q

Deviant Workplace Behavior

A

voluntary behavior that violates significant organizational norms and in doing so threaten the well-being of the organization

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27
Q

Status

A

a socially defined position or rank given to groups or group members by others-it differentiates group members

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28
Q

Status Characteristics Theory

A

status derived from:
power a person has over others
ability to contribute to group goals
personal characteristics

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29
Q

On norms and conformity

A

high status members are less restrained by norms and pressure to conform

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30
Q

On group interaction

A

high status members are more assertive

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31
Q

on equity

A

if status is perceived to be inequitable it will result in various forms of corrective behavior

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32
Q

social loafing

A

the tendency for individuals to expend less effort when working collectively than when working individually

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33
Q

Cohesiveness

A

degree to which group members are attracted to each other and are motivated to stay in the group

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34
Q

groupthink

A

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

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35
Q

Group shift

A

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

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36
Q

Brainstorming

A

an idea generating process designed to overcome pressure for conformity

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37
Q

Communication

A

the transference and understanding of meaning

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38
Q

Oral communication

A

speed and feedback

distortion of message

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39
Q

Written Communication

A

tangible and verifiable

time consuming and lacks feedback

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40
Q

Nonverbal communication

A

supports other communication and provides observable expression of feelings and emotion

misinterpretation of body language

41
Q

Communication Functions

A

control member behavior

forester motivation for what is to be done

provide a release for emotional expression

provide info needed to make decisions

42
Q

The Grapevine

A

informal, not controlled by management, form of gossip

results from:
desire for info about important situations

ambiguous situations

conditions that cause anxiety

43
Q

Reducing rumors

A

announcing timetables for making important decisions, explain tricky decisions, emphasize downside and upside of situations

44
Q

Blogs

A

websites about a single person or entity that are typically updated daily
Cons: could be against company policy, no first amendment rights protections

45
Q

videoconferencing

A

use live audio and video internet steaming o create virtual meetings

46
Q

“rich” channel

A

handle multiple cues simultaneously,
facilitate rapid feedback, be very personal
Ex: videoconference, face to face communication

47
Q

Filtering

A

Barrier, sender purposely manipulates information so the receiver will see it more favorable

48
Q

Selective Perception

A

Barrier: receivers hear information based on their needs and wants

49
Q

Language

A

Barrier: Words have different meaning for different people

Age and context

50
Q

communication apprehension

A

barrier: undue tension and anxiety about oral communication, written communication or both

Social anxiety, 5 to 20 percent

51
Q

Gender differences

A

barrier: men tend to talk to emphasize status while women talk to make connections

52
Q

Conflict

A

a process that begins when one party perceives that another party has negatively affected something that the first party cares about

53
Q

Traditional view of conflict

A

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
Q

Human relations view of conflict

A

the belief that conflict is natural and inevitable outcome in any group

55
Q

Interactionist view of conflict

A

belief that conflict is not only a positive force in a group but that is absolutely necessary for a group to perform affectively

56
Q

functional conflict

A

conflict that supports the goals of the group and improves its performance

57
Q

dysfunctional conflict

A

conflict that hinders group performance

58
Q

task conflict

A

conflicts over content and goals of the work

59
Q

relationship conflict

A

conflict based on interpersonal relationships

60
Q

process conflict

A

conflict over how work gets done

61
Q

Stage 1 of conflict: Potential Opposition

A

appearance of conditions that create opportunity for it to arise:
communication, structure (size of group, degree of specialization) , and personal variables

62
Q

Stage 2 of conflict: Cognition and Personalization

A

Here the conflict is defined, and emotions play a major role in the perception of the conflict

63
Q

perceived conflict

A

awareness by one or more parties of the existence of conditions that crate opportunities for conflict to arise

64
Q

felt conflict

A

emotional involvement in a conflict creating anxiety, tenseness frustration or hostility

65
Q

Stage 3 of conflict: Intentions

A

decisions to act in a given way. 5 key intentions

66
Q

Competing

A

a desire to satisfy one’s interests, regardless of the impact on other party to the conflict

67
Q

Collaborating

A

a situation in which the parties to a conflict each desire to ratify the fully the concerns of all parties

68
Q

Avoiding

A

a desire to withdraw or suppress a conflict

69
Q

accommodating

A

the willingness of one party in a conflict to place the opponent’s interest above his or her own

70
Q

compromising

A

a situation in which each party to a conflict is willing to give up something

71
Q

Stage 4: Behavior

A

statements, actions and reactions made by conflicting parties, usually an overt attempt to implement their own intentions

72
Q

conflict management

A

the use of resolution and stimulation techniques to achieve the desired level of conflict

73
Q

Stage 5: outcomes

A

functional: increased group performance, improved quality of decisions, creativity and innovation, problem-solving
dysfunctional: discontent, reduce group effectiveness and cohesiveness

74
Q

Negotiation

A

a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them

75
Q

Distributive bargaining

A

negotiation that seeks to divide up a fixed amount of resources, a win lose situation

76
Q

Integrative bargaining

A

negotiation that seeks one or more settlements that can create a win win solution

77
Q

Mood and personality affect on negotiation

A

positive moods have a positive affect, only extraversion affects negotiation

78
Q

mediator

A

a neutral third party who facilitates a negotiated solution by using reasoning, persuasion and suggestions for alternatives

79
Q

arbitrator

A

a third party to a negotiation who has the authority to dictate an agreement outcome

80
Q

Motivation

A

result of interaction between individuals and the situation

81
Q

Key elements of motivation

A

intensity (how hard they try), direction (effort that is channeled coherent with company goals), persistence (how long they maintain effort)

82
Q

Alderfer’s ERG theory

A

existence ( physiological and safety)
relatedness (social and status)
growth (esteem and actualization)
can be motivated by all three at once

83
Q

McGregor’s Theory X and Y

A

Theory X: workers have little ambition, dislike work, avoid responsibility
Theory Y: workers are self directed, enjoy work, accept responsibility

84
Q

Herzberg’s Two-Factor Theory (hygiene theory)

A

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
Q

McClellan’s Three Needs Theory

A

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
Q

Cognitive evaluation theory

A

providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation

87
Q

self-concordance

A

the degree to which peoples reasons for pursuing goals are consistent with their interests and core values

88
Q

lockers goal setting theory

A

specific, difficult goals with self generated feedback lead to higher job performance

89
Q

management by objectives

A 
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
Q

Banduras self-efficacy theory

A

an individuals belief that he or she is capable of performing a task

91
Q

self efficacy: Inactive mastery

A

practice makes perfect

92
Q

self-efficacy: vicarious model

A

increases confidence by watching others perform the task

93
Q

self-efficacy: verbal persuasion

A

motivation through verbal conviction

94
Q

self efficacy: arousal

A

getting psyched up emotionally

95
Q

reinforcement theory

A

similar to goal setting theory but focus on a behavioral approach rather than a cognitive one.
behavior is environmentally caused

96
Q

Adam’s equity theory

A

a theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities

97
Q

Justice and Equity Theory

A

Distributive justice: fairness of outcome
Procedural justice: fairness of outcome process
Interactional Justice: being treated with dignity and respect

98
Q

expectancy theory of motivation

A

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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