Organisational & Social 4 Flashcards
impression management
actively shaping through self presentation and other means the perceptins and attitudes that others have of us
organisational politics
behaviours that others perceive as self serving tactics at the expense of other people and possibly the organisaation
Machiavellian values
the beliefs that deceit is a natural and acceptable way to influence others and that getting more than one deserves is acceptable
deindividuation
the psychological state in which grou or social identity completely dominates personal or individual identity so that group norms become maximally accessible
descriptive social norms
agreed upon mntal representations of what a group of people think, feel or do
injunctive social norms
agreed upon mental representations of what a group of people should think feel or do
conformity
the convergence of indivduals thoughts feelings or behaviour toward a scial norm
private conformity
private acceptance of social norms
public conformity
overt behaviour consistent with social norms that are not privately accepted
false consensus effect
the tendency to overestimate others agreement with one’s own opinions characteristics and behaviours
informational influence
the process by which group norms are privately accepted to achieve or maintain mastery or reality
normative influence
the process by which group norms are privately accepted to achieve or maintain connectedness and a valued social identity
reference group
those people accepted as an appropriate source of information for a judgment because they share the attributes relevant for making that judgment
group polarization
the process by which a group’s initial avrage position becomes more extreme following group interaction
pluralistic ignorance
occurs when everyone publicly conforms to an apparent norm that no one in fact privately accepts
groupthink
group decision making that is impaired by the drive to reach consensus regardless of how the consensus is formed
deindividuation
the psychological state in which group or social identity completely dominates personal or indiviudal identity so that group norms become maximally accessible
norm of reciprocity
the shared view that people are obligted to return to others the goods, services and concessions they offer to us
door in the face technique
technique in which thei nfluener makes an intitial request so large that it will be rejected, follows with smaller reqquest
norm of social commitment
the shared view that people are required to honor their agreements and obligations
low-ball technique
a technique in which the influencer secures agreement with a request but then increases the cost of honnoring the commitment
norm of obedience to authority
the shared view that people should obey those with legitimate authority
reactance
the motive to protect or restore a threatened sense of behavioural freedom
interdependence
each group members thoughts, emotions and behaviours influence the others
social facilitation
an increase in the likelihood of highly accessible responses, and a decrease in the likelihood of less accessible responses, due to the presence of others
task interdependence
reliance on other members of a group for mastery of material outcomes that arise from the group’s task
social interdependence
reliance on other members of the group for feelings of connectedness, social and emotional rewards, and a positive social identity
group socialization
the cognitive affective and behavioural changes that occur as individuals join and leave groups
ostrcism
being ignored and excluded from a group
social loafing
the tendency to exert less effort on a task when an indivuiduals efforts are an unidentifiable part of a group than when the same task is performed alone
social compensation
one group member working especially hard to compensate for another’s low level of effort or performance
leadership
a process in which one or more group members are permitted to influence and motivate others to help attain group goals
contingency theories of leadership
theories holding that leader behaviours can differ and that different behaviours are most effective in specific leadership situations
transformational leadership
leaders who inspire extreme devotion and emotional identification on the part of their followers, allowing tem to have profound effects on their followers
power
the ability to provide or withholld rewards or punishments from others
teams
groups of two or more people who interact with and influence each other, are mutuallly accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entitywithin an organisation
process losses
resources (including time and energy) expended toward team development and maintenance rather than the task
Brook’s law
the principle that adding more people to a late software project only makes it later
social loafing
the problem that occurs when people exert less effort when working in teams than when working alone
task interdependence
the extent to which team members must share materials, information, or expertise in order to perform their jobs
team building
a process that consists of formal activities intended to improve the development and functioning of a work team
norms
the informal rules and shared expectations that groups establish to regulate the behaviour of their members
team cohesion
the degree of attraction people feel toward the team and their motivation to remain members
self-directed teams
cross functional work groups that are organized around work processes, comlete an entire pierce of work requiring several interdependent tasks, and have substatnial autonomy over the execution of those tasks
virtual teams
teams whose members operate across space, time and organizational boundaries and are linked through information technologies to achieve organizational tasks
production blocking
a time constraint in team decision making due to the procedural requirement that only one person may speak at a time
evaluation apprehension
a decision making problem that occurs when indivuals are reluctant to mention ideas that seem silly because they believe (often correctly) that other team members are silently evaluating them
team efficacy
the collective belief among team members in the teams capability to successfully complete a task
brainstorming
team members arent alowed to critize but are encouraged to speak freely, generate as many ideas as possible
brainwriting
variation of brainstorming whereby participants write (rather than speak about) and share their ideas
electronic brainstorming
form of brainwriting that relies on networked computers for submitting and sharing creative ideas
nominal group technique
variation of brainwriting consisting of three stages in which participants 1. silently and independenlty document their ideas, 2 collectively describe these ideas to the other team members without critique 3 silently and independently evaluate the ideas presented
emotional contagion
the nonconscious process of catching or sharing another persons emotions by mimicking that persons facial expressions and other nonverbal behaviour
synchronicity
the extent to which the channel requires or alows both sender and receiver to be actively involved in the conversation at the same time (synchronous) or a t different times (asynchronous)
social presence
the extent to which a communication channel creates sychoogical closeness to onthers, awareness of their humanness, and appreciatin o the interpersonal relationship
media richness
a medium’s data-carrying capacity, that is the volume and variety of information that can be transmitted during a specific time
persuasion
the use of facts, logical arguments, and emotional appeals to change another persons beliefs and attitudes, usually for the purpose of changing the persons behaviour
information overload
a condition in which the volme of information received exceeds the persons capacity to process it
management by walking around
a communication practice in which executives get out of their offices and learn from others in the organisation through face to face dialogue
grapevine
an unstructured and informal communication network founded on scoial relationship rather than organizational charts or job descriptions
power
capacity of a person team or organization to influence others
countervailling power
the capacity of a person, team or organization to keep a more powerful person or group in the exchange relationship
legitimate power
an agreement among organizatioinal members that people in certain roles can request certain behaviors of others
norm of reciprocity
a felt obligation and social expectation of helping or otherwise giving something of value to someone who has already helped or given something of value to you
referent power
the capacity to influence others on the basis of an identification with and respect for the power holder
charisma
a personal characteristic or special gift that serves as a form of interpersonal attraction and referent power over others
centrality
a contingency of power pertaining to the degree and nature of interdependence between the power holder and others
social networks
social structures
social capital
the knowledge and other resources available to people or social units (teams, organizations) from a durable network that connects them to others
