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Organizational Behavior > Quiz 2 Review > Flashcards

Quiz 2 Review Flashcards

1
Q

Formal Groups

A

Work groups defined by the organization’s structure that have designated work assignments and tasks

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2
Q

Informal Groups

A

groups that are independently formed to meet the social needs of their members

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3
Q

Synergy

A

Performance gains that result when individuals and departments coordinate their actions

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4
Q

Functional Teams

A

members come from the same department or functional area

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5
Q

Cross-Functional Teams

A

employees from about the same hierarchical level, but from different work areas, who come together to accomplish tasks

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6
Q

Problem-Solving Teams

A

a team from the same department or functional area that is involved in efforts to improve work activities or to solve specific problems

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7
Q

Self-Directed Teams

A

teams that determine their own objectives and methods by which to achieve them

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8
Q

Venture Teams

A

teams that operate semi-autonomously to create and develop new products, processes, or businesses

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9
Q

Virtual Teams

A

teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

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10
Q

Global Teams

A

teams with members from different countries

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11
Q

Composition

A

the degree of similarity or difference among group members on factors important to the group’s work

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12
Q

homogeneous teams

A

are more productive when the task is simple, sequential, requires cooperations, or requires quick actions

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13
Q

heterogeneous teams

A

are more productive when the task is complex, requires collective effort, demands creativity, and emphasizes thoroughness over speed`

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14
Q

larger teams

A

associated with lower satisfaction, participation decreases, and social interaction decreases

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15
Q

smaller teams

A

interact better, more motivated

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16
Q

Group Tasks

A

more people, more ideas

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17
Q

complexity

A

the ability of the group leader to deal with communication, conflict, and task activities

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18
Q

Odd numbers of members is…

A

best for more cohessiveness

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19
Q

informal leaders

A

engage in leadership activities without formal recognition, can be a tremendous asset or a major disruption

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20
Q

group norms

A

the standards against which the appropriateness of the behaviors of members are judged

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21
Q

Factors that increase cohesiveness

A

-homogenous composition
-mature development
-relatively small size
-frequent interactions
-clear goals
-success
-external threat
-large size
-physically dispersed

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22
Q

Equal talk time

A

best indicator of group performance

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23
Q

benefits of moving to teams

A

enhanced performance, employee benefits, reduced costs

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24
Q

Costs of moving to teams

A

-managerial role confusion/frustration
-managerial sense of loss of usefulness
-employee resistance to role changes
-cumbersome and lengthy team development process
-losses due to premature abandonment of the process

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25
Q

Life Cycle of Teams

A

it often takes 1+ years before performance returns to pre-team levels

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26
Q

Functional Conflict

A

Constructive, encourages differences of opinion, task focused

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27
Q

Dysfunctional Conflict

A

Destructive, agressive (person attacks), counterproductive, person focused

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28
Q

Hive Handicap Effect

A

women on all-women teams tend to be viewed unfavorably

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29
Q

social loafing

A

the tendency to put forth less effort in a group than individually

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30
Q

How to reduce social loafing

A
  • Reduce team size
  • Make individual contributions visible
  • Make assignments more interesting
  • Reward performance
31
Q

Programmed Decision Making

A

routine, virtually automatic decision making that follows established rules or guidelines

32
Q

non-programmed decision making

A

non-routine, occurs in response to unusual, unpredictable opportunities and threats

33
Q

Classical Model

A

generate all alternatives and choose the best one (all information is known and mental capacity is infinite)

34
Q

administrative model

A

bounded rationality, incomplete information, satisficing, subotimizing

35
Q

bounded rationality

A

focus on a subset of information because cognitive limitations constrain our ability to interpret, process, and make decisions

36
Q

incomplete information

A

uncertainty and risk, ambiguous information, time constraints and information costs

37
Q

uncertainty vs. risk

A

risk is known, uncertainty is unknown

38
Q

satisficing

A

stop examining alternatives once a solution with minimal qualifications is found

39
Q

suboptimizing

A

accepting less than the best to avoid unintended negative outcomes on other parts of the organization

40
Q

Fundamental Attribution Error

A
  • If I do something bad, it’s not my fault (external cause)
  • If they do something bad, it’s because they are a bad person (internal cause)
41
Q

Confirmation Bias

A

tendency to force perceptions to fit our beliefs

42
Q

Decoy Bias

A

When we are choosing between two alternatives, the addition of a third, less attractive option (the decoy) can influence our perception of the original two choices

43
Q

groupthink

A

A pattern of faulty and biased decision making that occurs in groups whose members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision.

44
Q

nominal group technique

A

Group members write down ideas, read their suggestions to the whole group, and discuss and then individually rank the alternatives. Ideal for controversial decisions.

45
Q

Delphi Technique

A

Group members do not meet face-to-face but respond in writing to questions posed by the group leader. Consensus used to identify the best solution. Ideal for geographically diverse teams, such as expert market forecasters.

46
Q

1-3-6ing

A

Brainstorm as an individual, compare answers in a larger group, and then a larger group (used for team project)

47
Q

Devil’s Advocacy

A

Analyzing the strengths and weaknesses of a preferred alternative before it’s implemented

48
Q

Typical Boss Traits

A

agentic (controlling), dominant, influential, competitive, presence, self-protecting

49
Q

Best boss traits

A

Warm, humble, full of integrity, conscientious, thoughtful, unselfish

50
Q

leadership

A

the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal (not always in a position of power)

51
Q

historical traits

A

height, race, gender, disability

52
Q

current traits

A

personality, intelligence, integrity, emotional intelligence, motivation, self-confidence, knowledge of the business, charisma

53
Q

Behavioral theories

A
  • Assumes people can be trained to lead
  • Provides the basis for leader training programs
  • Based on research on behaviors of specific leaders
54
Q

Job-Centered Behavior

A

Emphasizes the technical or task aspects of the job, focusing on accomplishing the group’s tasks

55
Q

Employee-Centered Behavior

A

Emphasizes interpersonal relationships by taking a personal interest in the needs of employees

56
Q

Fiedler’s LPC Contingency Model

A

Leadership effectiveness depends on the characteristics of the leader and the situation (leaders cannot change their orientations and should try to find situations that suit them)

57
Q

Relationship-Oriented leaders

A

leaders concerned with developing good relations with their subordinates and to be liked by them (most effective in moderate situations)

58
Q

Task-Oriented Leaders

A

leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment (most effective in favorable and unfavorable situations)

59
Q

Path-Goal Theory

A

A theory of leadership suggesting that effective leaders clarify the paths (behaviors) that will lead to the desired reward (goal); based on expectancy theory

60
Q

Task-Oriented Paths

A

directive and achievement-oriented leadership (boost expectancy)

61
Q

directive leadership

A

tell followers which behaviors lead to performance

62
Q

achievement-oriented leadership

A

set challenging performance goals and get out of the way

63
Q

relationship-oriented paths

A

supportive and participative leadership (boosts expectancy and valence)

64
Q

supportive leadership

A

care about followers, reduce discouragement

65
Q

participative leadership

A

asks followers what outcomes they prefer

66
Q

charismatic leadership

A

Leadership is based on leader’s personal charisma
Charisma is a personal characteristic of the leader which inspires support and acceptance

67
Q

transformational leadership

A

the set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

68
Q

transactional leadership

A

motivate their followers in the direction of established goals by clarifying role and task requirements

69
Q

leadership substitutes

A

individual, task, and organizational characteristics that tend to outweigh the need for a leader to initiate or direct employee performance

70
Q

leadership neutralizer

A

something that prevents a leader from having any influence and negates a leader’s efforts

71
Q

strategic leadership

A

leading to achieve a superior alignment between the organization and its environment

72
Q

ethical leadership

A

Leading based on consistent principles of ethical conduct

73
Q

virtual leadership

A

leadership via distance technologies

Organizational Behavior (3 decks)

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