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BLEPP 2017 Industrial Psychology > Theories In Group Dynamics > Flashcards

Theories In Group Dynamics Flashcards

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1
Q

A field of inquiry dedicated to the advancing knowledge about the NATURE OF GROUPS, the laws of their DEVELOPMENT, and their interrelations with individuals, other groups and larger institutions

A

Group Dynamics

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2
Q

A SOCIAL PSYCHOLOGIST who coined the term GROUP DYNAMICS to describe the way groups and individuals act and react to changing circumstances

A

Kurt Lewin

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3
Q

Referred to as IN GROUPS or WITHIN GROUPS or commonly just group dynamics are the underlying processes that give rise to a set of norms, roles, relations, and common goals that characterize a particular social group

A

Intergroup Dynamics

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4
Q

The Psychological BOND between individuals

A

Group Formation

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5
Q

Individuals percieve that they share some SOCIAL CATEGORY

A

Social Identity Approach

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6
Q

Arise from a relatively SPONTANEOUS PROCESS of group formation

A

Emergent groups

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7
Q

Suggests that individuals have a desire to be SIMILAR to others, but also desire to DIFFERENTIATE themselves,ultimately seeking some balance of these two desires to obtain OPTIMAL DISTINCTIVENESS

A

Optimal Distinctiveness Theory

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8
Q

This is based on how individuals in the group SEE their OTHER members

A

Black Sheep Effect

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9
Q

Individuals work harder and faster when OTHERS are PRESENT

A

Group Influence or Individual behavior

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10
Q

It is the internal FRAMEWORK that defines members’ RELATIONS to one another overtime

A

Group Structure

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11
Q

It is the person who PROVIDES useful and valid INFORMATION

A

Knowledge Contributor

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12
Q

The person occupying this role FORCES members to look at how the group FUNCTIONS

A

Process Observer

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13
Q

Is the person who CONFRONT and CHALLENGES bad ideas

A

Challenger

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14
Q

The person who LISTENS to whatever ideas and proposals presented by any member of the group

A

Listener

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15
Q

Someone who AVOIDS DISPUTES between the group members

A

Mediator

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16
Q

The extent to which members are SIMILAR

A

Group Homogeneity

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17
Q

The extent to which group members LIKE EACH OTHER, are committed to accomplishing a TEAM GOAL and share a feeling of group pride

A

Group Cohesiveness

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18
Q

The greater the STABILITY of the group, the greater the cohesiveness

A

Stability of Membership

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19
Q

Groups that are ISOLATED or LOCATED AWAY from other groups tend to be highly cohesive

A

Isolation

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20
Q

Groups that are PRESSURED by OUTSIDE forces tend to become highly cohesive

A

Outside Pressure

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21
Q

The extent to which its MEMBERS assume different ROLES

A

Group Roles

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22
Q

Involve behavior such as OFFERING NEW IDEAS, coordinating activities and finding new information

A

Task-Oriented Roles

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23
Q

Involves encouraging COHESIVENESS and PARTICIPATION

A

Social Oriented

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24
Q

Involves the POSITIVE EFFECTS of the PRESENCE of others on an individual’s behavior

A

Social Facilitation

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25
Q

Involves the NEGATIVE EFFECTS of other’s PRESENCE

A

Social Inhibition

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26
Q

this is when a group of people passively WATCH an individual

A

Audience Effect

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27
Q

The effect on behavior when two or more people are PERFORMING THE SAME TASK in the presence of another

A

Co-action

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28
Q

The effect on individual performance when people WORK TOGETHER in a task

A

Social Loafing

29
Q

When things are doing well, a group member realizes that their individual efforts will NOT BE NOTICED and thus does not work as hard as he would if he as alone

A

Free-Rider Theory

30
Q

This says that social loafing occurs when a group member notices that other group members are NOT WORKING AS HARD and thus are “playing him for a sucker”

A

Sucker Effect

31
Q

Group members perceive their work as having high intrinsic motivation

A

Job Design

32
Q

Defined that goals are a major requirement for group effectiveness

A

Interdependence

33
Q

A team’s BELIEF that it can successfully perform a specific task

A

Team Efficacy

34
Q

Building relationships both inside and outside the team

A

Emotional Intelligence

35
Q

Members work closely with each other, in an UNIFIED, cooperative manner

A

Group Cohesiveness

36
Q

This term was coined by Janis (1972) wherein members become so cohesive and LIKE-MINDED that they make POOR DECISIONS despite contrary information that might reasonably lead then to other options

A

Group Think

37
Q

Collection of two or more individuals who interact intensively to provide an organizational product, plan, decision, or service

A

Work Team

38
Q

The extent to which group members IDENTIFY with the team rather than with other groups

A

Identification

39
Q

Members need and desire the assistance, expertise and opinions of the other members

A

Interdependence

40
Q

Members try to decrease power differentiation by treating others as equals and taking steps to ensure equality

A

Power Differentiation

41
Q

Members try to decrease SOCIAL DISTANCE by being casual, using nicknames, snd increasing liking, empathy, and common views

A

Social Distance

42
Q

Members respond to conflicts by collaborating, whereas non-team members respond by forcing and accommodating

A

Conflict Management Tactics

43
Q

Members NEGOTIATE in win-win style in which the goal id for every person to come out ahead

A

Negotiation Process

44
Q

Also called CROSS FUNCTIONAL TEAM, consists of representatives from various departments

A

Parallel Teams

45
Q

Formed to produce one time outputs such as creating a new product, installing an new software, or hiring a new employee

A

Project Teams

46
Q

Management teams coordinate, manage, advise, and direct employee and teams

A

Management Teams

47
Q

The STAGE where team members get to know each other and decide what role each member will play

A

Forming Stage

48
Q

The STAGE when conflict within the group happens

A

Storming Stage

49
Q

The STAGE where the team works towards easing the tension from the storming stage

A

Norming Stage

50
Q

The STAGE when the team begins to accomplish its goals

A

Performing Stage

51
Q

The STAGE involving the termination of activities

A

Adjourning Stage

52
Q

The Psychological and Behavioral reaction to a perception that another person is keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship

A

Conflict

53
Q

Conflict that occurs between TWO individuals

A

Interpersonal Conflict

54
Q

Conflict that can occur between an individual and a group just as easily as between two individuals

A

Individual-Groups Conflict

55
Q

Conflicts that occur between two or more groups

A

Group-Group Conflict

56
Q

Conflict that occurs when the demand for a resource exceeds its supply

A

Competition for Resources

57
Q

Conflict that comes when the performance of some groups members depends on the performance of other group members

A

Task Interdependence

58
Q

This is found when geographical boundaries or lines of authority are unclear

A

Jurisdictional Ambiguity

59
Q

Physical, cultural, and psychological obstacles that interfere with successful communication and crate such conflict

A

Communication Barriers

60
Q

Relatively stable traits possessed by an individuals

A

Personality

61
Q

Gets things done quickly by giving orders, being pushy, yelling and at times being too aggressive

A

Tank

62
Q

Controls people by sarcasm, embarrassment, and humiliation

A

Sniper

63
Q

Controls others by dominating conversations, not listening to others ideas and rejecting arguments counter to her position

A

Know-It-All

64
Q

Choose to conflict and hope it will resolve itself

A

Avoiding Styles

65
Q

When a person is so intent on settling a conflict that he gives in and risks hurting himself

A

Accommodating Style

66
Q

Handles conflicts in a win-lose fashion and does what it takes to win with little regard for the other person

A

Forcing Style

67
Q

Wants to win but also wants to see the other person win

A

Collaborating Style

68
Q

Adopts give-and-take tactics that enable each side to get some of what it wants but not everything it wants

A

Compromising Style

69
Q

A person’s method of dealing with conflict at work can be measured by the Rahim Organizational Conflict Inventory or the Cohen Conflict Response Inventory

A

Determining Conflict Style

BLEPP 2017 Industrial Psychology (8 decks)

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