Com 340 Msu (Exam 2)

Front 1

What comprises a group's structure? (4)

Back 1

Roles, Status, Norms, & Communication Networks

Front 2

Role differentiation?

Back 2

Members adopt different roles that compliment each other

Front 3

Role Partners?

Back 3

Role pairs that are complementary

Front 4

Role ambiguity?

Back 4

Unclear expectations about how to behave

Front 5

Role conflict? (Inter vs. Intra)

Back 5

Tension caused by inconsistent expectations associated with a member’s role

Hint 5

Inter = conflict between roles

Intra = conflict within a role

Front 6

Role fit?

Back 6

Degree of congruence between demands of a role & skills/qualities of a person who occupies the role

Front 7

Status vs. Power?

Back 7

Status: group members’ prestige; inferred task competence

Power: possessing “control” over other people

Front 8

Status differentiation?

Back 8

Members acquire different levels of prestige in a group

Front 9

Expectation Status Theory? (Also what are the 3 types?)

Back 9

Explains how status differences emerge in task groups

Hint 9

Performance expectations → If others think we are smart/dumb it causes us to act smart/dumb

Action opportunities → Status (in group) brought about from opinions of group members

Behavioral confirmation→ Competence inferred from task (specific-status) & non task cues (diffuse status)

Front 10

Descriptive norms?

Back 10

Describe what most members do

Front 11

Injunctive norms?

Back 11

Describe what members should do

Front 12

Centralized communication networks? (Also in relation to performance?)

Back 12

Someone is “central’ in the group

Hint 12

SIMPLE TASKS! (Performance greater)

Front 13

Decentralized communication networks? (also in relation to performance?)

Back 13

Equal status/equally attracted to

Hint 13

COMPLEX TASKS! (Performance greater)

Front 14

Moreland & levine 5 stage model?

Back 14

1) Investigation (perspective members)
2) Socialization (new members)
3) Maintenance (full members)
4) Re-socialization (marginal members)
5) Remembrance (ex-members)

Front 15

Work Group Culture: Shared knowledge

Back 15

Group, work, members

Front 16

Work Group Culture: Customs

Back 16

Routines, accounts, jargon, rituals, symbols

Front 17

Normative social influence?

Back 17

When a person changes there behavior to fit with direct social pressures or approval from others

Front 18

Informational social influence?

Back 18

When a person changes behavior in response to information & arguments that others provide

Front 19

Distortion of perception

Back 19

Belief that the majority was correct

Front 20

Distortion of judgment

Back 20

Uncertainty about own judgment

Hint 20

Most common reason for conformity in Asch's research

Front 21

Distortion of action

Back 21

Change in behaviors to go along with majority

Front 22

Factors affecting conformity?

Back 22

Task ambiguity (more)

Size of majority (up to a size of 3-4 members)

Participants voiced judgments aloud

No (or lack of) social support

Front 23

Zurcher's "Friendly Poker Game" uses what research design?

Back 23

Case Study, Covert participant observation

Front 24

Minorities can be influential if they are...?

Back 24

Consistent, confident, & flexible

Front 25

Convergent type of thought?

Back 25

Constricting considered ideas; uncreative thought, stimulated by majority

Front 26

Divergent type of thought?

Back 26

Expanding considered ideas; creative thought, stimulated by minorities

Front 27

1-Process model (Social Impact Theory)

Back 27

Influence = f(SIN)

Hint 27

S = Strength of influence
I = Proximity of influence source
N = # of sources (trying to influence)

Front 28

Reward Power?

Back 28

Ability to reward someone

Front 29

Coercive Power?

Back 29

Ability to punish others

Front 30

Legitimate Power?

Back 30

Power holder has right to demand power (police)

Front 31

Referent Power?

Back 31

Influence from attraction/respect of power holder

Front 32

Expert Power?

Back 32

Power holder possesses superior skills/abilities

Front 33

Informational Power?

Back 33

Influence from information/rational appeals

Front 34

Power Reaction: Attraction

Back 34

Referent power liked the most; coercive liked the least

Front 35

Power Reaction: Effectiveness

Back 35

Expert & referent power improve target performance the most

Front 36

Power Reaction: Reactants

Back 36

People lash out (reverse psychology)

Front 37

Kelman's 3-stage theory of conversion

Back 37

Compliance, Identification, Internalization

Front 38

Destructive obedience?

Back 38

Obedience that leads to behavior that is counter to accepted standards of moral behavior

Front 39

Obedience?

Back 39

Compliance with orders from authority figure(s)

Front 40

Destructive Obedience: (Pathology thesis)

Back 40

Destructive obedience is abnormal behavior due to dis-positional tendencies

Hint 40

Assumption: those who do it are aggressive, immoral

Front 41

Destructive Obedience: (Normality thesis)

Back 41

Destructive obedience is normal behavior in response to commands from a powerful authority figure & institutional structure that supports it

Hint 41

Assumption: good people can do bad things in groups & organizations

Front 42

Destructive Obedience: Agentic state

Back 42

Accept meaning of situation as defined by authority (Milgram)