Exam 2

Front 1

two or more freely interacting individuals who share collective norms and goals and have a common identity

Back 1

Group

Front 2

If the group is formed by a manager to help the organization accomplish its goals, it is quaffed as a

Back 2

Formal Group

Front 3

This group exists when members' overriding purpose of getting together is friendship

Back 3

Informal Group

Front 4

Forming, Storming, Norming, Performing, and Adjourning

Back 4

Tuckman's Five-Stage Theory of Group Development

Front 5

this is considered the "ice-breaker" stage; this is where group members' conflicts are beneficial; the stage where group members share emails, numbers, so the group can open up a little bit

Back 5

Forming

Front 6

this is the time if testing; the idea of conflict due to agreement or disagreement that happens within the group, but we want this to happen but as a team, it can be a challenge to get out on this stage

Back 6

Storming

Front 7

characterized by establishing the norms; we start to understand the disagreements and roles and start to resolve its power struggles so something can get accomplished

Back 7

Norming

Front 8

doing your role, but also helping others to make the group successful

Back 8

Performing

Front 9

work is done; project is over, so the team maybe have a celebration or ceremony to congrats the team members for their hard work; saying your goodbyes

Back 9

Adjourning

Front 10

an expected behavior for a particular position

Back 10

Roles

Front 11

enable the work group to define, clarify, and pursue a common purpose

Back 11

Task roles

Front 12

foster supportive and constructive interpersonal relationships

Back 12

Maintenance roles

Front 13

is an attitude, opinion, feeling, or action shared by two or more people that guides their behavior

Back 13

Norm

Front 14

Commitment, Collaborative, and Competent

Back 14

The 3 C's to being a good team player

Front 15

having that commitment; being on time

Back 15

Commitment

Front 16

sharing and listening to others' ideas

Back 16

Collaborative

Front 17

being able to bring your skills and ideas to the project

Back 17

Competent

Front 18

`Self-Managed, Virtual, Cross-Functional

Back 18

The different types of teams

Front 19

managers tell you what needs to be done and we decide what steps we are going to take in order to have a successful project

Back 19

Self-Managed Teams

Front 20

results in different skill sets coming from different departments on the same team; specialists from different areas are put on the same team

Back 20

Cross-Functional Teams

Front 21

not physically in the same location (some may be working at home or out of the country) but are still considered a team; so can be communicating through technology, like Skype, webcam, emails, messaging, texting, etc

Back 21

Virtual Teams

Front 22

Groupthink. Social Loafing, Size of Group, Reward System

Back 22

The challenges to Team Success

Front 23

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' striving for unanimity override their motivation to realistically appraise alternative courses of action

Back 23

GroupThink

Front 24

The tendency for individual effort to decline as group size increase

Back 24

Social Loafing

Front 25

that describes how the team will operate, such as processes for sharing information and decision making (teamwork)

Back 25

Team Charters

Front 26

deliberate plans that outline what exactly the tea is to do, such as defining particular tasks and member responsibilities

Back 26

Team performance/strategies

Front 27

is a term that describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of its members

Back 27

Team Composition

Front 28

is important to meet changing demands and to effectively transition members in and out

Back 28

Team Adaptability

Front 29

proposes that managers use a logical four step approach to decision making

Back 29

The Rational Decision Making Model

Front 30

Identifying the problem

Brainstorm/generate possible solutions

Evaluate/select that problem

Implement and follow up(action plan) how long it'll take. *state if the problem got solved and if didn't, explain why.

Back 30

Four Steps in the Rational Decision Making Model

Front 31

the tendency to continue to commit resources to a failing course of action

Back 31

Escalation of Commitment

Front 32

process of using intelligence, imagination, and skill to develop a new or novel product, object, process, or thought

Back 32

Creativity

Front 33

the concept of throwing as many ideas out as possible; aim for quantity over quality

Back 33

Rules to Brainstorming

Front 34

synetics-make the strange familiar and the familiar strange; elaborate the definition; reverse the definition

Back 34

Ways to improve Problem definition

Front 35

1. Defer judgment-Brainstorming

2. Expand current alternatives

Back 35

Ways to generate more alternatives/ideas

Front 36

1. Give yourself relaxation time

2. Find a place where you can think

3. Talk to people about your ideas

4. Ask people for suggestions to your problems

5. Rewarding creativity

Back 36

Ways to facilitate creativity

Front 37

the combination of stable physical and mental characteristics that makes us who we are

Back 37

Personality

Front 38

1. Extraversion

2. Agreeableness

3. Conscientiousness

4. Emotional Stability

5. Openness to experience

Back 38

The Big 5

Front 39

outgoing, talkative, sociable, and assertive

Back 39

Extraversion

Front 40

trusting, good-natured, cooperative, and softhearted

Back 40

Agreeableness

Front 41

dependable, responsible, achievement, oriented, and persistent

Back 41

Conscientiousness

Front 42

relaxed, secure, and unworried

Back 42

Emotional stability

Front 43

intellectual, imaginative, curious, and broad-minded

Back 43

Openness to Experience

Front 44

represent a broad personality trait comprised of four narrower, individual personality traits

Back 44

Core=self evaluations

Front 45

1. Self-esteem

2. Generalized self-efficacy

3. Locus of control

4. Emotional stability

Back 45

The 4 components of Core self-evaluations

Front 46

is a belief about one's own self-worth based on an overall self-evaluation

Back 46

Self-Esteem

Front 47

focused on a specific task to be successful

Back 47

Self-Efficacy

Front 48

severely detailed belief that one has no control over one's environment

Back 48

Learned helplessness

Front 49

tend to be stressed, secure, unworried, and less likely to experience negative emotions under pressure

Back 49

Emotional Stability

Front 50

ability to manage one's relationships in mature and constructive ways

Back 50

Emotional Intelligence

Front 51

represents the multitude of individual difference and similarities that exist among people

Back 51

Diversity

Front 52

enables people to perform up to their maximum potential

Back 52

Manging Diversity

Front 53

1. Inaccurate stereotypes/prejudices

2. Ethnocentrism

3. Poor career planning

4. Unsupportive and hostile working environment for diverse employees

etc

Back 53

Barriers to Diversity

Front 54

helps sender communicate accurately and efficiently without jeopardizing interpersonal relationships

Back 54

Supportive Communication

Front 55

1. Congruent

2. Descriptive

3. Problem oriented

4. Validating

5. Specific

6. Conjunctive

7. Owned

8. Supportive/Active Listening

Back 55

Supportive Communication Attributes

Front 56

1. Advising

2. Deflecting

3. Probing

4. Reflecting

Back 56

Active Listening Responses

Front 57

1. Personal Barriers

2. Physical barriers

3. Semantic barriers

Back 57

Barriers to Communication

Front 58

performance based index of an individual's abilities to efficiency use communication behaviors in a given context

Back 58

Communication Competence

Front 59

any message sent or received independent of the written or spoken word. It includes such factors as use of time and space, distance b/w persons when conversing, use of color, dress, walking behavior, standing, positioning, etc.

Ex. Touch, Facial Expressions, Eye Contact, and Practical Tips

Back 59

Non-verbal Communication

Front 60

1. Effective follower

2. Yes, people

3. Sheep

4. Alienated follower

5. Survivors

Back 60

Types of Follower-ship

Front 61

independent; critical thinkers and they're active about their thoughts

Back 61

Effective Follower

Front 62

dependent; uncritical thinking, but active

Back 62

Yes, people

Front 63

noncritical thinking; just do what they are told; passive

Back 63

Sheep

Front 64

independent; critical thinkers; think for themselves

Back 64

Alienated Follower

Front 65

play all these roles

Back 65

Survivors

Front 66

1. Constancy

2. Commitment

3. Compression

4. Complacency

Back 66

Conceptual Blocks