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62 Cards in this Set
- Front
- Back
group/team |
group-larger collection of members team-smaller, more formal, common goals |
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problem resolution team- |
consistent, high trust centered on fixing the problem |
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creative teams |
individuals whose sole purpose is to develop new products |
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tactical team |
executing well defined plans/enfore |
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AD hoc team |
mixture of problem and tactical, emphasis on limited life span/ cover it up |
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virtual team |
interact electronically |
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McIntyre and Salas principles of teamwork |
a functional team is comprised of members who give and recieve feedback, prepare for the support of member, success of group is based on interaction, character modeling, team interdependence |
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interpersonal processes in teams- |
communication (forma and informal), conflict, competiveness |
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groupthink |
negative product of thinking alike, leads to not seeing the problem, stereotyping |
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team life cycle |
forming, storming, norming, performing, adjourning |
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forming- |
indivduals are still strangers |
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storming- |
individuals rehect the unification into a team mindset leads to hostile leaders |
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norming |
acceptance into the assimilation of the team, people realize they can achieve more together |
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performing |
team members are most in unision |
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adjourning |
time that teams conducts assessments of the year and roles |
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levels of analysis |
refers to the levels of the individual , team, organizaion. used to determine causes of behavior at work |
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multi-level theory of team decision making |
team infirmity, staff valdity, dyadic sensitivity |
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team infirmity |
level of info within team on issues at hand |
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staff validity |
members average to make accurate decisions |
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dyadic sensitivity |
leaders ability to accuratelt weight subordinates |
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shared mental models |
how similar individuals approach problems and solutions (penguins all wanting fish) |
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cohesion |
interpersonal process that is based on the degree of attraction an individual has to their team |
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task vs. interpersonal conflict |
task conflicts occurs when two parties are unable to move forward on a task due to differing needs, behaviors/ conflict over polices, procedures |
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trust |
belief that the other person behaves in a way that has both peoples interest in line |
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social loafing |
people who take advantage of other's work |
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affect, mood, emotions |
broad range of feeling along a postitve mood- long lasting emotion-short, target specific |
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organizational commitment |
affective- emotional attachment continuance-cost of leaving normative-obligation to stay |
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job satisfaction |
degree of pleasure of a job |
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types of organizational justice |
distributive-outcomes procedural-processes interactional-relationships |
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bases of distribution |
equity, equality, need |
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leventhals prodcedural justice criteria CABREC |
Consistent, Accurate, Bias free, Representative, Ethical standards, Controllable |
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components of contextual performance and organizational citizenship |
individuals contribute more than what is expected/ altrusim, conscientiousness, courtesy, sportsmanship, civic virture |
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conscientiousness |
following rules, regulatinos, procedures |
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civic virtue |
responsible participation in companys political life |
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psychological contracts |
reciprocal nature of the relationship between employee and organization, whether obligations are based on percieved promises that are unrecongnized by institution |
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occupational health |
broad concept that refers to mental, emotional, physical well being of employees |
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environmental influences on mental health: Distress vs. Eustress |
distress- negative forms of stress that do not test us positively Eustress-positive type of stress that helps achieve and lead to greater responsibility |
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biochronology/circadian rhythms |
humans are diurnal, wake with light, circadian rhythms are slow at night |
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Type A personality |
ambitious, competitive, under more pressure |
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Type B |
more relaxed, less pressure |
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locus of control |
belief that one can control their life. internal- how much you control ur life external-life is under own processes |
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Core vs. Flexband |
core- 9am-3pm Flex- split between night and day/ 6am-9am/ 3pm-6pm |
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Model of Work/family conflict |
spillover, compensation, segmentation |
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motivation |
force that is within and outside an idividual that determines determination and completion of tasks through direction, intensity, and duraction |
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Maslow's Hierachy of Needs |
physiological, safety, social, self-actualiation |
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Herzberg's Two factor theory |
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expectancy theory (VIE) |
valence- extent to which outcomes of values instumentalality- belief that performance will lead to outcome Expectancy-belief that effort leads to performace |
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expectancy theory- |
theory of motivation based on the perceived degree of relationship between how much effort a person extends and the performance that results from that effort |
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McClellands's Leader Motives |
need for achievement, power, affliation |
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cognitive evaluation theory |
intrinsic and extrensic motivators. allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation. (used to do it b/c u liked it, now u do it for money) |
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goal setting theory |
based on directing ones effort toward the attainment of specific goals that have been set. Specific goals increase performance |
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Components of Job Enrichment |
skill variety, task identity, task significance, autonomy, task feedback |
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Skill variety |
extent to which a job requires a number of different activities, skills |
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task identity |
job requires completion of a whole piece of work from beginning to end |
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task significance |
jobs impact on the lives or work of the other people within or outside organization |
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autonomy |
degree of freedom in scheduling work and determing procedures that job provides |
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task feedback |
degree to which carrying out the activities required in direct and clear information about the effectiveness of performance |
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Alderfer's ERG Theory |
existence-concerned with providing out basic material existence growth- need for personal development relatedness- desire for maintaining important interpersonal relationships *can work on different levels at different times |
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equity theory- |
inequity due to being under-rewarded, equity, inequity due to being over-rewarded |
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equity theory (1,2,3,4) |
self inside-experiences in a different position in org. self outside- experiences in position outside org. other inside- perception of people in org. other outside-perception of people outside org. |
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compressed workweek |
doesnt work |
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family and medical leave |
12 weeks of unpaid leave for birth, care of sick |