• Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off
Reading...
Front

Card Range To Study

through

image

Play button

image

Play button

image

Progress

1/62

Click to flip

Use LEFT and RIGHT arrow keys to navigate between flashcards;

Use UP and DOWN arrow keys to flip the card;

H to show hint;

A reads text to speech;

62 Cards in this Set

  • Front
  • Back

group/team

group-larger collection of members


team-smaller, more formal, common goals

problem resolution team-

consistent, high trust centered on fixing the problem



creative teams

individuals whose sole purpose is to develop new products

tactical team

executing well defined plans/enfore

AD hoc team

mixture of problem and tactical, emphasis on limited life span/ cover it up

virtual team

interact electronically

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

interpersonal processes in teams-

communication (forma and informal), conflict, competiveness

groupthink

negative product of thinking alike, leads to not seeing the problem, stereotyping

team life cycle

forming, storming, norming, performing, adjourning

forming-

indivduals are still strangers

storming-

individuals rehect the unification into a team mindset leads to hostile leaders

norming

acceptance into the assimilation of the team, people realize they can achieve more together

performing

team members are most in unision

adjourning

time that teams conducts assessments of the year and roles

levels of analysis

refers to the levels of the individual , team, organizaion. used to determine causes of behavior at work

multi-level theory of team decision making

team infirmity, staff valdity, dyadic sensitivity



team infirmity

level of info within team on issues at hand

staff validity

members average to make accurate decisions

dyadic sensitivity

leaders ability to accuratelt weight subordinates

shared mental models

how similar individuals approach problems and solutions (penguins all wanting fish)

cohesion

interpersonal process that is based on the degree of attraction an individual has to their team

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

trust

belief that the other person behaves in a way that has both peoples interest in line

social loafing

people who take advantage of other's work

affect, mood, emotions

broad range of feeling along a postitve


mood- long lasting


emotion-short, target specific



organizational commitment

affective- emotional attachment


continuance-cost of leaving


normative-obligation to stay

job satisfaction

degree of pleasure of a job

types of organizational justice

distributive-outcomes


procedural-processes


interactional-relationships

bases of distribution

equity, equality, need

leventhals prodcedural justice criteria CABREC

Consistent, Accurate, Bias free, Representative, Ethical standards, Controllable

components of contextual performance and organizational citizenship

individuals contribute more than what is expected/ altrusim, conscientiousness, courtesy, sportsmanship, civic virture

conscientiousness

following rules, regulatinos, procedures

civic virtue

responsible participation in companys political life

psychological contracts

reciprocal nature of the relationship between employee and organization, whether obligations are based on percieved promises that are unrecongnized by institution

occupational health

broad concept that refers to mental, emotional, physical well being of employees

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

biochronology/circadian rhythms

humans are diurnal, wake with light, circadian rhythms are slow at night

Type A personality

ambitious, competitive, under more pressure

Type B

more relaxed, less pressure

locus of control

belief that one can control their life.


internal- how much you control ur life


external-life is under own processes

Core vs. Flexband

core- 9am-3pm


Flex- split between night and day/ 6am-9am/ 3pm-6pm



Model of Work/family conflict

spillover, compensation, segmentation

motivation

force that is within and outside an idividual that determines determination and completion of tasks through direction, intensity, and duraction

Maslow's Hierachy of Needs

physiological, safety, social, self-actualiation

Herzberg's Two factor theory

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



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

McClellands's Leader Motives

need for achievement, power, affliation

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)

goal setting theory

based on directing ones effort toward the attainment of specific goals that have been set. Specific goals increase performance

Components of Job Enrichment

skill variety, task identity, task significance, autonomy, task feedback

Skill variety

extent to which a job requires a number of different activities, skills

task identity

job requires completion of a whole piece of work from beginning to end

task significance

jobs impact on the lives or work of the other people within or outside organization

autonomy

degree of freedom in scheduling work and determing procedures that job provides

task feedback

degree to which carrying out the activities required in direct and clear information about the effectiveness of performance

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



equity theory-

inequity due to being under-rewarded, equity, inequity due to being over-rewarded



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.

compressed workweek

doesnt work

family and medical leave

12 weeks of unpaid leave for birth, care of sick