I/o Test 4

Front 1

group

Back 1

two or more individuals engaged in social interaction in social interaction to achieve some goal

Front 2

team

Back 2

interdependent workers with complementary skills working toward a shared goal

Front 3

roles

Back 3

patterns of behavior that are adapted based on expectations about the functions of a position

Front 4

role expectations

Back 4

beliefs concerning the responsibilities and requirements of a particular role

Front 5

role differentiation

Back 5

the process by which group members learn to perform various roles

Front 6

group work roles

Back 6

related to getting the job done; i.e. info giver, procedural technician, evaluator-critic

Front 7

group building and maintenance roles

Back 7

deals with the maintenance of interpersonal relations among group members; i.e. encourager, harmonizer and compromiser

Front 8

self-centered roles

Back 8

involves satisfying personal rather than group goals; i.e. recognition seeker, aggressor and help-seeker

Front 9

role ambiguity

Back 9

a sense of uncertainty over the requirements of a particular role

Front 10

role conflict

Back 10

conflict that results when the expectations associated with one role interfere with the expectations concerning another role

Front 11

norms

Back 11

rules that groups adopt governing appropriate and inappropriate behavior for members

Front 12

organizational socialization

Back 12

the process by which new employees learn group roles and norms and develop specific work skills and abilities

Front 13

conformity

Back 13

the process of adhering to group norms

Front 14

cohesiveness

Back 14

the degree of attraction among group members

Front 15

we-they feeling

Back 15

intragroup cohesiveness created by the existence of a common threat, which is typically another group

Front 16

group efficacy

Back 16

a group's shared belief that they can attain organizational outcomes

Front 17

reciprocity rule

Back 17

the tendency for persons to pay back those to whom they are indebted for assistance

Front 18

task interdependence

Back 18

the degree to which an individual's task performance depends on the efforts or skills of others

Front 19

social loafing

Back 19

the phenomenon whereby individuals working in groups exert less effort than when working alone

Front 20

competition

Back 20

the process whereby group members are pitted against one another to achieve individual goals

Front 21

conflict

Back 21

behavior by a person or group intended to inhibit the attainment of goals by another person or group

Front 22

dominating (forcing)

Back 22

a conflict resolution strategy of persisting in a conflict until one party attains personal goals at the expense of other's

Front 23

accommodation

Back 23

a conflict resolution strategy of making a sacrifice to resolve a conflict

Front 24

compromise

Back 24

a conflict resolution strategy in which both parties give up some of their goals

Front 25

collaboration

Back 25

a conflict resolution strategy in which the parties cooperate to reach a solution that satisfies both

Front 26

avoidance

Back 26

withdrawing from or avoiding a conflict situation

Front 27

superordinate goal

Back 27

a goal that two conflicting parties are willing to work to attain

Front 28

autocratic decision making

Back 28

a process by which group decisions are made by the leader alone, based on info the leader possesses

Front 29

consultative decision making

Back 29

when the leader solicits info from group members to assist in reaching a solution, but still holds final say

Front 30

democratic decision making

Back 30

a strategy by which decisions are made by the group members based on majority-rule voting

Front 31

consensus

Back 31

decision making based on 100% member agreement

Front 32

brainstorming

Back 32

a group process generating creative ideas or solutions through a noncritical and nonjudgmental process

Front 33

groupthink

Back 33

a syndrome characterized by a concurrence-seeking tendency that overrides the ability of a cohesive group to make critical decisions

Front 34

group polarization

Back 34

the tendency for groups to make decisions that are more extreme than those made by individuals

Front 35

self-managing work teams

Back 35

teams that have complete responsibility for whole tasks

Front 36

leadership

Back 36

ability to guide a group toward the achievement of goals

Front 37

universalist theories

Back 37

theories that look for the major characteristics common to all effective leaders

Front 38

great man/women theory

Back 38

a universalist theory of leadership that maintains that great leaders are born, not made

Front 39

traits

Back 39

enduring attributes associated with an individual's makeup or personality

Front 40

trait theory

Back 40

attempts to discover the traits shared by all effective leaders

Front 41

behavioral theories of leadership

Back 41

theories derived from studies at Ohio State and Michigan State that focus on the behaviors common to effective leaders

Front 42

initiating structure

Back 42

leader behaviors that define, organize, and structure the work situation

Front 43

consideration

Back 43

leader behaviors that show a concern for the feeling, attitudes and needs of followers

Front 44

task-oriented behaviors

Back 44

leader behaviors focused on the work task

Front 45

relationship-oriented behaviors

Back 45

leader behaviors focused on maintaining interpersonal relationships on the job

Front 46

Leadership Grid

Back 46

an application of the findings from the behavioral theories of leadership that stresses that effective leaders should be both task-oriented and relationship-oriented

Front 47

contingency theories

Back 47

theories that look at the interaction of characteristics of both the leader and the situation

Front 48

Fieldler's contingency model

Back 48

a leadership theory that maintains that effective leadership depends on a match between the leader's style and the degree to which the work situation gives control and influence to the leader

Front 49

least preferred coworker (LPC)

Back 49

a measure that assesses leader's task or relationship orientation by having them rate their most difficult fellow worker

Front 50

leader-member relations

Back 50

the quality of the relationship between leader and followers

Front 51

task structure

Back 51

an assessment of how well elements of the work task are structured

Front 52

position power

Back 52

a leader's authority to punish or reward followers

Front 53

path-goal theory

Back 53

states that a leader's job is to help the work group achieve their desired goals

Front 54

directive behavior

Back 54

leader behavior that provides instructions and suggestions for performing a job

Front 55

achievement-oriented behavior

Back 55

leader behavior concentrated on particular work outcomes

Front 56

supportive behavior

Back 56

leader behavior focusing on interpersonal relationships and showing concern for workers' well-being

Front 57

participative behavior

Back 57

leader behavior that encourages members to assume an active role in group planning and decision making

Front 58

decision-making model

Back 58

a theory that matches characteristics of the situation with leader decision-making strategies

Front 59

leader-member exchange model (LMX)

Back 59

a theory that effective leadership is determined by the quality of the interaction between the leader and particular group members

Front 60

charismatic leadership theory

Back 60

states that leaders possess some exceptional characteristics that cause followers to be loyal and inspired

Front 61

transactional leadership

Back 61

leadership based on some transaction, such as exchanging money for work

Front 62

transformational leadership

Back 62

focuses on the leader's ability to provide shared values and a vision for the future for the work group

Front 63

shared leadership

Back 63

where leadership is shared among the group members rather than begin centralized in one person

Front 64

organizational structure

Back 64

refers to the arrangement of positions in an organization and the authority and responsibility relationships among them

Front 65

chain of command

Back 65

the number of authority levels in an organization

Front 66

span of control

Back 66

the number of workers who must report to a single supervisor

Front 67

functional structure

Back 67

an organizational structure that divides then organization into departments based on the functions or tasks they perform

Front 68

divisional structure

Back 68

an organizational structure that divides the organization according to types of products or customers

Front 69

centralization

Back 69

the degree to which decision-making power rests at the upper levels of the organizational hierarchy

Front 70

decentralization

Back 70

the process of taking the decision-making authority away from the top levels of the organization and distributing it to lower levels

Front 71

bureaucracy

Back 71

a traditional organizational structure typified by a well-defined authority hierarchy and strict rules governing work behavior

Front 72

line-staff organizational structure

Back 72

a traditional organizational structure composed of one group of employees who achieve the goals of the organization (the line) and another group who support the line (staff)

Front 73

line

Back 73

employees in an organization who are engaged directly in tasks that accomplish its goals

Front 74

staff

Back 74

specialized employee positions designed to support the line

Front 75

team organization

Back 75

a nontraditional organizational structure consisting of a team of members organized around a particular project or product

Front 76

project task force

Back 76

a nontraditional organization of workers who are assembled temporarily to complete a specific job or project

Front 77

matrix organization

Back 77

an organizational design that blends function and product structures

Front 78

differentiation

Back 78

the complexity of an organization's structure that is based on the number of units, the orientations of mangers and the goals and interests of member

Front 79

integration

Back 79

the amount and quality of collaboration among the divisions of an organization

Front 80

organizational culture

Back 80

the shared values, beliefs, assumptions, and patterns of behavior within an organization

Front 81

organizational development

Back 81

the process of assisting organizations in preparing for and managing change

Front 82

change agent

Back 82

name for an OD practitioner, referring to the person's role as a catalyst who helps organizations through the process of change

Front 83

action research

Back 83

an OD methodological model that applies social science research methods to collecting relevant organizational data that are used for solving organizational problems

Front 84

survey feedback

Back 84

an OD technique whereby the consultant works with the organization to develop and administer a survey instrument to collect data that are fed back to organizational members and used as the starting point for change

Front 85

t-groups (sensitivity training)

Back 85

an OD technique that uses unstructured group interaction to assist workers in achieving insight into their motivations and behavior patterns in dealing with other organizational members

Front 86

team building

Back 86

an OD technique in which teams of workers discuss how to improve team performance by analyzing group interaction

Front 87

process consultation

Back 87

an OD technique in which a consultant helps a client-organziation study its problems objectively and learn to solve them

Front 88

management by objectives (MBO)

Back 88

a goal-setting OD technique in which supervisors and subordinates jointly set performance goals; at the end of the goal period, their attainment is evaluated and new goals are set

Front 89

quality circles

Back 89

small groups of volunteer employees from the same work area who meet regularly to solve work-related problems