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45 Cards in this Set

  • Front
  • Back
Two or more freely interacting people with shared norms and goals and a common identity
Group formed by the organization
Formal Group
Group formed by friends or those with common interests
Informal Group
A "we" feeling binding group members together
group cohesiveness
Expected behaviors for a given position
others expectations exceed ones ability
role overload
others have conflicting or inconsistent expectations
role conflict
others expectations are unknown
role ambiguity
shared attitudes, opinions, feelings, or actions that guide social behavior
rejection by other group members
task oriented group behavior
task roles
relationship-building group behavior
maintenance roles
giving in toa unanimous but wrong opposition
asch effect
Janis's term form a cohesive in-group's unwillingness to realistically view alternatives
decrease in individual effort as group size increases
social loafing
small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach
team members satisfied and willing to contribute
team viability
reciprocal faith in others intentions and behavior
a personality trait involving one's general willingness to trust others
propensity to trust
a sense of "we-ness" helps group stick together
sense of togetherness based on emotional satisfaction
socio-emotional cohesiveness
sense of togeetherness based on mutual dependency needed to get the job done
instrumental cohesiveness
small groups of volunteers who strive to solve quality related problems
quality circles
information technology allows group members in different locations to conduct business
virtual team
groups of employees granted administrative oversight for their work
self managed teams
team made up of technical specialists from different areas
cross functionalism
experiential learning aimed at better internal functioning or groups
team building
process of leading others to lead themselves
self-management leadership
choosing the best possible solution
constraints that restrict rational decision making
bounded rationality
rules of thumb or shortcuts that people use to reduce information processing demands
judgmental heuristics
tendency to base decisions on information readily available in memory
availability heuristic
tendency to assess the liklihood of an event occuring based on impressions about similar occurences
representativeness heuristic
choosing a solution that meets a minimum standard of acceptance
implementing systems and practices that increase the sharing of knowledge and information throughout an organization
knowledge management
information gained through experience that is difficult to express and formalize
tacit knowledge
information that can be easily put into words and shared with others
explicit knowledge
a combination of how individuals perceive and respond to information
decision making style
sticking to an ineffective course of action too long
escalation of commitment
making a choice without the use of conscious thought or logical inference
presenting opinions and gaining agreement to support a decision
process to generate a quntity of ideas
process to generate ideas and evaluate solutions
nominal group technique
process to generate ideas from physically dispersed experts
delphi technique
process of developing something new or unique