Mgmt 2

Front 1

group

Back 1

two or more individuals interacting and interdependent, who have come together to achieve particular objectives

Front 2

punctuated equilibrium model

Back 2

Temporary groups under deadlines go through transitions between inertia and activity—at the halfway point, they experience an increase in productivity

Front 3

role

Back 3

a set of expected behavior patterns attributed to someone occupying a given position in a social unit

Front 4

role identity

Back 4

certain attitudes and behaviors consistent with a role

Front 5

role perception

Back 5

an individual’s view of how he or she is supposed to act in a given situation – received by external stimuli

Front 6

role expectations

Back 6

How others believe a person should act in a given situation

Front 7

psychological contract

Back 7

an unwritten agreement that sets out mutual expectations of management and employees

Front 8

role conflict

Back 8

a situation in which an individual is confronted by divergent role expectations

Front 9

norms

Back 9

acceptable standards of behaviors within a group that are shared by the group’s members

Front 10

conformity

Back 10

gaining acceptance by adjusting one’s behavior to align with the norms of the group

Front 11

reference groups

Back 11

important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform

Front 12

status

Back 12

socially defined position or rank given to groups or group members by others – it differentiates group members

Front 13

social loafing

Back 13

the tendency for individuals to expend less effort when working collectively than when working individually

Front 14

cohesiveness

Back 14

degree to which group members are attracted to each other and are motivated to stay in the group

Front 15

groupthink

Back 15

situation where group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views

Front 16

group shift

Back 16

when discussing a given set of alternative and arriving at a solution, group members tend to exaggerate the initial positions they hold. This cause s a shift to more conservative or more risky behavior

Front 17

brainstorming

Back 17

an idea-generating process designed to overcome pressure for conformity

Front 18

work team

Back 18

Generates positive synergy through coordinated effort. The individual efforts result in a performance that is greater than the sum of the individual inputs

Front 19

Personality of Members

Back 19

Conscientiousness, openness to experience, and agreeableness all relate to team Performance

Front 20

Power

Back 20

potential or fully actualized influence over a dependent relationship

Front 21

Coercive Power

Back 21

A power base dependent on fear of negative results

Front 22

Reward Power

Back 22

Compliance achieved based on the ability to distribute rewards that others view as valuable

Front 23

Legitimate Power

Back 23

The formal authority to control and use resources based on a person’s position in the formal hierarchy

Front 24

Personal Power

Back 24

Power that comes from an individual’s unique characteristics – these are the most effective

Front 25

Expert Power

Back 25

Influence based on special skills or knowledge

Front 26

Referent Power

Back 26

Influence based on possession by an individual of desirable resources or personal traits

Front 27

Sexual Harassment

Back 27

Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment

Front 28

Political Behavior

Back 28

Activities that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization

Front 29

Conflict

Back 29

a process that beings when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about

Front 30

Creating functional conflict

Back 30

reward dissent and punish conflict avoiders

Front 31

Negotiation (bargaining)

Back 31

a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them

Two general approaches:
Distributive bargaining – negotiation that seeks to divide up a fixed amount of resources; a win-lose situation

Integrative bargaining – negotiation that seeks one or more settlements that can create a win-win situation

Front 32

BATNA

Back 32

Best Alternative To a Negotiated Agreement

Front 33

Communication

Back 33

the transference and understanding of meaning

Front 34

Barriers to effective communication

Back 34

o Filtering – a sender’s manipulation of info so that it will be seen more favorably by the receiver
o Selective perception – people selectively interpret what they see on the basis of their interests, background, experience, and attitudes
o Info overload – a condition in which info inflow exceeds an individual’s processing capacity
o Emotions – how a receiver feels at the time a message is received will influence how the message is interpreted
o Language – words have different meanings to different people
o Communication apprehension – undue tension and anxiety about oral communication, written communication, or both
o Gender differences – men tend to talk to emphasize status while women talk to create connections

Front 35

Politically correct communication

Back 35

Communication is so concerned with being inoffensive that meaning and simplicity are lost or free expression is hampered

Front 36

Institutionalization

Back 36

when an organization takes on a life of its own, apart from any of its members, becomes valued for itself

Front 37

Organizational Culture

Back 37

a system of shared meaning

Front 38

Core Values

Back 38

the primary or dominant values that are accepted throughout the organization

Front 39

Framing

Back 39

o A way of communicating that shapes meaning
o Selective highlight of facts and events
o Ignored in traditional leadership studies

Front 40

5 Characteristics of Charismatic Leaders

Back 40

• Conger and Kanungo: characteristics of charismatic leaders:
o Actively seek deficiencies in the status quo
o Develop a vision
o Willing to take personal risks to achieve the vision
o Sensitive to follower needs
o Exhibit behaviors that are unconventional

Front 41

Transactional Leader

Back 41

leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

Front 42

Transformational Leader

Back 42

inspire followers to transcend their own self-interests for the good of the organization; they can have a profound and extraordinary effect on followers

Front 43

Trust

Back 43

a person’s level of confidence in a the actions and words of another person

Front 44

5 Dimensions of Trust

Back 44

1. Integrity
2. Competence
3. Consistence
4. Loyalty
5. Openness