Mgmt 4620

Front 1

a group that is enither formally sturctured nor organizationally determined; appears in response to the need for social contact

Back 1

informal group

Front 2

a group that is enither formally sturctured nor organizationally determined; appears in response to the need for social contact

Back 2

informal group

Front 3

a group composed of the individuals who report directly to a given manager

Back 3

command group

Front 4

a group composed of the individuals who report directly to a given manager

Back 4

command group

Front 5

those working together to complete a job or task

Back 5

task group

Front 6

those working together to complete a job or task

Back 6

task group

Front 7

those brought together because they share one or more common characteristics

Back 7

friend groups

Front 8

those brought together because they share one or more common characteristics

Back 8

friend groups

Front 9

why do people join groups?

Back 9

security
status
self esteem
affilation
power
goal achievement

Front 10

why do people join groups?

Back 10

security
status
self esteem
affilation
power
goal achievement

Front 11

The 5 Stage Model of Group Development

Back 11

1. Forming stage
2. Storming Stage
3. Norming Stage
4. Performing Stage
5. Adjourning Stage

Front 12

The first stage in group development, characterized by much uncertainty

Back 12

1. Forming Stage

Front 13

The second stage in group development, characterized by intragroup conflict

Back 13

2. Storming Stage

Front 14

The third stage in group development, characterized by close relationships and cohesiveness

Back 14

Norming Stage

Front 15

Fourth stage of group developement, when group is fully functional

Back 15

performing stage

Front 16

the final stage of group development for temporary groups, characterized by concern with wrapping up activities rather than performance

Back 16

adjourning stage

Front 17

tempoary groups under time constrained deadlines go through transitions between inertia and activity- at the halfway point they experience an increase in productivity

Back 17

Punctuated Equilibrium Model

Front 18

Punctuated equilibrium Model 6 Actions

Back 18

1. Setting group direction
2. First phase of interia
3. half way point transaction
4. major changes
5.second phase of inertia
6. accelerated activity

Front 19

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

Back 19

roles

Front 20

certain attitudes and behaviors consistent with role

Back 20

role identity

Front 21

an indiviuals view of how he or she is supposed to act in a given situation

Back 21

role perception

Front 22

how others believe a person should act within a given situation

Back 22

role expectation

Front 23

an unwritten agreement that sets out what mgmt expects from employees and vice versa

Back 23

phsychological contact

Front 24

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

Back 24

role conflict

Front 25

acceptable standards of behavior within a group that are shared by the groups members

Back 25

norms

Front 26

an indiviuals view of how he or she is supposed to act in a given situation

Back 26

role perception

Front 27

adjusting one's behaviors to align with the norms of the group

Back 27

conformity

Front 28

how others believe a person should act within a given situation

Back 28

role expectation

Front 29

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

Back 29

reference groups

Front 30

an unwritten agreement that sets out what mgmt expects from employees and vice versa

Back 30

phsychological contact

Front 31

Larger groups lead to _______

Back 31

social loafing

Front 32

an indiviuals view of how he or she is supposed to act in a given situation

Back 32

role perception

Front 33

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

Back 33

role conflict

Front 34

______ # groups do better than ________

Back 34

odd than even

Front 35

how others believe a person should act within a given situation

Back 35

role expectation

Front 36

Groups of _____ to ______ do better

Back 36

5-7

Front 37

acceptable standards of behavior within a group that are shared by the groups members

Back 37

norms

Front 38

adjusting one's behaviors to align with the norms of the group

Back 38

conformity

Front 39

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

Back 39

reference groups

Front 40

an unwritten agreement that sets out what mgmt expects from employees and vice versa

Back 40

phsychological contact

Front 41

Larger groups lead to _______

Back 41

social loafing

Front 42

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

Back 42

role conflict

Front 43

______ # groups do better than ________

Back 43

odd than even

Front 44

acceptable standards of behavior within a group that are shared by the groups members

Back 44

norms

Front 45

Groups of _____ to ______ do better

Back 45

5-7

Front 46

adjusting one's behaviors to align with the norms of the group

Back 46

conformity

Front 47

an indiviuals view of how he or she is supposed to act in a given situation

Back 47

role perception

Front 48

an indiviuals view of how he or she is supposed to act in a given situation

Back 48

role perception

Front 49

an indiviuals view of how he or she is supposed to act in a given situation

Back 49

role perception

Front 50

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

Back 50

reference groups

Front 51

Larger groups lead to _______

Back 51

social loafing

Front 52

how others believe a person should act within a given situation

Back 52

role expectation

Front 53

how others believe a person should act within a given situation

Back 53

role expectation

Front 54

how others believe a person should act within a given situation

Back 54

role expectation

Front 55

______ # groups do better than ________

Back 55

odd than even

Front 56

an unwritten agreement that sets out what mgmt expects from employees and vice versa

Back 56

phsychological contact

Front 57

an unwritten agreement that sets out what mgmt expects from employees and vice versa

Back 57

phsychological contact

Front 58

an unwritten agreement that sets out what mgmt expects from employees and vice versa

Back 58

phsychological contact

Front 59

Groups of _____ to ______ do better

Back 59

5-7

Front 60

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

Back 60

role conflict

Front 61

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

Back 61

role conflict

Front 62

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

Back 62

role conflict

Front 63

acceptable standards of behavior within a group that are shared by the groups members

Back 63

norms

Front 64

acceptable standards of behavior within a group that are shared by the groups members

Back 64

norms

Front 65

acceptable standards of behavior within a group that are shared by the groups members

Back 65

norms

Front 66

adjusting one's behaviors to align with the norms of the group

Back 66

conformity

Front 67

adjusting one's behaviors to align with the norms of the group

Back 67

conformity

Front 68

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

Back 68

reference groups

Front 69

adjusting one's behaviors to align with the norms of the group

Back 69

conformity

Front 70

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

Back 70

reference groups

Front 71

Larger groups lead to _______

Back 71

social loafing

Front 72

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

Back 72

reference groups

Front 73

Larger groups lead to _______

Back 73

social loafing

Front 74

______ # groups do better than ________

Back 74

odd than even

Front 75

Larger groups lead to _______

Back 75

social loafing

Front 76

______ # groups do better than ________

Back 76

odd than even

Front 77

Groups of _____ to ______ do better

Back 77

5-7

Front 78

______ # groups do better than ________

Back 78

odd than even

Front 79

Groups of _____ to ______ do better

Back 79

5-7

Front 80

Groups of _____ to ______ do better

Back 80

5-7

Front 81

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

Back 81

cohesiveness

Front 82

How to make group more cohesive

Back 82

-make group smaller
-encourage agreement with group goals
-increase time members spend together
-increase group status and admission difficulty
-stimulate cometition with other groups
-give rewards to the group, not individuals
-physically isolate the group

Front 83

phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action

Back 83

groupthink

Front 84

Group members rationalize any resistance to the assumptions they have made

Back 84

group think

Front 85

members apply direct pressures on those who express doubts about shared views

Back 85

groupthink

Front 86

members who have doubts or differing points of view keep silent about misgivings

Back 86

groupthink

Front 87

there apperars to be an illusion of unaminty

Back 87

groupthink

Front 88

A change in decision rick between the groups decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk

Back 88

group shift

Front 89

Typical groups, in which members interact with each other face to face

Back 89

interacting groups

Front 90

a group decision making method in which individual members meet face to face to pool their judgements in a systematic but independent fashion

Back 90

nominal group technique

Front 91

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

Back 91

cohesiveness

Front 92

How to make group more cohesive

Back 92

-make group smaller
-encourage agreement with group goals
-increase time members spend together
-increase group status and admission difficulty
-stimulate cometition with other groups
-give rewards to the group, not individuals
-physically isolate the group

Front 93

phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action

Back 93

groupthink

Front 94

Group members rationalize any resistance to the assumptions they have made

Back 94

group think

Front 95

members apply direct pressures on those who express doubts about shared views

Back 95

groupthink

Front 96

members who have doubts or differing points of view keep silent about misgivings

Back 96

groupthink

Front 97

there apperars to be an illusion of unaminty

Back 97

groupthink

Front 98

A change in decision rick between the groups decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk

Back 98

group shift

Front 99

Typical groups, in which members interact with each other face to face

Back 99

interacting groups

Front 100

a group decision making method in which individual members meet face to face to pool their judgements in a systematic but independent fashion

Back 100

nominal group technique

Front 101

an idea generation process that specifically encourages any and all alternatives while withholding any criticism of alternatives

Back 101

brainstorming

Front 102

a meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes

Back 102

electronic meeting

Front 103

a group that interacts primarily to share information and to make decisions to help each group member perform within his area of responsibility

Back 103

work group

Front 104

a group whose individal efforts result in a performance that is greater than the sum of the individuals inputs

Back 104

work tem

Front 105

groups of 5-12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment

Back 105

problem solving teams

Front 106

groups of 10-15 people who take on the responsibilities of their former mangagers

Back 106

self managed work teams

Front 107

employees from abou the same heirarchial level, but from different work areas, who come together to accomplish a task

Back 107

Cross functional teams

-Task Force
-Commitees

Front 108

teams that use computer techonolgy to tie together physically dispersed members in order to achieve a common goal

Back 108

virtual teams

Front 109

Characteristics of a virtual team

Back 109

-The absense of a paraverbal and nonverbal cues
- Limited social context
- The ability to overcome time and space constraints

Front 110

Tests to see if team fits the situation

Back 110

1. Is the work complex and is there a need for different perspectives
2. Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals?
3. Are members of the group involved in interdependent taks

Front 111

The ability to influence a group toward the achievement of goals

Back 111

leadership

Front 112

Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non leaders

Back 112

Trait theories

Front 113

theories proposing that specific behaviors differentiate leaders from non leaders

Back 113

behavioral theories

Front 114

Position power- where you are in the organization

Back 114

- Legitimate
- Reward
- Coercive

Front 115

power based on authority granted to the position (ex. team leader, dept head, etc...)

Back 115

legitmate

Front 116

part of legitimate power; ability to reward group members with things like bonuses or promotions or simple things like praise

Back 116

reward power

Front 117

maybe ability to reprimand, fire, write a negative letter for personal file

Back 117

coercive power

Front 118

comes from something internal to the person, not something external; position come from external

Back 118

Personal power

Front 119

Power you have based on certain expertise or knowledge

Back 119

Expert power

Front 120

power based on some characteristic about you that employees respect or admire about you

Back 120

referent power

Front 121

Leadership will be dependent on traits and behaviors but also contingency factors

Back 121

Percy and Blanchard contingency theory of leadership

Front 122

4 styles of Contingecy Theory

Back 122

1. Telling- High on initiating structure and and low on relationship; specific directions on what you want your employees to do
2. Selling- high on production and people
3. Participating- low production, low concern for initiating structure, but high concern for relational aspects
4. Delegating- low on both; turning everything over to employees

Front 123

Employees don't have skills or abilities use what style of contingency?

Back 123

Telling

Front 124

Employees are able but unwilling (have skills but unconfident) use what style?

Back 124

Particpative

Front 125

Employees are unable (Lack some experience skills) but are willing use what style

Back 125

Selling

Front 126

If employees are willing and able (skills and confidence) use what style

Back 126

delegate

Front 127

important because employees have to trust that their leader has the organizations best interest in mind and that what the leader suggests will actually work; leader must trust that employees will actually work

Back 127

role of trust

Front 128

trusting someone based on fear or intimidation

Back 128

deterrence based trust

Front 129

trust based on information from previous experiences, not fear; know from working with someone that they will do a good job; better than deterrence

Back 129

Knowledge based

Front 130

indentifying with someone; knowing their wants and needs; type of trust usually found in marriage; connection between two people

Back 130

indentification based trust

Front 131

says that leadership is just an attribution that people make about others; you would call someone a leader just like you would call him a good worker or nice

Back 131

attribution theory of leadership

Front 132

People try to get others to see them in a certain way; may try to seem smart and hardworking so people will see them as leaders

Back 132

attribution leadership theory

Front 133

_______ say that there are things in the environment that negate the effect of your leadership (ex. distance from employees will make leadership less effective)

Back 133

Neutralizers

Front 134

________ say that there are things in the environment that make a leadership style unnecessary (ex. professionalism; professional employees will get the job done anyway, so substititutes for task oriented and people oriented leadership)

Back 134

substitutes

Front 135

Leadership: Need the right ____ and _____ at the right time; have to look the part, and even when all that's there, leadership may or may not make a difference

Back 135

traits and behaviors

Front 136

_______ can be very effective at times but wont work in every situation with every employee

Back 136

leadership

Front 137

Most effective influence tactics

Back 137

rational persuasion
consultation
inspirational appeals
collaboration

Front 138

Moderately Effective Tactics

Back 138

ingratiation
personal appeals
exchange
apprising

Front 139

Least effective tactics

Back 139

Pressure
Coalitions

Front 140

Target agrees with and becomes commited to request (behavioral and attitude changes)

Back 140

internalization

Front 141

Target is willing to perform request, but does so with indifference (behavior change only)

Back 141

compliance

Front 142

Target is opposed to request and attempts to avoid doing it (no change in behavior or attitude)

Back 142

resistance

Front 143

High relationship and low task

Back 143

participating

Front 144

low relationship and low task

Back 144

delegating

Front 145

high task and high relationship

Back 145

selling

Front 146

high task and low relationship

Back 146

telling

Front 147

causes change in individuals and social systems; creates valuable and positive change in the followers with the end goal of developing followers into leaders

Back 147

transformational leadership

Front 148

gathers followers through dint of personality and charm, rather than any form of external power or authority

Back 148

charasmatic leadership