Mgt Test 3

Front 1

Group

Back 1

Two or more freely interacting people with shared norms and goals and a common identity.

Front 2

Formal Group

Back 2

Formed by the organization

Front 3

Informal Group

Back 3

Formed by friends

Front 4

Tuckman's Five Stage Theory of Group Development

Back 4

Forming, Storming, Norming, Performing, Adjourning.

Front 5

Group Cohesiveness

Back 5

A "We feeling" binding group members together.

Front 6

Roles

Back 6

Expected behaviors for a given position

Front 7

Task Roles

Back 7

Task-oriented group behavior

Front 8

Maintenance Roles

Back 8

Relationship building group behavior

Front 9

Norms

Back 9

Shared attitudes, opinions, feelings, or actions that guide social behavior

Front 10

Ostracism

Back 10

Rejection by other group members

Front 11

Team

Back 11

experiential learning aimed at better internal functioning of groups

Front 12

Trust

Back 12

Reciprocal faith in others' intentions and behavior

Front 13

Self Managed Teams

Back 13

Groups of employees granted administrative oversight for their work

Front 14

Cross Functionalism

Back 14

Team made up of technical specialists from different areas

Front 15

Virtual team

Back 15

information technology allows group members in different locations to conduct business

Front 16

Groupthink

Back 16

Janis's term for a cohesive in-group unwillingness to realistically view alternatives

Front 17

Social Loafing

Back 17

Decrease in individual effort as group size increases

Front 18

Decision making

Back 18

Identifying and choosing solutions that lead to a desired end result

Front 19

Rational Model

Back 19

Logical four step approach to decision making:
1.) Identify Problem
2.) Generate Solutions
3.) Selecting a Solution
4.) Implementing and Evaluating The Solution

Front 20

Problem

Back 20

Gap between an actual and desired situation

Front 21

Optimizing

Back 21

Choosing the best possible solution

Front 22

Bounded Rationality

Back 22

Constraints that restrict decision making

Front 23

Judgmental Heuristics

Back 23

Rules of thumb or shortcuts that people use to reduce information processing demands

Front 24

Availability Heuristic

Back 24

Tendency to base decisions on information readily available in memory.

Front 25

Representativeness Heuristic

Back 25

Tendency to assess the likelihood of an event occurring based on impressions about similar occurrences.

Front 26

Satisficing

Back 26

Choosing a solution that meets a minimum standard

Front 27

Knowledge Management

Back 27

Implementing systems and practices that increase the sharing of knowledge and information throughout an organization.

Front 28

Tacit Knowledge

Back 28

Information gained through experience that is difficult to express

Front 29

Explicit Knowledge

Back 29

information that can be easily put into words and shared with others

Front 30

Decision Making Style

Back 30

a combination of how individuals perceive and respond to information

Front 31

Escalation of Commitment

Back 31

Sticking to an ineffective course of action too long

Front 32

Creativity

Back 32

Process of developing something new or unique

Front 33

Participative Management

Back 33

Involving employees in various forms of decision making

Front 34

Consensus

Back 34

Presenting opinions and gaining agreement to support a decision

Front 35

Brainstorming

Back 35

Process to generate a quantity of ideas

Front 36

Nominal Group Technique

Back 36

Process to generate ideas and evaluate solutions

Front 37

Delphi Technique

Back 37

Process to generate ideas from physically dispersed experts

Front 38

Conflict

Back 38

One party perceives its interests are being opposed or set back by another party

Front 39

Functional Conflict

Back 39

Serves organizations interests

Front 40

Dysfunctional Conflict

Back 40

Threatens organizations interests

Front 41

Personality Conflict

Back 41

Interpersonal opposition driven by personal dislike or disagreement

Front 42

Programmed Conflict

Back 42

Encourages different opinions without protecting managements personal feelings

Front 43

Devil's Advocacy

Back 43

Assigning someone the role of critic

Front 44

Dialectic Method

Back 44

Fostering a debate of opposing viewpoints to better understand an issue

Front 45

Alternative Dispute Resolution

Back 45

Avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration

Front 46

Negotiation

Back 46

Give-and-take process between conflicting interdependent parties

Front 47

Added-Value Negotiation

Back 47

Cooperatively developing multiple-deal packages while building a long term relationship

Front 48

Communication

Back 48

Interpersonal exchange of information and understanding

Front 49

Noise

Back 49

Interference with the transmission and understanding of a message

Front 50

Communication Distortion

Back 50

Purposely modifying the content of a message

Front 51

Communication Competence

Back 51

Ability to effectively use communication behaviors in a given context

Front 52

Assertive Style

Back 52

Expressive and self-enhancing but does not take advantage of others

Front 53

Non-assertive Style

Back 53

Timid and self-denying behavior

Front 54

Nonverbal communication

Back 54

Messages sent outside of written or spoken word

Front 55

Listening

Back 55

Actively decoding and interpreting verbal messages

Front 56

Linguistic Style

Back 56

A person's typical speaking pattern

Front 57

Internet

Back 57

A global system of networked computers

Front 58

Intranet

Back 58

An organization's private internet

Front 59

Extranet

Back 59

Connects internal employees with selected customers, suppliers, and strategic partners

Front 60

Blog

Back 60

Online journal in which people comment on any topic

Front 61

Group Support Systems

Back 61

Using computer software and hardware to help people work better together

Front 62

Telecommuting

Back 62

Doing work that is generally performed in the office away from the office using different information technologies.

Front 63

High-Context Cultures

Back 63

Primary meaning derived from nonverbal situational cues

Front 64

Low-Context Cultures

Back 64

Primary meaning derived from written and spoken words

Front 65

Reciprocity

Back 65

A mutual exchange of benefits

Front 66

Social Power

Back 66

Ability to get things done with human, informational, and material resources

Front 67

Reward Power

Back 67

Obtaining compliance with promised or actual rewards

Front 68

Coercive Power

Back 68

Obtaining compliance through threatened or actual punishment

Front 69

Legitimate Power

Back 69

Obtaining compliance through formal authority

Front 70

Expert Power

Back 70

Obtaining compliance through one's knowledge or information

Front 71

Referent Power

Back 71

Obtaining compliance through charisma or personal attraction

Front 72

Empowerment

Back 72

Sharing varying degrees of power with lower level employees to better serve the customer

Front 73

Organizational Politics

Back 73

Intentional enhancement of self interest

Front 74

Coalition

Back 74

Temporary groupings of people who actively pursue a single issue

Front 75

Impression Management

Back 75

Getting others to see us in a certain manner

Front 76

Leadership

Back 76

Influencing employees to voluntarily pursue organizational goals

Front 77

Leader Trait

Back 77

personal characteristic that differentiates leaders from followers

Front 78

Leadership Prototype

Back 78

mental representation of the traits and behaviors possessed by leaders

Front 79

Consideration

Back 79

Creating mutual respect and trust with followers

Front 80

Initiating Structure

Back 80

Organizing and defining what group members should be doing

Front 81

Situational Theories

Back 81

Propose that leader styles should match the situation at hand

Front 82

Contingency Factors

Back 82

Variables that influence the appropriateness of a leadership style

Front 83

Transactional Leadership

Back 83

Focuses on clarifying employees roles and providing rewards contingent on performance

Front 84

Transformational Leadership

Back 84

Transforms employees to pursue organizational goals over self-interests

Front 85

In-Group Exchange

Back 85

A partnership characterized by mutual trust, respect, and liking

Front 86

Out-Group Exchange

Back 86

A partnership characterized by a lack of mutual trust, respect, and liking

Front 87

Shared Leadership

Back 87

Simultaneous ongoing, mutual influence process in which people share responsibility for leading

Front 88

Servant Leadership

Back 88

Focuses on increased service to others rather than to oneself

Front 89

Fiedlers Contingency Model

Back 89

Developed model that states that a leaders performance is based on two things- leaders motivation, and degree to which the situation gives the leader control

Front 90

Robert House

Back 90

Developed model that describes how leadership effectiveness is influenced by the interaction between leadership behaviors and a variety of contingency factors

Front 91

John Kotter

Back 91

Believes organizational change usually fails due to management implementation issues, developed 8 steps to fix that, sense of urgency, vision and strategy, communicate change

Front 92

Chester Barnard

Back 92

He developed theories on authority and incentives.

Front 93

Milgram Experiment

Back 93

Electric shocks test