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146 Cards in this Set

  • Front
  • Back
Consists of 2 or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.
Team
Difference between teams and groups
Teams revolve around a deeper dependence on one another & interactions with teams occur with a specific task-related purpose in mind.
Purpose is to produce goods or provide services, long life span, high involvement.
Work team
Purpose is to integrate activities of subunits across business functions, long life span, moderate member involvement.
Management teams
Purpose is to provide reccommendations and resolve issues, lifespan varies, low memeber involvement.
Parallel teams
Purpose is to produce a one-time output, lifespan varies, involvememnt varies.
Project team
Purpose is to perform complex tasks that vary in duration and take place in highly visible or challenging circumstances, lifespan varies, involvement varies.
Action team
Teams in which the mebers are geographically dispersed, and interdependent activity occurs through electronic communications.
virtual teams
First stage where memebers orient themselves by trying to understand the boundaries in the team.
Forming
Members remain committed to ideas they bring with them to the team.
2nd stage, storming
Memebers realize they need to work togetherto accomplish team goals, and consequently, they begin to cooperate with one another.
3rd, Norming
Members are comfortable working within their roles, and the team makes progress toward goals.
Performing
Pattern of development where initial froming and pattern creation settles into an inertia then members realize they have to change their task to complete it on time. They revise the processand continue with inertia.
Punctual equilibrium
The degree to which team members interact with and rely on other team members for the information, materials and resources needed to accomplish work for the team.
Task interdependence
Group members complete their work assignments independently, and then this work is piled up to represent the group's output.
Pooled interdependence
Different tasks are done in a prescribed order and the group is structured such that the members specialize in these tasks.
Sequential interdependence
Members are specialized to perform specific tasks, members interact with a subset of of other members to complete the team's work
Reciprocal interdependence
Each member has a great deal if discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.
Comprehensive interdependence
Team members have a shared vision of the team's goal and align their individual goals with that vision as a result.
Goal interdependence
Team members share in the rewards that the team earns, including pay, bonuses, feedback & recognition...
Outcome interdependence
The mix of people who make up the team.
Team composition
What factors are involved in team composition?
Roles, ability, personality, diversity & size.
The behavior a person is expected to display in a given context.
Role
The leader makes decisions for the team and provides direction and control over members who perform assigned tasks.
Leader-staff teams
Behaviors that directly facilitate the accomplishment of team tasks.
Team task roles
Behaviors that influence the quality of the team's social climate.
Team building roles
Behavior that benefit the individual at the expense of the team.
Individualistic roles
The member who popossesses the highest level of the ability relevant to the task will have the most influence on the effectiveness of the team.
Disjunctive tasks
Team's performance depends on the abilities of the weakest link.
Conjunctive tasks
The contributions resulting from the abilities of every member add up to determine team performance.
Additive tasks
The degree to which members are different from one another.
Team diversity
Diversity in teams is beneficial because it provides for a larger pool of knowledge and perspectives from which a team can draw as it carries out its work.
Value in diversity problem-solving approach
People tend to be more attracted to others who are perceived as more similar.
Similarity-attraction approach
Diversity regarding observable attributes.
Surface-level diversity
Diversity with respect to attributes that are less easy to observe initially, but that can be inferred after more direct experience.
Deep-level diversity
The liklihood that the team can work together effectively in the future.
Team viability
Members receive awards that are dependent on both their teams performance and how well they pereform as individuals.
Hybrid outcome interdependence
Different types of activities and interactions that occur within teams that contribute to their ultimate end goals.
Team process
Getting more from the team than you would expect according to the capabilities of its individual members.
Process gain
Getting less from the team than you would expect based on the capabilities of its individual members.
Process loss
Members have to work to not only accomplish their own tasks but also coordinate their activities with with the activities of their teammates.
Coordination loss
Members have to wait on one another before they can do their part of the team task.
Production blocking
Loss in team productivity that occurs when team members do not work as hard as they could.
Motivational loss
Feelings of reduced accountability, causes members to exert less efort when working on team tasks than they would if they worked alone.
Social loafing
Activities of team members that relate directly to the accomplishment of team tasks.
Taskworkprocesses.
3 types of important taskwork processes.
creative behavior, decision making and boundary spanning
Outline the meeting, members write dwn their own ideas, members share their ideas, discuss and build on the ideas, members then rank the ideas on a card.
nominal group technique
Reflects whether members possess adequate information about their own task responsibilities.
Decision informality
The degree to which members make good recommendations to the leader.
Staff validity
Reflects the degree to which the leader effectively weighs the recommendations of the members.
Hierarchial sensitivity
Involves activities with individuals and groups other than those who are considered part of the team.
Boundary spaning
Refer to communications that are intended to protect he team, or obtain important resources
Ambassador activities
Communications that are intended to coordinate task-related issues with people or groups in other functional areas.
Task coordinator activities
Things team members do to obtain information about technology, competitors, or the broad marketplace.
Scout activities
Interpersonal activites that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself.
Teamwork processes
Teamwork activities that focus on preperation foe future work.
Transition processes
Important as the taskwork is being accomplished, monitoring progress.
Action processes
Important throughout taskwork, relates to the manner in which team members manage their relationships.
Interpersonal processes
Disagreements among team members in terms of interpersonal relationships or incompatibilites with respect to personal values or preferences.
Relationship conflict
Disagreements among members about the team's task.
Task conflict
Specific types of feelings and thoughts that coalesce in the minds of team members are a consequence of their experience workingtogether.
Team stats
Members of teams develop emotional bonds to other members of their team and to the tem itself.
Cohesion
Drive toward conformity at the expense of other team priorities.
Groupthink
The degree to which membes believe that the team can be effective cross a variety of situations and tasks.
Potency
The level of common understanding among team members with regard to important aspects of the team and its task.
Mental models
Refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team.
Transactive memory
Help individual team members develop general competencies related to teamwork activities.
Transportable teamwork competencies
Training members in the duties and responsibilites of their teammates.
Cross-training
Members receive information regarding the roles of the other teammates.
Personal clarification
Team members observing how other members perform their roles.
Positional modeling
Training gives members actual experiences carrying out the responsibilities of their teammates.
Positional rotation
Occurs in the context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit.
Team process training
A team is given a real problem that is relevant to the organization and then is held accountable for analyzing the prblem, developing and carrying out an action.
Action learning
Conducted by a consultant and intended to facilitate the development of team processes related to goal setting, interpersonal relations, problem solving and role clarification.
Team Building
The use of power and influence to direct the activities of followers toward goal achievement.
Leadership
The ability to influence the behavior of others and resist unwanted influence in return.
Power
Legitimate power, reward power & coercive power are ___ kind of power.
Organizational
Expert power & referent power are what type of power?
Personal
Derived from a position of authority inside the organization.
Legitimate power
Exists when someone has control over the resources or rewards another person wants.
Reward power
Exists when a person has control over punishments in an organization.
Coercive power
Derived from a person's expertise, skill, or knowledge on which others depend.
Expert knowledge
Exists when others have a desire to idenify and be associated with a person.
Referent power
What are the 4 factors that have an effect on the strength of a person's ability to use power to influence others?
Substitutability, discretion, centrality & visibility
The degree to which people have alternatives in accessing resources.
Substitutability
The degrees to which managers have the right to make decisions on their own.
Discretion
Represents how important a person's job is and how many people depend on that person to accomplish their tasks.
Centrality
How aware others are of a leader's power and position.
Visibility
The use of an actual behavior that causes behavioral or attitudinal changes in others.
Influence
3 components of union-managemnet relations.
1) Organizing- 1 year
2) Negotiations- 1 year
3) contract administration- typically 3 years
In contract administration, who acts and who reacts?
Management acts, union reacts
What are the typical issues in contract administration?
Discipline & discharge
What are the common elements of most grievance procedures?
1. Must be put in writing to be a grievance
2. Goes up thru union & mgmt hierarchy
3. timing requirement between every step
4. If parties exhaust all internal procedure, arbitration is required.
List the most common steps in processing a grievance.
Employee
steward
supervisor
higher level of mgmt
group/union & mgmt
arbitration
What should a grievance contain?
Facts of what happened, contract provision violated & what should be done about it.
Understand the typical grievance rates and settlement rates at each of the common steps.
50% are cleared at supervisor
30% at higher level of mgmt
16% at group/union & mgmt
4% arbitration
Be able to list the 3 possible rights claims an individual employee could have to process a grievance.
1. Individuals have the right to insist on arbitration
2. Have the right to push important issues through the grievanceprocedures
3. union has the right to decide if it should be pushed or not. (more common)
Be able to discuss the political tactics & strategies which might be employed in grievances.
1. Some groups of employees are more powerful than others & their grievances get more attention.
2. If mgmt likes the union officials, they will work with them to keep them in office.
3. Union can file lots of grievances to make a supervisor look bad so mgmt will fire or discipline them.
4. Stockpile grievances to tradeoff.
The use of logical arguments and hard facts to show the target that the request is a worthwhile one.
Rational persuasion
A tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction.
Inspirational appeal
Occurs when the target is allowed to participate in deciding how to carry out or implement a request.
Consultation
The use of favors, copmpliments, or friendly behavior to make the target feel better about the influencer.
Ingratiation
When the requestor asks for something based on personal friendship or loyalty.
Personal appeals
Used when the requestor offers a reward that the requestor have something of value to offer.
Exchange tactic
Occurs when the requestor clearly explains why performing the request will benefit the target personally.
Apprising
The use of coercive power through threats and demands.
Pressure
Occur when the influencer enlists other people to help influence the target.
Coalitions
Occurs when the target of influence agrees with and becomes committed to the influence request.
Engagement
What are the 3 responses to influence tactics?
Engagement, compliance, and resistance
Occurs when targets of influence are willing to do what the leader asks but they do it with a degree of ambivilance.
Compliance
Occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it.
Resistance
Can be seen as actions by individuals that are directed toward the goal of furthering their own self-interests.
Organizatonal politics
The ability to effectively understand others at work and usethat knowledge to influence others in ways that enhance personal and or organizational objectives.
Political skill
Occurs when one party attempts to get his or her own goals met without concern for the other party's results.
Competing
Occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather info or let things cool down.
Avoiding
Occurs when party gives in to the other and acts in a completely unselfish way.
Accomodating
Occurs when both parties work together to maximize outcomes.
Collaboration
Occurs when conflict is resolved through give and take concessions.
Compromise
Is the process in which 2 or more interdependent individuals discuss and attempt to come to an agreement about their different prefrences.
Negotiation
Involves win/lose negotiating over a fixed pie of resources.
Distributive bargaining
Aimed at accomplishing a win-win scenario.
Integrative bargaining
The use of power and influence to direct the activities of followers oward goal achievement
Leadership
Describes how leader-member relationships develop over time on a dyadic basis, can explain why those differences exist.
Leader-member exchange theory
A manager describes role expectations to an employee and the employee attempts to fulfill those expectations.
Role taking
the employee's own expectations for the dyad get mixed in with those of the leader.
Role making
The degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees and the development of mutual trust, repect and obligation.
Leader effectiveness
Who becomes a leader in the first place
Leader Emergence
The leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit.
Autocratic style
The leader presents the problem to the individual emplyees or a group of employees, asking for their opinions ans suggestions before ultimately making the decision himself.
Consultative style
The leader presents the problem to a group of emplyees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's.
Facilitative style
The leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions.
Delegative style
Model suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative situations.
Time-driven model of leadership
Argues that the optimal combination of initiating structure and consideration depeds on the readiness of the employees in the work unit.
Life-cycle theory of leadership
The degree to which employees have the ability and willingness to accomplish thei specific goals.
Readiness
Involves inspiring employees to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.
Transformational leadership
Occurs when the leader rewards or discliplines the follower depending on the adequacy of the follower's performance.
Transactional leadership
The leader waits around for mistakes and errors, then takes corrective action as necessary.
Passive management-by-excepion
The leader arrnges to monitor mistakes and errors actively and again takes corrective action when required.
Active management by exception
Represents a more active and effective brand of transactional leadership, in which the leader attains followr agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.
Contingent reward
Involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader.
*Idealized influence
Involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future.
*Inspirational motivation
Involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
*Intellectual stimulation
Involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.
*Individualized consideration
Suggests that certain characteristics of the situation can constrain the influence of the leader, mKing it more difficult for the leader to influence employee performance.
Substitutes for leadership model
Reduce the importance of the leader while simulateously providing a direct benefit to employee performance
Substitutes
Only reduce the importance of the leader- they have no beneficial impact on performance
Neutralizers