Org Behavior Exam Two

Front 1

Teams

Back 1

Groups of two or more people who interact and influence one another, are mutually accountable for achieving common goals associated with organization objectives, and perceives themselves as a social entity within an organization

Front 2

Social Loafing

Back 2

The problem that occurs when people exert less effort when working in teams than when working alone

Front 3

Task Interdependence

Back 3

The extent to which team members must share materials, information, or expertise to perform their jobs

Front 4

Role

Back 4

A set of behaviors that people are expected to perform because they hold certain positions in a team and organization

Front 5

Team Building

Back 5

A process that consists of formal activities intended to improve the development and functioning of a work team

Front 6

Norms

Back 6

The informal rules and shares expectations that groups establish to regulate the behavior of their members

Front 7

Team Cohesion

Back 7

The degree of attraction people feel toward the team and their motivation to remain members

Front 8

Brainstorming

Back 8

A freewheeling, face-to-face meeting where team members aren't allowed to criticize but are encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others

Front 9

Nominal Group Technique

Back 9

Three stages: Participants (1) silently and independently document their ideas, (2) collectively describe these ideas to the other team members without critique, and then (3) silently and independently evaluate the ideas presented

Front 10

Self-Directed Teams

Back 10

Cross-functional work groups that are organized around work processes, complete an entire piece of work requiring several interdependent tasks, and have substantial autonomy over the execution of those tasks

Front 11

Communication

Back 11

The process by which information is transmitted and understood between two or more people

Front 12

Information Overload

Back 12

A condition in which the volume of information received exceeds the person's capacity to process it

Front 13

Grapevine

Back 13

An unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions `

Front 14

Power

Back 14

The capacity of a person, team, or organization to influence others

Front 15

Legitimate Power

Back 15

An agreement among organization members that people in certain roles can request certain behaviors of others

Front 16

Referent Power

Back 16

The capacity to influence others on the basis of an identification with and respect for the power holder.

Front 17

Centrality

Back 17

A contingency of power pertaining to the degree and nature of interdependence between the power holder and others

Front 18

Coalition

Back 18

A group that attempts to influence people outside the group by pooling the resources and power of its members

Front 19

Organizational Politics

Back 19

Behaviors that others perceive as self-serving tactics at the expense of other people and possibly the organization

Front 20

Conflict

Back 20

The process in which one party perceives that its interests are being opposed or negatively affected by another party

Front 21

Task Conflict

Back 21

A type of conflict in which people focus their discussion around the issue while showing respect for people who have other points of view

Front 22

Relationship Conflict

Back 22

A type of conflict in which people focus on characteristics of other individuals, rather than on issues, as the source of conflict.

Front 23

Superordinate Goals

Back 23

Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties

Front 24

Negotiation

Back 24

The process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence

Front 25

Leadership

Back 25

Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members

Front 26

Transformational Leadership

Back 26

A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision

Front 27

Servant Leadership

Back 27

The view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee development

Front 28

Path-Goal Leadership Theory

Back 28

A leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes

Front 29

Situational Leadership Theory

Back 29

A commercially popular but poorly supported leadership model stating that effective leaders vary their style (telling, selling, participating, delegating) according to the motivation and ability of followers

Front 30

Fielder's Contingency Model

Back 30

A leadership model stating that leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation (the level of situational control)

Front 31

Authentic Leadership

Back 31

The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept