Organizational Behavior Ch. 9 Vocab

Front 1

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

Back 1

Group

Front 2

Those defined by the organization's structure, with designated work assignments establishing tasks

Back 2

Formal groups

Note: Behavior is directed toward organizational goals.
An airline flight crew is an example of a formal group.

Front 3

Alliances that are neither formally structured nor organizationally determined

Back 3

Informal groups

Note: they are natural formations in the work enviornment in response to the need for social contact

Front 4

groups dicated by the formal organization

Back 4

Command groups

The organizatoin determines a command group

composed of direct reports to a given manager

Front 5

Groups organizationally dtermined - represent those working together to complete a job task

Back 5

Task groups

A task grup's boundaries are not limited to its immediate hierarchial supperior. It can cross command relationships.

Note that all command groups are task groups, however, not all task groups are command groups.

Front 6

Groups where people affiliate to attain a specific objective with which each is concerned

Back 6

Interest groups

example is employees who band together to have their vacation schedules altered
Another example and often synm. to interest group is a friendship group

Front 7

The most popular reasons indviduals join groups are...

a. security
b. status
c. self-esteem
d. affilation
e. power
f. goal achievement

Back 7

The most popular reasons indviduals join groups are...

a. security
b. status
c. self-esteem
d. affilation
e. power
f. goal achievement

Front 8

The statages group development are.

1) Forming
2) Storming
3) Norming
4) Performing
5) Adjouring

Back 8

The statages group development are.

1) Forming
2) Storming
3) Norming
4) Performing
5) Adjouring

Front 9

Characterized by a great deal of uncertainty about the groups purpose, sturcture, and leadership

Back 9

Forming

Front 10

One of intragroup conflict. Members accept the existence of the group, but there is resistance to constraints on indviduality. There is conflict on who will control the group.

Back 10

Storming

Front 11

One in which close relationships develop, and the group demonstrates cohesivness. There is now a strong of group idenitity and camaraderie

Back 11

Norming

Front 12

THe structure at this point is fully functional and accepted.

Back 12

Performing

Front 13

The time that comes when groups have finished tempoary commitees and have finshed tasks forces.

Back 13

Adjourning

Front 14

Model that is characterized by groups exhibiting long periods of inertia interspersed with brief revolutionary changes triggered primarily by their members' awareness of time and deadlines

Back 14

The punctuated-equilibrium model.

This model is where the first phase group does not get a lot done, and at the half way mark of the groups exhistance (phase 2) they realize that they need to accomplish the task and the group starts to perform in order to complete the task

Front 15

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

Back 15

Roles

Front 16

The certain attitudes and actual behaviors that are consistent with a role

Back 16

Role idendity

Note that people have the abilty shift roles rapidly when they recognize that the situation and ites demands clearly require major changes

Front 17

your view of how you're supposed to act in a given situation...

Back 17

Role Perception

Front 18

How others believe you should act in a given situation

Back 18

Role expectations

Front 19

When an individual is confronted by divergent role expectations

Back 19

Role conflict

Front 20

acceptable standars of behavior that are shared by the group's members

Back 20

norms

norms tell people what they should or should not do within a group or organization

Front 21

Norms with explicit cues on how ard they hsould work, how to get the job done, and the level of output, and appropratie levels of tardiness, and the like

Back 21

Performance norms

performance norms are probably the most common class of norms

Front 22

Norms that include things like appropriate dress, loyalty to the work group or organization, when to look busy, and when it is accpetable to goof off

Back 22

Appearance norms

Front 23

A group that is characterized as one where the person is aware of the others, the person defines himself or herself as a member, or would like to be a member, and the person feels that the group members are significant to him/her

Back 23

Reference groups

Important groups are essentially referred to as reference groups

Front 24

Note being a part of a group can increase an individual's deviant behavior

inviduals had 0% chance to lying,,, when in group the had 22% chance

indivudals stole 10% by themselves and 29% of times while in groups

Back 24

Note being a part of a group can increase an individual's deviant behavior


inviduals had 0% chance to lying,,, when in group the had 22% chance

indivudals stole 10% by themselves and 29% of times while in groups

Front 25

A socially defined position or rank given to groups or group memebers by others

Back 25

Status

Front 26

Note What Determines Status?

Status is dereived from three sources: the POWER a persion wields over others; a persons ability to CONTRIBUTE to group's goals; indivuals PERSONAL CHARACTERISTICS

Back 26

Note What Determines Status?

Status is dereived from three sources: the POWER a persion wields over others; a persons ability to CONTRIBUTE to group's goals; indivuals PERSONAL CHARACTERISTICS

Front 27

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

Back 27

Social Loafing

note that increases in group size or INVERSELY rlated to individual performance. I.E. when groups get larger less respsonsilbilty people put on themselves to perform.

Front 28

NOTE that groups with odd numbers tend to be preferrable

also groups made up of five or seven members do a pretty good job of exercising the best elements of both small and large groups

Back 28

NOTE that groups with odd numbers tend to be preferrable

also groups made up of five or seven members do a pretty good job of exercising the best elements of both small and large groups

Front 29

The phenomenon that occurs when group members become so enamored of seeking concourrence that the norm for consensus overrides the realistic appraisal of alternative courses of action and the full expression of deviant, minority, or unpopular views

Back 29

Groupthink