Organizational Behavior Ec 1

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Situational theory

Back 1

A contingency approach to leadership that links the leader's behavioral style with the task readiness of subordinates.

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normative decision making

Back 2

Informed of all options and outcomes

Front 3

nominal group technique

Back 3

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

Front 4

Leader participation model

Back 4

a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations

Front 5

social facilitation

Back 5

activities by an interest group designed to affect policy, Includes enrolling new members and providing benefits for them. Listener, harmonizer, trust builder, supporter, tension reliever, Define a groups social atmosphere (giving praise, mediating, keeping the peace).

Front 6

cross functional team

Back 6

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

Front 7

informal teams

Back 7

group of individuals who get together outside of the formal organizational structure to accomplish a goal

Front 8

Fielder's contingency model

Back 8

A theory that states that in order to maximize work group performance leaders must be matched to the situation that best fits their leadership style.

Front 9

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leader-member exchange

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Back 9

Personal compatibility, subordinate competence, and/or extroverted personality between leader & follower

Front 10

quality circles

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Back 10

Voluntary groups of people drawn from various production teams who make suggestions about quality.

Front 11

virtual teams

Back 11

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal while working online. Absence of paraverbal and nonverbal cues; limited social context; and ability to overcome time and space constraints--differ from face-to-face.

Front 12

Path-goal

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Back 12

A theory that concerns how leaders influence subordinates' perceptions of their work goals and the paths they follow toward attainment of those goals

Front 13

polarization

Back 13

A sharp division, as of a population or group, into opposing factions

Front 14

conformity

Back 14

Adjusting one's behavior or thinking to coincide with a group standard.

Front 15

synergy

Back 15

A combination in which the whole is more than the sum of its parts

Front 16

Devil's advocacy

Back 16

a decision making method in which an individual or a subgroup is assigned the role of critic

Front 17

task force

Back 17

A temporary team or committee formed to solve a specific short-term problem involving several departments

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groupthink

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Back 18

A kind of thinking in which maintaining group cohesiveness and solidarity is more important than considering the facts in a realistic manner.

Front 19

Delphi technique

Back 19

A lot like brainstorming only the people participating in the meeting don't necessarily know each other. In fact, the people participating in this technique don't all have to be located in the same place and can participate anonymously. Assemble your experts, both from inside and outside the company, and ask them via a questionnaire to identify potential risks. They in turn send their responses back to you (or the facilitator of this process). All the responses are organized by content and sent back to the members for further input, additions, or comments. The participants then send their comments back one more time, and a final list of risks is compiled by the facilitator. A great tool that allows consensus to be reached very quickly. It also helps prevent one person from unduly influencing the others in the group and thus prevents bias in the outcome because the participants are usually anonymous and don't necessarily know how others in the group responded.

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punctuated equilibrium

Back 20

Pattern of evolution in which long stable periods are interrupted by brief periods of more rapid change

Front 21

groupshift

Back 21

a change in decision risk between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk