Organizational Behavior Test 2

Front 1

Group

Back 1

2 or more individuals interacting and interdependent who have come together to achieve objectives

Front 2

Stages of Group Development

Back 2

Forming
Storming
Norming
Performing
Adjourning

Front 3

Punctuated Equilibrium

Back 3

no work is really done untill last half of project

Front 4

External Conditions imposed on a group

Back 4

Formal rules and regulations

Front 5

Group member resources

Back 5

what they can actually bring the to group

Front 6

Cohesiveness

Back 6

the degree to which group memebers are attracted to eachother and are motivated to stay in the group
Ex. If high cohesiveness, then low productivity norms, its low productivity

Front 7

Social facilitation effect

Back 7

The mere presence of someone else in the room, effects productivity

Front 8

Group with weak leader

Back 8

high levels of conflict and low productivity

Front 9

Group shift

Back 9

Change in decision risk between the groups decision and the individual descretion that member within the group would make

Individuals are moderatly risky but as a group they tend to take more risks and listen to others opinions to justify

Front 10

Types of teams

Back 10

Self managed
Appoint group leader

Front 11

Self Ehicacy

Back 11

Belief in yourself and always increase it and your teams

Front 12

Social Loathing

Back 12

Tendency for individuals to expend less effortwhen working collectively
7-9 members perform better overall then larger or smaller teams

Front 13

Cohorts

Back 13

hold a common attribute

Front 14

Small groups

Back 14

Complete tasks faster, more effective use of facts

Front 15

Large groups

Back 15

Solve problems better, better diverse input

Front 16

Groupthink

Back 16

Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action

Front 17

Quality

Back 17

Involvement or empowerment, get employees involved in process

Front 18

Diversity

Back 18

Advantages are creativity and flexibility
Mature vs. older groups and teams

Front 19

Devient Workplace Behavior

Back 19

antisocial actions by organizational members that intentionally violate norms and result in negative consequence for organization

Front 20

4 examples of devient workplace behavior

Back 20

Production- leaving early, wasting recourses
Property- sabatoge lying about hours
Political- showing favoritism
Personal aggression- sexual harrassment

Front 21

Polarization (synergy)

Back 21

2 or more substances that result in or effect differently from individual summation

Front 22

Social facilitation affect

Back 22

tendency for performance to improve or decline in response to the presence of others

Front 23

Zimbardo

Back 23

Stanford University conducted hiring 2 dozen emotionally stable, physically healthy, law abiding studends, who scored normal average on extensive personality tests. Each student was randomly assigned the role of guard or prisoner.

Front 24

Communication

Back 24

the transfer and understanding of meaning

Front 25

Transfer

Back 25

means the message was recieved in a form that can be interpereted by the reciever

Front 26

Understanding message

Back 26

no the same as the reciever agreeing with it

Front 27

Directions of Communication

Back 27

Upward, Downward, Lateral

Front 28

Examples of employee communication

Back 28

Suggestion boxes, employee attitude surveys

Front 29

Channels (formal)

Back 29

Formal, established by the organization and transmit messages that are related to the professional activities of members

Front 30

Channels (informal)

Back 30

transmits personal or social messages in the organization, these informal channels are spontaneous and emerge as a response to individual choices

Front 31

Chain

Back 31

the most accurate way to commmunate for employees

Front 32

Rumors

Back 32

what type of situation, it could be jealosy, ambiguity, uncertainty

Front 33

Organizational Communication

Back 33

all of the patterns, network, and systems of communications within an organization

Front 34

4 Functions of communication

Back 34

Control
Motivation
Information
Emotional Expression

Front 35

Men Vs. Women communication

Back 35

Men are more direct then women

Front 36

High context Cultures

Back 36

Cultures that rely heavily on nonverble and stable situational cues to communication

Front 37

Low context cultures

Back 37

cultures that rely heavily on workds to convey meaning (U.S.A)

Front 38

Managers

Back 38

Appointed and have formal authority an can only influence to that authority

Front 39

Leaders

Back 39

Can influence others to achieve goals have managerial authority

Front 40

Trait theory

Back 40

leaders are born, not made

Front 41

Bahavioral theory

Back 41

leadership can be taught

Front 42

Contingency or situtaional theory

Back 42

leadership effectiveness depends on education

Front 43

Initiating Structure
(Ohio state)

Back 43

Extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in search for goal attainment

Front 44

Consideration
(Ohio state)

Back 44

Extent to which a leader is likely to have a job relationaship characterized by mutual trust, respect and regard for their feelings

Front 45

Employee oriented leader
(Michigan)

Back 45

emphasizing interpersonal relation; taking a personal interest in the needs of employees and accepting individual differences among others

Front 46

Production oriented
(Michigan)

Back 46

emphasizes technical or task aspects of the job

Front 47

Contigency theories
(Fielder)

Back 47

leaders style is fixed
cognitive resource theory
hersey and blanchards situational leadership money
Path goal theory
others theory

Front 48

Fiedler

Back 48

LPC least preferred coworker
proposes effective group performance depends upon the proper match between the leaders style of interacting w/ followers and to the degree to which the situation allows leaders to control and influence

Front 49

Assumptions of LPC

Back 49

-certain leaderhip style should be most effective in different types of situations
-leaders dont readily change syles
-leader member relatinship how much do you respect and trust you leader
-task structure - how routine are the duties
-position power- formal structure, where is the employee on that

Front 50

Cognitive Resource theory

Back 50

-adds cognitive resources (traits) to fiedlers model
-experience helps in stressful situtations
-intelligence contributes only in stress-free conditions, using normal problem solving behaviors

Front 51

Hersey and Blanchard

Back 51

-considers leaders behaviors (task and relationship)
-assumes leaders can change their behaviors
-considers followers as the situation
-follower task maturity (ability and experience)
-follower phycological maturity (willingness to take responsibility)

Front 52

Situational leadership theory

Back 52

contingency theory that focuses on followers readiness; the more ready the followers the more willing and able the less need for leader support and supervision

Front 53

Path Goal theory

Back 53

-leader must help followers attaining goals and reduce road blocks to success
-leaders must change behaviors to fit the situation (environmental contingencies and subordinate contingencies)

Front 54

Leader Role path - goal theory

Back 54

Uncertainty reduction
-task activities- increase task valence
-barriers- remove barriers
equals results which equals rewards and increase reward valence

Front 55

LMX leader member exchange theory

Back 55

-leaders select certain followers to be in favorites based on competence and compatibility and similarity to leader
-exchanges with these "in" followers will be higher quality than with those who are not
this resuls in less turnover

Front 56

Leadership participation model

Back 56

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

Front 57

Leadership Contingencies

Back 57

-decision significance
-importance of commitment
-leader experience
-likelihood of commitment
-group support
-group expertice
-team competence

Front 58

Transactional Leader

Back 58

leaders who guide or motivate their followers in the direction of established goals by charifying rule and task requirements
-give reward in exchange for good work

Front 59

Manage by exeption

Back 59

Active and Passive

Front 60

Transformational Leader

Back 60

- the most effective; leaders who provide the 4 I's such as:
-individualized consideration
-inspirational motivation
-idealized influence
-intellectual stimulation

Front 61

Idealized influence

Back 61

provides vision and sense of mission, intalls pride and gains respect

Front 62

Inspirational motivation

Back 62

communicates high expectations uses symbols

Front 63

Intellectual stimulation

Back 63

Promotes intelligence, rationality, careful problem solving

Front 64

Individualized consideration

Back 64

gives personal attention, treats each employee individually, coaches and advises

Front 65

Charasmatic Leadership theory

Back 65

-leaders skipping down hall
-followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors
-have a vision
-willing to take personal risks to achieve vision
-sensitive to follower needs
-exhibit behaviors that are out of the ordinary
-good for new businesses

Front 66

Authentic leaders and ethical behaviors

Back 66

-they know who they are, what they believe in and value, they act on those values openly
-followers see them as ethical

Front 67

Trust: the foundation of leadership

Back 67

a positive expectation that another wil not -through words, actions, or descisions - act opportunistically

Front 68

Challenges to leader construct

Back 68

-attribution theory of leadership
-the idea that leadership is merely an attribution that people make about other individuals

Front 69

Formalized Goals

Back 69

If the group is highly cohesive

Front 70

Implicit theory

Back 70

idea that attributions of leadership might appear to do something because of something else

Front 71

Power

Back 71

capacity that A has to influence the behavior of B so B acts in accordance with A

Front 72

Referent Power

Back 72

look to someone and what to be with like them

Front 73

Expert power

Back 73

No exact position

Front 74

Power Tactics

Back 74

ways in which individuals translate power basis into specific actions

Front 75

Dependent

Back 75

B's relationship to A's when A posseses something B requires
-Importance of the recourse to the organization scarcity of the resource

Front 76

3 bases for influence

Back 76

Phycohogical contrast
legitimate authority
power

Front 77

Legitmate

Back 77

power you have b/c of a position

Front 78

Coercive

Back 78

Power leader has to punish or control

Front 79

reward

Back 79

power to give positive benefits or rewards

Front 80

Expert

Back 80

Power from expertise

Front 81

More power =

Back 81

more assertiveness

Front 82

Political Behavior

Back 82

perception of politics, activites that are not required as part of ones formal role in th eorganization, but that influence or attempt to influence, the distribution of advantages or disadvantages within the organization

Front 83

Impression management

Back 83

process by which individuals attemp to control the impression others form of them

Front 84

Internal Locust of control

Back 84

Im the captain and I know it

Front 85

Coalitions

Back 85

clusters of individuals who temporarily come together to achieve a specific purpose

Front 86

Responses to influence

Back 86

-compliance
-resistance
-minimal compliance
-sabotage
-developing a counter force
-leaving the organizaion

Front 87

Legitimate political behavior

Back 87

normal everyday behavior

Front 88

Conflict

Back 88

process that begins when one partly percieves that another party has negatively affected, or is about to negatively affect, something that the first party cares about

Front 89

Traditional conflict

Back 89

all conflict is bad and must be avoided

Front 90

Causes

Back 90

poor communication
lack of openness
failure to respond to employee needs

Front 91

Human relations belief of conflict

Back 91

conflict is a natural and inevitable outcome in any group

Front 92

Interactionist view of conflict

Back 92

belief that conflict is not only a positive force in a group but that is is absolutely necessary for a group to person effectively

Front 93

Functionalist conflict

Back 93

conflict that supports the goals of the group and improves its performance

Front 94

Dysfunctional conflict

Back 94

conflict that hinders group performance

Front 95

The conflict process

Back 95

Stage 1 - potential opposition or incompatibility: communication and structure
Stage 2 - cognition and personalization: perceived conflict and felt conflict
Stage 3 - intentions: competing, collaborating, compromising, avoiding, accomodating
Stage 4 - Behavior: party's behavior, others reaction
Stage 5 - Outcomes: increased group performance and decreased group performance

Front 96

Percieved conflict

Back 96

awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

Front 97

Felt conflict

Back 97

emotional involvement in a conflict creating anxiety, tenseness, frustration, hostility

Front 98

Functional Outcomes from conflict

Back 98

-increased group performance
-improved quality of decisions
-stimulation of creativity and innovation
-encouragement of interest and curiosity
-provision of a medium for problem solving
-creation of an environment for self evaluation and change

Front 99

Disfunctional Outcomes from conflict

Back 99

-develpment of discontent
-reduced group affectiveness
-retarded communication
-reduced group cohesiveness
-infighting among group members overcomes group goals

Front 100

Creating Conflict

Back 100

reward dissent and punish conflict avoiders

Front 101

BATNA

Back 101

the Best Alternative To a Negotiated Agreement; lowest aceptable value to individual for negotiated agreement
Plan B

Front 102

Integrative Bargaining

Back 102

can have a win win settlement

Front 103

Negotiation process

Back 103

-preparation and planning
-definition of ground rules
-clarification and justification
-bargaining and problem solving
-closure and implementation

Front 104

Decision making

Back 104

choices made from among alternatives developed from data percieved

Front 105

Programmed desicion

Back 105

recurring issue

Front 106

Nonprogrammed decision

Back 106

unique problem

Front 107

Steps in decision model

Back 107

define problem
identify decision criteria

Front 108

Implementation

Back 108

a descision by itself changes nothing, it must be implemented

Front 109

Decision making conditions

Back 109

uncertainty
certainty
risk

Front 110

Escalation of committment

Back 110

increasing or continuing a committment to previous description despite mouting evidence that the decision may be been wrong
continuing to put more money into a failing project

Front 111

Ethical descision making

Back 111

utilitarism
rights
justice

Front 112

utilitarism

Back 112

greatest good for greatest number

Front 113

Rights

Back 113

repeating basic rights

Front 114

Justice

Back 114

enforcing rules fairly and not partially

Front 115

Creativity in decision making

Back 115

combining new ideas and unique ways or unusual

Front 116

Innovation

Back 116

turing the ideas into useful products, services, or methods

Front 117

Role of intention

Back 117

making decision on the basis of experience, feelings and accumulated judgement

Front 118

Bonded rationality

Back 118

individuals make decisions by constructing simplified models that extract the essential features from problems without campuring all their complexity

Front 119

Myth of Rationality

Back 119

good goal but not reality organizations are not emotion free