Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
57 Cards in this Set
- Front
- Back
|
Work Group
|
A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility
|
|
|
Work team
|
A group whose individual efforts result in perfromance that is greater than the sum of the individual inputs
|
|
|
Problem-soliving Teams
|
Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.
|
|
|
Self-managed Work Teams
|
Groups of 10 to 15 people who take on responsibilities of their former supervisors.
|
|
|
Cross-Functional Teams
|
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
|
|
|
Virtual Teams
|
Teams that use computer technology to tie together physcially dispersed members in order to achieve a common goal.
|
|
|
Multiteam System
|
Systems in which different teams need to coordinate their efforts to produce a desired outcome.
|
|
|
Organizational Demography
|
The degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover
|
|
|
Reflexivity
|
A team characteristic of reflecting on and adjusting the master plan when necessary
|
|
|
Mental Models
|
Team members' knowledge and beliefs about how the work gets done by the team
|
|
|
Organizational Culture
|
A system of shared meaning held by members that distinguishes the organization from other organizations.
|
|
|
Dominant Culture
|
A culture that expresses the core values that are shared by a majority of the organization's members.
|
|
|
Subcultures
|
Minicultures within an organization, typically defined by department designations and geographical separation.
|
|
|
Strong Culture
|
A culture in which the core values are intensely held and widely shared.
|
|
|
Organizational Climate
|
The shared perceptions organizational members have about their organization and work environment.
|
|
|
Institutionalization
|
A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.
|
|
|
Socialization
|
A process that adapts employees to the organization's culture.
|
|
|
Prearrival Stage
|
The period of learning in the socialization process that occurs before a new employee joins the organization.
|
|
|
Encournter Stage
|
The stage in the socialization process in which a new employee sees what the organization is really like and confornts the possibility that expectation and reality may diverge.
|
|
|
Metamorphosis Stage
|
The stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization.
|
|
|
Rituals
|
Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.
|
|
|
Material Symbols
|
What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate
|
|
|
Positive Organizational Culture
|
A culture that emphasizes building on employee strenths, rewards more than punishes, and emphasizes individual vitality and growth.
|
|
|
Workplace spirituality
|
The recognition that people have an inner life that nourishes and is nourished by meaninful work that takes place in the context of community.
|
|
|
Group
|
Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.
|
|
|
Formal Group
|
A designated work group defined by an organization's structure.
|
|
|
Informal Group
|
A group that is neither formally structured nor organizationally determed; such a group appears in response to the need for social contact.
|
|
|
Social Identity Theory
|
Perspective that considers when and why individuals consider themselves members of groups.
|
|
|
Ingroup Favoritism
|
Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same.
|
|
|
Five-Stage Group-Development Model
|
Five distinct stages groups go through: forming, storming, norming, performing, and adjourning.
|
|
|
Forming Stage
|
The first stage in group development, characterized by much uncertainty.
|
|
|
Storming Stage
|
The second stage in group development, characterized by intragroup conflict.
|
|
|
Norming Stage
|
The third stage in group development, characterized by close relationships and cohesiveness
|
|
|
Punctuated-equilibrium Model
|
A set of phases that temporary groups go through that involves transitions between inertia and activity.
|
|
|
Role
|
A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
|
|
|
Role Perception
|
An individual's view of how he or she is supposed to act in a given situation.
|
|
|
Role Expectations
|
How others believe a person should act in a given situation.
|
|
|
Psychological Contract
|
An unwritten agreement that sets out what management expects from an employee and vice versa.
|
|
|
Role Conflict
|
A situation in which an individual is confronted by divergent role expectations.
|
|
|
Norms
|
Acceptable standards of behavior within a group that are shared by the group's members.
|
|
|
Conformity
|
The adjustment of one's behavior to align with the norms of the group.
|
|
|
Reference Groups
|
Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
|
|
|
Deviant Workplace Behavior
|
Voluntary behavior that violates significant orgnizational norms and in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility.
|
|
|
Status
|
A socially defined position or rank given to groups or group member by others
|
|
|
Status Characteristics Theory
|
A theory that states that differences in status characteristics create status hierarcies within groups.
|
|
|
Social Loafing
|
The tendency for individuals to expend less effort when working collectively than when working individually.
|
|
|
Cohesiveness
|
The degree to which group members are attracted to each other and are motivated to stay in the group
|
|
|
Diversity
|
The extent to which members of a group are similar to, or different from, on another.
|
|
|
Groupthink
|
A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action
|
|
|
Groupshift
|
A change between a group's decision and an individual decision that member within the group would make; the shift can be toward either conservatism or greater wisk but it generally is toward a more extreme version of the group's original position.
|
|
|
Interacting groups
|
Typical groups in which members interact with each other face to face.
|
|
|
Brainstorming
|
An idea-generation process that specifically encourage any and all alternative while withholding any criticiam of those alternatives.
|
|
|
Nominal group technique
|
A group decision-making method in which individual meet face to face to pool their judgments in a systematic but independent fashion
|
|
|
Electronic meeting
|
A meeting in which members interact on computers and aggregation of votes
|
|
|
Performing Stage
|
The fourth stage in group development, during which the group is fully functional
|
|
|
Adjourning Stage
|
The final stage in group development for temporary groups, characterized by concern with wrapping activities rather than task performance
|
|
|
Core Values
|
The primary or dominant values that are accepted throughout the organization
|
