Principles Of Organization And Management

Front 1

What are the advantages to having teams?

Back 1

Increase customer satisfaction, product and service quality, speed and efficiency in product development, employee satisfaction, cross training.

Front 2

What are the disadvantages of teams?

Back 2

Initially high turnover, social loafing, legal risks.

Front 3

When do you use teams?

Back 3

When there is a clear purpose, the job can't be done individually, team-base rewards are possible, ample resources exist, and teams have authority.

Front 4

What are the special kinds of teams?

Back 4

Cross-Functional Teams, Virtual Teams, and Project Teams.

Front 5

Employees from different functional areas.

Back 5

Cross-Functional Teams

Front 6

People are geographically in different areas, through the use of technology you are able to have these people work together.

Back 6

Virtual Team

Front 7

One time projects, specific task, limited time teams.

Back 7

Project Teams

Front 8

What are the work team characteristics?

Back 8

Norms, Cohesiveness, Size, and Conflict.

Front 9

Informally agreed-on standards of team behavior, develop over time, clarify expectations, can lead to positive and/or negative outcomes.

Back 9

Norms

Front 10

The extent to which members are attracted to the team and motivated to remain in it.

Back 10

Cohesiveness

Front 11

This kind of team retains its members, promotes cooperation, and has consistent performance.

Back 11

Cohesive teams.

Front 12

Size.

Back 12

curvilinear relationship (bell curve)

Front 13

It is normal and healthy, results from differences in opinions, when disagreements become personal rather than professional.

Back 13

Conflict - don't avoid it!

Front 14

How can teams have a "good" fight?

Back 14

Work with more, rather than less information.

Front 15

Stages of team development? (along the bell curve)

Back 15

Forming, storming, norming, performing, de-norming, de-storming, de-forming.

Front 16

getting aquainted (1st)

Back 16

forming

Front 17

personalities start to come out, start working together (2nd)

Back 17

storming

Front 18

creating roles of who does what (3rd)

Back 18

norming

Front 19

team has matured into highly functioning team (top)

Back 19

performing

Front 20

performance starts to decline (5th)

Back 20

de-norming

Front 21

comfort level of the team decreases (6th)

Back 21

de-storming

Front 22

team breaks up (last)

Back 22

de-forming

Front 23

How do you enhance work team effectiveness?

Back 23

setting team goals and priorities, selection people for teamwork, team training, team compensation and recognition

Front 24

setting team goals and priorities

Back 24

team goals enhance team performance, goals clarify team priorities, challenging team goals help team members to regulate effort.

Front 25

What is Team level?

Back 25

the average level of ability, experience, personality, or other factor of a team

Front 26

What is Team Diversity?

Back 26

differences in members ability, experience, personality, or other factor

Front 27

What types of team training are needed? (often underestimated)

Back 27

Interpersonal skills, decision making and problem solving, technical, and leadership

Front 28

The level of reward much match the level of performance T/F?

Back 28

True

Front 29

What are the two methods of team compensation and recognition?

Back 29

Gainsharing (a compensation system in which companies share financial value of performance gains such as productivity, savings or quality), and nonfinanicial rewards

Front 30

What is leadership?

Back 30

The process of influencing others to achieve group or organizational goals

Front 31

do things right, status quo, short-term, builders, problem solving

Back 31

Managers

Front 32

do the right thing, change, long-term, architects, inspiring & motivating

Back 32

Leaders

Front 33

What is trait theory?

Back 33

A leadership theory that holds that effective leaders possess a similar set of traits...and they should have emotional stability

Front 34

What is leadership behaviors?

Back 34

initiating structure (clarifies follower roles and duties), and consideration

Front 35

What is consideration?

Back 35

The extent to which a leader is friendly approachable and assertive, creating a supportive environment, employee-centered or concern for people

Front 36

Group performance = situational favorableness -> leadership style (Find leaders to match the situation)

Back 36

Fielder's Contingency Theory

Front 37

What are the elements of Adapting Leader Behavior: Hersey & Blanchard's Situation Theory?

Back 37

Worker Maturity/Readiness, Job maturity, psychological maturity

Front 38

Ability and willingness to take responsibility for one's own work behavior

Back 38

Worker maturity/readiness

Front 39

Amount of knowledge, skill, ability, and experience people possess

Back 39

Job maturity

Front 40

A person's feeling of self-confidence or self-respect

Back 40

Psychological maturity

Front 41

What are all of the Leadership Styles?

Back 41

Telling, selling, participating, delegating

Front 42

High task and low relationship, one-way communication

Back 42

Telling

Front 43

High task & high relationship, two-way communication and psychological support

Back 43

Selling

Front 44

Low task & high relationships, two-way communication and shared decision making

Back 44

Participating

Front 45

Low task & low relationship

Back 45

Delegating

Front 46

Charismatic Leadership is a type of Visionary Leadership. T/F?

Back 46

True

Front 47

Creates an exceptionally strong relationship between leader and follower

Back 47

Charismatic Leadership

Front 48

What is charismatic leadership led by?

Back 48

Articulating a clear vision, based on values, role modeling values, communication high performance expectations

Front 49

What are the types of charismatic leaders?

Back 49

Ethical Charismatic, and Unethical Charismatic.

Front 50

provide developmental opportunities, recognize follower contributions, concerned with the interests of the group

Back 50

Ethical Charismatic

Front 51

control and manipulate followers, motivated by self-interest

Back 51

Unethical Charismatic

Front 52

Generates awareness and acceptance of group's purpose and mission, gets employees to see beyond their own needs and self-interest

Back 52

Transformational Leadership (Goes beyond charismatic leadership)

Front 53

What are the Transformational Leadership Components?

Back 53

Charismatic leadership/idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

Front 54

What are the perception and communication problems?

Back 54

Basic perception, perception problems, perceptions of others, and self-perception.

Front 55

What is basic perception?

Back 55

Perception is the process by which individuals make sense of their world, and perceptual filters.

Front 56

How people experience stimuli, personality, psychology, or experience-based differences

Back 56

Perceptual filters

Front 57

What is the problem of perception?

Back 57

selective perception

Front 58

Notice and accept stimuli which are consistent with our values and beliefs, ignore inconsistent stimuli.

Back 58

Selective perception

Front 59

what are the main points of perceptions of others?

Back 59

Attribution theory, causes can be internal or external

Front 60

We have a need to understand others' behavior, we want to know the causes of others' behavior

Back 60

Attribution theory

Front 61

The behavior was voluntary or under their control, the behavior was involuntary and beyond their control

Back 61

Causes of perceptions of others can be internal or external attributions

Front 62

What is self-perception?

Back 62

We evaluate ourselves and our environment, self-serving bias

Front 63

Attribute successes to ourselves - internal, attribute failures to the environment - external

Back 63

Self-serving bias

Front 64

What are the kinds of communication?

Back 64

Formal communication channels, Informal communication channels, coaching & counseling, Nonverbal communication

Front 65

What are the Formal communication channels? (the system of official channels)

Back 65

Downward, Upward, and Horizontal communication

Front 66

What is Downward communication?

Back 66

top down

Front 67

What is Upward communication?

Back 67

Bottom up

Front 68

What is horizontal communication?

Back 68

within a level

Front 69

What is an Informal communication channel?

Back 69

Transmitting messages outside the formal communication channels, the "grapevine"

Front 70

the grapevine is an example of what form of communication channel?

Back 70

Informal

Front 71

How do you manage the grapevine?

Back 71

don't withhold information from it, don't punish those who use it, feed information into it, use as a source of information

Front 72

Coaching and Counseling is one-on-one communication. T/F?

Back 72

True

Front 73

Communication with someone for the direct purpose of improving the person's performance

Back 73

coaching

Front 74

Communication with someone about non-job related issues, issues may be affecting a person's performance

Back 74

Counseling

Front 75

What is nonverbal communication?

Back 75

Any communication that doesn't involve words (Kinesics, paralanguage)

Front 76

What kind of communication is kinesics and paralanguage?

Back 76

Nonverbal Communication

Front 77

Body and face movements

Back 77

Kinesics

Front 78

The pitch, tone, rate, volume, and speaking pattern of a person's voice

Back 78

Paralanguage

Front 79

How do you manage one-on-one communication?

Back 79

Choose the right communication medium, listen, give feedback

Front 80

The method used to deliver a message

Back 80

Communication medium

Front 81

What are communications mediums?

Back 81

oral and written

Front 82

face-to-face or video conferencing

Back 82

Oral communication

Front 83

from letters to email, good for conveying information

Back 83

Written communication

Front 84

what are the kinds of listening?

Back 84

Active listening and Emphatic listening

Front 85

How do you become and active listener?

Back 85

Clarify responses, paraphrase responses, summarize responses

Front 86

How do you clarify responses?

Back 86

ask questions to clear up ambiguities

Front 87

how do you summarize responses?

Back 87

review the speaker's main points

Front 88

How do you become an empathetic listener?

Back 88

show your desire to understand and reflect feelings

Front 89

How do you show your desire to understand to be an empathetic listener?

Back 89

listen first and then talk about what's important to the other

Front 90

How do you reflect feelings in an empathetic listening environment?

Back 90

focus on the emotional part of the message, and more than just restating words

Front 91

How do you make feedback effective?

Back 91

Give immediate feedback (dont delay, discuss performance while the memory is vivid), make feedback problem-oriented (focus on behavior not personality)

Front 92

How do you manage organization-wide communication?

Back 92

Improving transmission: Getting the message out, Improving reception: Hearing what others feel & think

Front 93

How do you improve transmission to get the message out?

Back 93

email, online discussion forums, corporate talks shows, broadcast voice mail, etc.

Front 94

how do you improve reception by hearing what others feel and think?

Back 94

company hotlines (call and leave anonymous comments), survey feedback, informal meetings with top executives