Psyc 361 Final Exam

Front 1

frustration-aggression hypothesis

Back 1

frustration leads to aggression, this was found to be too broad b/c aggression is not the only response to frustration

Front 2

justice hypothesis of workplace

Back 2

some violent acts can be understood as reactions by an employee to perceived injustice

Front 3

team

Back 3

interdependent group of individuals who work toward a common goal and share responsibility

Front 4

bullying

Back 4

harrassing, offending, socially excluding, or humiliating a subordinate repeatedly & over a long period of time

Front 5

mobbing

Back 5

target is selected and bullied by more than one person

Front 6

quality circle

Back 6

work group individuals of about 6-12 employees that meet regularly to identify work related problems & generate ideas to increase productivity or better quality

Front 7

project team

Back 7

created to solve a particular problem or set of problems and is ended after the project is completed, also known as an ad hoc committee, task force or cross functional team

Front 8

production team

Back 8

consists of front line employees that produce tangible output (cars, TVs, minerals, etc.)

Front 9

autonomous work group

Back 9

specific kind of production team that has control over a variety of functions (AT&T, Coca Cola, etc.)

Front 10

virtual team

Back 10

team with widely dispersed members connected through computers

Front 11

virtual collaboration behaviors

Back 11

used in virtual team interactions, include exchanging ideas with criticisms, agreeing on responsibilities, and meeting deadlines

Front 12

team composition

Back 12

attributes of team members, including skills, abilities, experiences, and personality characteristics

Front 13

shared mental model

Back 13

organized way to think about how the team will work; helps team members understand and predict the behavior of their teammates

Front 14

demographic diversity

Back 14

differences in observable or demographic attributes (age, gender, ethnicity)

Front 15

psychological diversity

Back 15

differences in underlying attributes such as skills, abilities, personality characteristics, attitudes, beliefs, and values

Front 16

group polarization

Back 16

tendency for groups to make more extreme decisions than individuals

Front 17

coordination loss

Back 17

reduced group performance when members expend their energy in different directions or fail to synchronize & coordinate their work

Front 18

social loafing

Back 18

reduced motivation because there is a reduced feeling of individual accountability

Front 19

cohesion

Back 19

degree to which members desire to remain in the team and are committed to group goals

Front 20

groupthink

Back 20

occurs when the group is deeply cohesive and people would rather choose something agreeable than consider alternatives

Front 21

climate

Back 21

a shared perception among employees regarding their work entity

Front 22

autocratic climate

Back 22

highly structured organization with little opportunity for individual responsibility or risk taking at the lowest levels

Front 23

democratic climate

Back 23

less structured with more opportunity for responsibility and risk taking

Front 24

culture

Back 24

system in which individuals share meanings and common ways of viewing events and objects

Front 25

climate/culture strength

Back 25

extent to which members of the organization share a perception (climate strength) or a value/belief pattern (culture strength)

Front 26

ethnocentrism

Back 26

multinational model in which values of the parent company predominate

Front 27

polycentrism

Back 27

multinational model where the values of the local company are accepted

Front 28

regiocentrism

Back 28

multinational model in which the values are a blend of the parent company and the local company

Front 29

geocentrism

Back 29

multinational model in which new corporate wide policy is developed to handle issues in a way that creates global perspective

Front 30

socialization

Back 30

process by which a new employee becomes aware of the values and procedures of an organization

Front 31

person job fit (P-J)

Back 31

extent to which skills, abilities, and interests of an individual are compatible with the demands of a job

Front 32

person organization fit (P-O)

Back 32

extent to which values of an employee are consistent with the values held by most others at the organization

Front 33

attraction-selection-attrition model

Back 33

organizations and individuals undergo a process of jointly assessing probable fit based mostly on personality characteristics, goal is to make workplace more homogeneous