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30 Cards in this Set
- Front
- Back
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organizational behavior
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the study of actions that affect performance in the workplace
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attribution
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the process of determining why we behave certain ways
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Pygmalian effect
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how management's attitude toward workers, expectations of workers, and treatment of workers affect their performance
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recprocity
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using mutual dependence to accomplish objectives
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coalition
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an allowance of people with similar objectives who have a better chance of achieving their objectives together then alone
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dysfunctional conflict
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conflict that prevents groups from achieving their objectives
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functional conflict
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fosters disagreement and opposition that actually help achieve a group's objectives
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initiators
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people who approach other parties to resolve conflicts
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BCF statements
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describe conflicts in terms of behavior, consequences, and feelings
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mediator
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a neutral third party who help resolve conflict
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arbitrator
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a neutral third party whose decisions are binding
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group performance model
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performance is a function of organizational context group structure, group process, and group development stage
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group structure dimensions
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group type, size, composition, leadership, and objectives
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group types
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formal or informal, functional or cross-functional, and command or task
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command groups
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consist of mangers and their staffs, and they get the job done
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task groups
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composed of staff who work on a specific objective; in other words, commitee
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group composition
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the mix of members' skills and abilities
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group process
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the patterns of interactions that emerge as group member work together
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group process dimensions
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roles, norms, cohesiveness, status, decision making, and conflict resolution
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group roles
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task, maintenance, and self-interest
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group cohesiveness
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the extent to which members stick together
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status
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the perceived ranking of one member relative to other members in the group
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stages of group development
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orientation, dissatisfaction, resolution, production, and termination
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vertical communcation
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the downward and upward flow of information through an organization
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horizontal communication
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information shared between peers
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grapevine
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the flow of information through informal channels
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communication process
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the transmission of information and meaning
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message-sending process
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the steps are, (1) develop rapport, (2) state your communication objective, (3) transmit your message, (check your receiver's understanding, and (5) get a commitment and follow
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feedback
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the process of verifying messages
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message-receiving process
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includes listening, analyzing, and checking understanding
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