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89 Cards in this Set
- Front
- Back
group
|
two or more individuals engaged in social interaction in social interaction to achieve some goal |
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team
|
interdependent workers with complementary skills working toward a shared goal |
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roles
|
patterns of behavior that are adapted based on expectations about the functions of a position |
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role expectations |
beliefs concerning the responsibilities and requirements of a particular role |
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role differentiation |
the process by which group members learn to perform various roles |
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group work roles |
related to getting the job done; i.e. info giver, procedural technician, evaluator-critic |
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group building and maintenance roles |
deals with the maintenance of interpersonal relations among group members; i.e. encourager, harmonizer and compromiser |
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self-centered roles |
involves satisfying personal rather than group goals; i.e. recognition seeker, aggressor and help-seeker |
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role ambiguity |
a sense of uncertainty over the requirements of a particular role |
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role conflict |
conflict that results when the expectations associated with one role interfere with the expectations concerning another role |
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norms |
rules that groups adopt governing appropriate and inappropriate behavior for members |
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organizational socialization |
the process by which new employees learn group roles and norms and develop specific work skills and abilities |
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conformity |
the process of adhering to group norms |
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cohesiveness |
the degree of attraction among group members |
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we-they feeling |
intragroup cohesiveness created by the existence of a common threat, which is typically another group |
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group efficacy |
a group's shared belief that they can attain organizational outcomes |
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reciprocity rule |
the tendency for persons to pay back those to whom they are indebted for assistance |
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task interdependence |
the degree to which an individual's task performance depends on the efforts or skills of others |
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social loafing |
the phenomenon whereby individuals working in groups exert less effort than when working alone |
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competition |
the process whereby group members are pitted against one another to achieve individual goals |
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conflict |
behavior by a person or group intended to inhibit the attainment of goals by another person or group |
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dominating (forcing) |
a conflict resolution strategy of persisting in a conflict until one party attains personal goals at the expense of other's |
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accommodation |
a conflict resolution strategy of making a sacrifice to resolve a conflict |
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compromise |
a conflict resolution strategy in which both parties give up some of their goals |
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collaboration |
a conflict resolution strategy in which the parties cooperate to reach a solution that satisfies both |
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avoidance |
withdrawing from or avoiding a conflict situation |
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superordinate goal |
a goal that two conflicting parties are willing to work to attain |
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autocratic decision making |
a process by which group decisions are made by the leader alone, based on info the leader possesses |
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consultative decision making |
when the leader solicits info from group members to assist in reaching a solution, but still holds final say |
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democratic decision making |
a strategy by which decisions are made by the group members based on majority-rule voting |
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consensus |
decision making based on 100% member agreement |
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brainstorming |
a group process generating creative ideas or solutions through a noncritical and nonjudgmental process |
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groupthink |
a syndrome characterized by a concurrence-seeking tendency that overrides the ability of a cohesive group to make critical decisions |
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group polarization |
the tendency for groups to make decisions that are more extreme than those made by individuals |
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self-managing work teams |
teams that have complete responsibility for whole tasks |
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leadership |
ability to guide a group toward the achievement of goals |
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universalist theories |
theories that look for the major characteristics common to all effective leaders |
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great man/women theory |
a universalist theory of leadership that maintains that great leaders are born, not made |
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traits |
enduring attributes associated with an individual's makeup or personality |
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trait theory |
attempts to discover the traits shared by all effective leaders |
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behavioral theories of leadership |
theories derived from studies at Ohio State and Michigan State that focus on the behaviors common to effective leaders |
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initiating structure |
leader behaviors that define, organize, and structure the work situation |
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consideration |
leader behaviors that show a concern for the feeling, attitudes and needs of followers |
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task-oriented behaviors |
leader behaviors focused on the work task |
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relationship-oriented behaviors |
leader behaviors focused on maintaining interpersonal relationships on the job |
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Leadership Grid |
an application of the findings from the behavioral theories of leadership that stresses that effective leaders should be both task-oriented and relationship-oriented |
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contingency theories |
theories that look at the interaction of characteristics of both the leader and the situation |
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Fieldler's contingency model |
a leadership theory that maintains that effective leadership depends on a match between the leader's style and the degree to which the work situation gives control and influence to the leader |
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least preferred coworker (LPC) |
a measure that assesses leader's task or relationship orientation by having them rate their most difficult fellow worker |
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leader-member relations |
the quality of the relationship between leader and followers |
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task structure |
an assessment of how well elements of the work task are structured |
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position power |
a leader's authority to punish or reward followers |
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path-goal theory |
states that a leader's job is to help the work group achieve their desired goals |
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directive behavior |
leader behavior that provides instructions and suggestions for performing a job |
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achievement-oriented behavior |
leader behavior concentrated on particular work outcomes |
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supportive behavior |
leader behavior focusing on interpersonal relationships and showing concern for workers' well-being |
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participative behavior |
leader behavior that encourages members to assume an active role in group planning and decision making |
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decision-making model |
a theory that matches characteristics of the situation with leader decision-making strategies |
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leader-member exchange model (LMX) |
a theory that effective leadership is determined by the quality of the interaction between the leader and particular group members
|
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charismatic leadership theory |
states that leaders possess some exceptional characteristics that cause followers to be loyal and inspired |
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transactional leadership |
leadership based on some transaction, such as exchanging money for work |
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transformational leadership |
focuses on the leader's ability to provide shared values and a vision for the future for the work group |
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shared leadership |
where leadership is shared among the group members rather than begin centralized in one person |
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organizational structure |
refers to the arrangement of positions in an organization and the authority and responsibility relationships among them |
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chain of command |
the number of authority levels in an organization |
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span of control |
the number of workers who must report to a single supervisor |
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functional structure |
an organizational structure that divides then organization into departments based on the functions or tasks they perform |
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divisional structure |
an organizational structure that divides the organization according to types of products or customers |
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centralization |
the degree to which decision-making power rests at the upper levels of the organizational hierarchy |
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decentralization |
the process of taking the decision-making authority away from the top levels of the organization and distributing it to lower levels |
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bureaucracy |
a traditional organizational structure typified by a well-defined authority hierarchy and strict rules governing work behavior |
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line-staff organizational structure |
a traditional organizational structure composed of one group of employees who achieve the goals of the organization (the line) and another group who support the line (staff) |
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line |
employees in an organization who are engaged directly in tasks that accomplish its goals |
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staff |
specialized employee positions designed to support the line |
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team organization |
a nontraditional organizational structure consisting of a team of members organized around a particular project or product |
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project task force |
a nontraditional organization of workers who are assembled temporarily to complete a specific job or project |
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matrix organization |
an organizational design that blends function and product structures |
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differentiation |
the complexity of an organization's structure that is based on the number of units, the orientations of mangers and the goals and interests of member |
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integration |
the amount and quality of collaboration among the divisions of an organization |
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organizational culture |
the shared values, beliefs, assumptions, and patterns of behavior within an organization |
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organizational development |
the process of assisting organizations in preparing for and managing change |
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change agent |
name for an OD practitioner, referring to the person's role as a catalyst who helps organizations through the process of change |
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action research |
an OD methodological model that applies social science research methods to collecting relevant organizational data that are used for solving organizational problems |
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survey feedback |
an OD technique whereby the consultant works with the organization to develop and administer a survey instrument to collect data that are fed back to organizational members and used as the starting point for change |
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t-groups (sensitivity training) |
an OD technique that uses unstructured group interaction to assist workers in achieving insight into their motivations and behavior patterns in dealing with other organizational members |
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team building |
an OD technique in which teams of workers discuss how to improve team performance by analyzing group interaction |
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process consultation |
an OD technique in which a consultant helps a client-organziation study its problems objectively and learn to solve them |
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management by objectives (MBO) |
a goal-setting OD technique in which supervisors and subordinates jointly set performance goals; at the end of the goal period, their attainment is evaluated and new goals are set |
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quality circles |
small groups of volunteer employees from the same work area who meet regularly to solve work-related problems |