Mgmt 371 - Chapter 11

Front 1

a group determined by the organization chart and composed of individuals who report directly to a given manager

Back 1

Command groups

Front 2

groups brought together to complete a specific job task, usually a temporary group

Back 2

Task groups

Front 3

groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others' jobs

Back 3

Cross functional teams

Front 4

groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities, such as hiring, planning and scheduling, and performance evaluations

Back 4

Self-managed teams

Front 5

a group that is defined by the organization's structure and has designated work assignments and tasks

Back 5

Formal groups

Front 6

groups independently formed to meet social needs of members

Back 6

Informal groups

Front 7

different sets of expectations for how different individuals should behave

Back 7

Roles

Front 8

prohibits employment discrimination based on race, color, religion, sex and national origin.

Back 8

Title VII of Civil Rights Act of 1964

Front 9

prohibits employment discrimination against persons 40 years of age or older.

Back 9

ADEA - Age Discrimination in Employment Act

Front 10

prohibits, under certain circumstances, discrimination based on disability.

Back 10

ADA - Americans with Disabilities Act

Front 11

The stages of group development are:
a. Forming, Storming, Norming, Performing, Adjourning
b. Storming, Norming, Performing, Adjourning, Forming
c. Forming, Storming, Performing, Norming, Adjourning
d. Forming, Performing, Storming, Norming, Adjourning

Back 11

a. Forming, Storming, Norming, Performing, Adjourning

Front 12

the job-related Knowledges, Skills, Abilities, and Other characteristics that an applicant must have
to perform successfully in the position.

Back 12

KSAOs

Front 13

measure acquired knowledge and “hard” technical skills, e.g., knowledge of
accounting principles or the ability to create and manage Microsoft Access databases

Back 13

Technical KSAOs

Front 14

measure “soft” skills – the attitudes and approaches applicants take to their
work, such as the ability to collaborate on team projects or the ability to communicate orally with a
broad range of individuals

Back 14

Behavioral KSAOs

Front 15

shared beliefs about how people should think and behave

Back 15

Norms

Front 16

the extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group

Back 16

Groupthink

Front 17

The following are all types of teams except:

a. Management teams
b. Problem-solving teams
c. Self-managed work teams
d. Cross functional teams
e. Virtual teams

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a. Managerial teams

Front 18

the perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks

Back 18

Conflict

Front 19

team of employees from the same department and functional area involved in efforts to solve specific problems

Back 19

Problem-solving team

Front 20

team of a formal group of employees who operate without a manager and are responsible for a complete work process or segment

Back 20

self-managing work team

Front 21

a hybrid grouping of individuals who are experts in various specialties and who work together on various tasks

Back 21

cross-functional teams

Front 22

teams that use computer technology to link physically dispersed members in order to achieve a common goal

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Virtual teams

Front 23

Have good communication systems.
Possess effective negotiating skills.
Have appropriate leadership. Have internally and externally supportive environments.

Back 23

What makes teams effective?

Front 24

Have a clear understanding of their goals.
Have competent members with relevant technical and interpersonal skills.
Exhibit high mutual trust among each other.

Back 24

What makes teams effective?

Front 25

Stephen Baker's Managing by the Numbers talks about compiling data about employees in order to better match them to appropriate jobs and coworkers

Back 25

Yep

Front 26

three factors play a major role in determining group effectiveness
1. task interdependence - how closely group members work together
2. outcome interdependence - how performance is rewarded
3. potency – members’ belief that the group can be effective

Back 26

Group effectiveness article - She and Guzzo

Front 27

T/F?

Potency is the collective belief of group members that the group can be effective.

Back 27

True -

from shea and guzzo - group effectiveness article

Front 28

the phenomenon of people making less effort to achieve a goal when they work in a group than when they work alone.

Back 28

Social loafing

Front 29

to idle one's time away

Back 29

loafing

Front 30

The patterns of informal connections among individuals within groups

Back 30

Social networking

Front 31

OB

Back 31

Organizational Behavior

Front 32

The actions of people at work

Back 32

OB - Organizational Behavior

Front 33

Attitudes, personality, perception, learning, and motivation

Back 33

Individual behavior focus of OB

Front 34

Norms, roles, team building, leadership, and conflict

Back 34

Group focus of OB

Front 35

Structure, culture, and human resource policies and practices

Back 35

Organizational focus of OB

Front 36

A performance measure of both efficiency and effectiveness of an employee

Back 36

Employee productivity

Front 37

The failure to report to work when expected

Back 37

Absenteeism

Front 38

1. The voluntary and involuntary permanent withdrawal from an organization

Back 38

Turnover

Front 39

1. Discretionary behavior that is not a part of an employee’s formal job requirements, but which promotes the effective functioning of the organization

Back 39

OCB - Organizational Citizenship Behavior

Front 40

1. The individual’s general attitude toward his or her job

Back 40

job satisfaction

Front 41

1. Any intentional employee behavior that has negative consequences for the organization or individuals within the organization.

Back 41

Misbehavior

Front 42

i. Deviance
ii. Aggression/Bullying
iii. Antisocial behavior
iv. Violence

Back 42

Types of misbehavior

Front 43

1. Attitudes
2. job satisfaction
3. Job involvement
4. Organizational commitment
5. perceived organizational support
6. personality

Back 43

Psychological Factors Affecting Behaviors

Front 44

2) Key points of the theory:
 There are differences in personalities.
 There are different types of jobs.
 Job satisfaction and turnover are related to the match between personality and job for an individual.

Back 44

i. Personality-Job Fit Theory (Holland)

Front 45

i. Self-awareness: knowing what you’re feeling
ii. Self-management: managing emotions and impulses
iii. Self-motivation: persisting despite setbacks and failures
iv. Empathy: sensing how others are feeling
v. Social skills: handling the emotions of others

Back 45

Dimensions of Emotional Intelligence (EI)

Front 46

1. Anger
2. Fear
3. Sadness
4. Happiness
5. Disgust
6. Surprise

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Universal emotions

Front 47

 Are sensitive to external cues and behave differently in different situations.
 Can present contradictory public persona and private selves—impression management.

Back 47

high self-monitors

Front 48

1) An individual’s ability to adjust his or her behavior to external, situational factors.

Back 48

self-monitoring

Front 49

persons who believe that they control their own destiny.

Back 49

Internal locus:

Front 50

persons who believe that what happens to them is due to luck or chance.

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External locus:

Front 51

 The degree to which an individual is pragmatic, maintains emotional distance, and seeks to gain and manipulate power—ends can justify means.

Back 51

Machiavellianism (Mach)

Front 52

Includes:
1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional stability
5. Openness to experience

Back 52

The Big-Five Model

Front 53

1) Measures the personality of an individual using four categories:
 Social interaction: Extrovert or Introvert (E or I)
 Preference for gathering data: Sensing or Intuitive (S or N)
 Preference for decision making: Feeling or Thinking (F or T)
 Style of decision making: Perceptive or Judgmental (P or J)

Back 53

MBIT - Myers Briggs Type Indicator

Front 54

i. The unique combination of emotional, thought and behavioral patterns that affect how a person reacts and interacts with others.

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Personality

Front 55

A. How the actions of individuals are perceived by others depends on what meaning (causation) we attribute to a given behavior.

Back 55

attribution theory

Front 56

different behaviors in different situations

Back 56

1. Distinctiveness:

Front 57

behaviors similar to others in same situation

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2. Consensus:

Front 58

regularity of the same behavior over time

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3. Consistency:

Front 59

i. The tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors.

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fundamental attribution theory

Front 60

i. The tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors.

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self-serving bias

Front 61

i. Forming a general impression of a person on the basis of a single characteristic of that person.

Back 61

halo effect

Front 62

i. Behavior that is rewarded (positively reinforced) is likely to be repeated.
ii. Behavior that is punished or ignored is less likely to be repeated.

Back 62

Operant conditioning

Front 63

global norms, including the need for nutrition, safety, etc

Back 63

hypernorms

Front 64

the willingness to conform publicly in order to attain social reward and avoid social punishment.

Back 64

Asch study

Front 65

The formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioral motivator.
Formal status systems are effective when the perceived ranking of an individual and the status symbols accorded that individual are congruent.

Back 65

Status system

Front 66

the willingness to conform publicly in order to attain social reward and avoid social punishment.

Back 66

Asch studies

Front 67

Complete tasks faster than larger groups.
Make more effective use of facts.

Back 67

Small groups

Front 68

Solve problems better than small groups.
Are good for getting diverse input.
Are more effective in fact-finding.

Back 68

Large groups

Front 69

Generates more complete information and knowledge
Generates more diverse alternatives
Increases acceptance of a solution
Increases legitimacy of decision


These are advantages of what?

Back 69

Group decision making

Front 70

Time consuming
Minority domination
Pressures to conform
Ambiguous responsibility

Disadvantages of what?

Back 70

Group decision making

Front 71

a group decision making technique in which group members are persented with a problem, each member independently writes down his or her ideas on the problem, then presents one idea to the group until all ideas have been prevent. Only then does discussion take place.

Back 71

NGT - Normal group technique

Front 72

NGT

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Normal Group technique

Front 73

an idea generating process that encourages alternatives while withholding criticism

Back 73

Brainstorming

Front 74

decision making groups that interact by using linked computers

Back 74

electronic meetings

Front 75

three things that increase creativity

Back 75

1. Electronic meetings
2. Brainstorming
3. NGT - normal group technique

Front 76

Forcing
Avoiding
Compromising
collaborating
Accomodating

Forms of what?

Back 76

conflict management techniques

Front 77

Team or group?

leadership role is shared
accountable to self and (team/group)
Work is done collectively
Open-ended discussion and collaborative problem-solving
performance measured directly by evaluating collective work output
work decided upon together, and done together

Back 77

Team

Front 78

Team or group?

One leader in charge
Accountable only to self
Purpose is the same as organization's
Work done individually
Efficient meetings, no open-ended discussion and no collaborative problem-solving
Performance measured by its influence on others
Group leader decides work and delegates it to members

Back 78

Group

Front 79

Drawbacks of what?

Dislike team members
Mistrust team members
Stereotyping
communication problems
stress and tension

Back 79

Global teams

Front 80

benefits of what?

greater diversity of ideas
limited groupthink
increased attention to understanding others

Back 80

Global teams

Front 81

Relationships can help or hinder team effectiveness.
Relationships improve team goal attainment and increase member commitment to the team

Back 81

Importance of social networks