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122 Cards in this Set
- Front
- Back
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Five personality dimensions
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Conscientiousness, agreeableness, neuroticism, openness to experience, extraversion
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Internal locus of control
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less neurotic people do this, they believe their own behavior dictates events. People with internal locus of control have better health, higher mental well-being, lower blood pressure, more social support at work and stronger relationships with their supervisors
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External locus of control
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neurotic people, believe events occur around them are driven by luck, chance or fate
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accomplishment striving
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conscientious employees, desire to accomplish task-related goals as a means of expressing personality
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communion striving
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agreeable people, desire to obtain acceptance in personal relationships as a means of expressing personality
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zero acquaintance situations
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extraversion is easiest to judge in situations where two people have just met
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status striving
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extraverted people, desire to obtain power and influence within social structure
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positive affectivity
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extraverted employees, tendency to experience pleasant, engaging moods such as enthusiasm, excitement, elation
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negative affectivity
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neuroticism, tendency to experience moods such as hostility, nervousness, annoyance
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differential exposure
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neuroticism, people appraise day-to-day situations as stressful
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differential reactivity
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neurotic people are less likely to believe they can cope with stressors they experience
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Myers-Briggs Type Indicator
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created to test a theory of psychological types created by Carl Jung. Extraversion, Sensing, Thinking, Judging
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RIASEC model
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Realistic, Investigative, Artistic, Social, Enterprising, Conventional
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Hofestede's Dimensions
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Individualism-Collectivism, power distance, uncertainty avoidance, masculinity-feminity, short term vs long-term orientation
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parallel teams
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composed of members from various jobs who provide recommendations to managers about important issues that run parallel to the organizations production process
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Action teams
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I.E. sports teams work together for one season, surgical teams for one surgery, flight crews for one flight
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Five stages of team progression
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1. Forming 2.Storming 3.Norming 4.Performing 5.Adjourning
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Punctuated Equilibrium team process
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initially teams make assumptions and establish a pattern of behavior, at the midway point of the project the members realize they have to change their task paradigm to complete it on time. The new framework dominates their behavior until completion
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pooled interdependance
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lowest degree of required coordination, members complete tasks independently then work is piled up. IE fishing boat, each member has their own fishing pole and fish are thrown into large pool
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sequential interdependance
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different tasks are done in a prescribed order, the group is structured so members specialize in different tasks. 1>2>3>4>output
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reciprocal interdependence
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A=B>C=D>output
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comprehensive interdependance
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all members work together, highest level of interaction and coordination to accomplish work
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goal interdependance
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members have a shared vision, a small boat and each person has a paddle, if everyone wants to go the same direction, they'll paddle in the same direction
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outcome interdependance
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team members share the rewards that the team earns, pay, bonuses, recognition
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leader-staff teams
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leader makes decisions for the team and provides direction and control over members who perform assigned tasks
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team task roles
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orienter-establishes direction of team, devils advocate-offers challenges to teams status quo, energizer-motivates team members to work harder
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individualistic roles
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teams social climate. aggressor-puts down fellow teammates, recognition seeker-takes credit for team successes, dominator-manipulates teammates to acquire control and power
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team building roles
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social climate, harmonizer-resolves differences, encourager-praises work of teammates, compromiser-helps see alternative solutions
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disjunctive tasks
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one member of the group can answer all the questions so they have the most influence and effectiveness
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conjunctive tasks
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teams performance depends on the weakest link, the speed is dependent on the slowest member
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additive tasks
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contributions resulting from the abilities of every member add up to determine performance
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value in diversity problem-solving approach
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diversity in knowledge leads to better team performance
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similarity-attraction approach
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people are more attracted to others who are perceived as more similar
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surface-level diversity
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diversity by observable attributes, race, ethnicity, sex, age
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deep-level diversity
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diversity in attitudes, values and personality
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team viability
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likelihood that the team can work together effectively into the future
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hybrid outcome interdependence
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members receive rewards that are dependent on both their teams performance and their own performance
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process gain
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getting more from the team than you would expect according to the capabilities of its individual members
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process loss
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getting less from the team than you would expect based on capabilities
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coordination loss
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the time and energy lost by coordinating activities instead of accomplishing activities
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production blocking
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members have to wait on one another before they can do their part of the task
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motivational loss
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the loss in team productivity when team members don't work as hard as they could
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social loafing
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the feelings of reduced accountability in a team cause members to exert less effort than if they worked alone
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taskwork processes
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activities that members related directly to the accomplishment of team tasks
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nominal group technique
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brainstorming individually, then combining ideas as a group
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Factors that account for effective decisions
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decision informity, staff validity, hierarchical sensitivity
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decision informity
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whether members posses adequate information about their own task responsibilities
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staff validity
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the degree to which members make a good recommendation but fail to do so because of a lack of ability, insight, or good judgement
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hierarchical sensitivity
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the degree to which the leader weights the recommendations of the members
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Three taskwork processes
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creative behavior, decision making, boundary spanning
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boundary spanning
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three types of activities; ambassador, task coordinator, scout
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boundary spanning; ambassador activities
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communications that intend to protect the team, support the team or obtain important resources for the team
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boundary spanning; task coordinator activities
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communications intended to coordinate task-related issues
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boundary spanning; scout activities
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things team members can do to obtain information about technology, competitors or the marketplace.
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teamwork processes
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interpersonal activities that facilitate the accomplishment of the teams work but do not directly involve task accomplishment
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transition processes
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teamwork activities that focus on preparation for future work. mission analysis, goal specification
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action processes
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monitoring progress, systems monitoring, helping behavior, coordination
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interpersonal processes
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processes are important before, after or during taskwork. motivating and confidence building, affective management
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relationship conflict
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disagreements among members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences
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task conflict
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disagreements among members about the team's task, conflict could be beneficial to teams if it stimulates conversations that result in development but research shows task conflicts results in reduced team effectiveness
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information richness
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the amount and depth of information that gets transmitted in a message. face-to-face levels have the highest level.
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network structure
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the pattern of communication that occurs regularly among each member of the team
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team states
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specific feelings or thoughts that coalesce in minds of team members as a consequence of their experience working together
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groupthink
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members try to maintain harmony by striving toward consensus without ever offering, seeking or seriously considering alternative viewpoints
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potency
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the degree to which members believe the team can be effective across a variety of situations and tasks
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mental models
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the level of common understanding among team members with regard to important aspects of the team and its task
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transactive memory
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how specialized knowledge is shared among members in a manner that results in an effective system of memory for the team
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transportable teamwork competencies
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knowledge, skill and abilities that are trained to help team members develop general competencies
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cross-training
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team members are trained in the duties and responsibilities of their teammates, so members know how each person contributes to form a system
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personal clarification
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shallowest level of crosstraining, members simply receive information regarding the roles of other team members
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positional modeling
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the second level of cross-training, team members observing members doing their job
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positional rotation
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third level of cross-training, members get actual experience carrying out the responsibilities of their teammates
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team process training: action learning
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a team is given a real problem that's relevant to the organization then held accountable for analyzing the problem, developing an action plan and carrying out the action plan
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team process training: team building
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requires team members to work together to develop team processes, usually through playing paintball or whirlyball
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legitimate power
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org power: a position of authority inside the org, "formal authority", they usually have a title that show their power
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reward power
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org power: someone has control over the resources or rewards another person wants
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coercive power
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org power:someone has control over the punishments in an organization.
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expert power
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personal power: derives from a person's expertise, skill, or knowledge in which others depend
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referent power
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personal power: others have a desire to identify and be associated with a person, admiration or loyalty toward a specific individual
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substitutability
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contingency factors: the degree to which people have alternatives in accessing resources. leaders have access to resources that others don't, used to gain influence
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discretion
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contingency factors: managers have the right to make decisions on their own
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centrality
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contingency factors: how important a person's job is and how many people depend on that person
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visibility
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contingency factors: how aware others are of a leaders power and position
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rational persuasion
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use of logical arguments and hard facts to show the target that the request is worthwhile
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inspirational appeal
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influence tactic designed to appeal to the targets values and ideals
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consultation
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influence target is allowed to participate in deciding how to carry out or implement a request
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collaboration
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influence by attempting to make it easier for the target to complete the request
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ingratiation
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influence by using favors, compliments or being friendly
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personal appeals
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influence when the requestor asks for something based on personal friendship or loyalty
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exchange tactic
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influence when the requestor offers a reward or resource to the target in exchange for the request
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apprising
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influence when the requestor clearly explains why performing the request will benefit the target personally
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pressure
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influence by coercive power through threats and demands
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coalitions
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influence when the influencer enlists other people to help influence the target
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internalization
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influence response when the target of influence agrees with and becomes committed to the influence request
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compliance
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influence response when targets are willing to do what the leader asks, but they do it with a degree of ambivalence
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resistance
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influence response when the target refuses to perform the request
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organizational politics
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actions by individuals that are directed toward the goal of furthering their own self-interests
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political skill
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effectively understand others at work and use that knowledge to influence others in ways that enhance org objectives
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competing
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conflict resolution that one person gets their goals met by using coercive power
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avoiding
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conflict resolution when one party wants to remain neutral
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accommodating
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conflict resolution when one party gives in to the other and acts in a completely unselfish way, leaders use this when the issue is not important to them
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collaboration
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conflict resolution when both parties work together to maximize outcomes
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compromise
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conflict resolution when conflict is resolved through give and take concessions
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distributive bargaining
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negotiation win-lose bargaining, aka negotiating for a car
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integrative bargaining
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win-win strategy, mutual agreement between parties
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autocratic decision style
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makes the decision alone without asking for opinions
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consultative decision style
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the leader presents the problem to individual employees or a group of employees
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facilitative decision style
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the leader presents the problem to a group of employees and seeks consensus
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delegative decision style
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leader gives an individual employee or group of employees the responsibility to make a decision
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initiating structure
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leader defines and structures the roles of employees in pursuit of goal attainment
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life cycle theory of leadership
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initiating structure and consideration depends on the readiness of the employees in the work unit
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transformation leadership
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inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives
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laissez-faire
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there is no leadership
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pg497
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leadership styles
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centralization
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top managers within a company have the authority to make final decisions
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formalization
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when there are many specific rules and procedures used to standardize behaviors and decisions.
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mechanistic organizations
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efficient, rigid, predictable and standardized organizations that thrive in stable environments
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organic organizations
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flexible, adaptive, outward focused, thrive in dynamic environments
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fragmented culture
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employees are distant and disconnected from each other
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mercenary cultures
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employees think alike but arent friendly to one another
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networked cultures
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all employees are friendly but everyone thinks differently
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communal culture
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friendly employees who all think alike
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