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91 Cards in this Set
- Front
- Back
Group |
A collection of two or more individuals who share normsand goals and have a common identity. |
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Forming |
Stage 1 of 5 in Tuckman's model of groupdevelopment. Members get to know each other and the task. |
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Storming |
Stage 2 of 5 in Tuckman's model of group development. Members test the limits of the leader and others, as wellas their own power and influence. |
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Norming |
Stage 3 of 5 in Tuckman's model of group development. Group norms, procedures, and goals are established,and individual roles are defined. |
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Performing |
Stage 4 of 5 in Tuckman's model of group development. The group has moved on from definitions to solvingproblems and achieving goals. |
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Adjourning |
Last stage in Tuckman's model of group development. The group completes its tasks and disbands. |
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Role |
A set of expected behaviors for a given position. |
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Task roles |
Roles that enable the group to define and pursue common goals(e.g., initiator, coordinator, and recorder). |
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Initiator |
Task role that suggests new goalsor ideas |
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Coordinator |
Task role that pulls together ideasand suggestions |
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Recorder |
Task role that reports discussionsand results |
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Harmonizer |
Task role that mediates conflictamong members |
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Gatekeeper |
Task role that monitors andencouragesparticipation |
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Maintenance roles |
Roles like the harmonizer and gatekeeper, fosterconstructive interpersonal relationships. |
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Role ambiguity |
Uncertainty about the expectations, behaviors,and consequences associated with a specific role. |
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Role conflict |
When group members feel that they are responsiblefor multiple incompatible roles. |
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Role overload |
When a group member’s role becomes toodemanding. |
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Norms |
Shared attitudes that guide behavior across situations,such as cleaning the office coffee machine after use or bringing abriefcase to work. |
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Asch effect |
A threat to group effectiveness. When people go along with a group's opinionregardless of what they think as individuals. |
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Groupthink |
An unwillingness to critically evaluate alternatives toideas the group favors in order to preserve harmony. A threat to group effectiveness. |
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Social loafing |
The tendency for people to exert less effort whenthey are in a group. A threat to group effectiveness. Social loafing is one reason groupsare sometimes less productivethan the combined performance oftheir members working asindividuals. |
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Team |
A special type of group, in which members hold themselvesmutually accountable for a common purpose, goals, and approach. |
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Three types of team tasks |
Production Tasks, Idea-generation tasks & Problem-solving tasks |
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DistinguishingCharacteristics of Teams |
High Cohesiveness Shared rewards Interdependence Collective work products Shared, participatory leadership |
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Production tasks |
Tasks that involve making something, such as a building,product, or marketing plan. |
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Idea-generation tasks |
Tasks that include brainstorming a new direction orcreating a new process. |
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Problem-solving tasks |
Tasks that require coming up with action plans andmaking decisions. |
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Task interdependence |
The mutual dependence betweenindividuals carrying out a task. There are three levels: Pooled, Sequential & Reciprocal Interdependence. |
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Pooled interdependence: |
The lowest level of interdependenceoccurs when members make separate contributions to acommon output. |
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Sequential interdependence |
When the output of one memberbecomes the input of another. |
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Reciprocal interdependence |
The highest level ofinterdependence is when members work together on inputs. |
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Advice team |
Created to make proposals or recommendations formanagerial decisions. |
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Production team |
Performs day-to-day operations and providesproducts or service (e.g., car assembly or customer service team). |
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Project team |
Devoted to creative problem-solving usingspecialized knowledge. |
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Action Team |
Highly specialized to carry out specific actions ondemand. |
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Self-managed teams |
Team in which members plan and manage their day-to-day activities without direct supervision. |
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Virtual team |
A team that, on account of geographic separation,convenes online. They can be flexible and efficient, but may alsoface difficulties in fostering social bonding and trust. |
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Boundary-spanning roles |
Roles that connect the team to thelarger organization. |
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Four Components of Effective Teamwork |
1- Cohesiveness 2- Cooperation 3- Communication 4- Trust |
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Cohesiveness - 2 types |
A feeling that binds team members to each other—improves performance. 2 types: 1- Socio-emotional cohesiveness: Based on emotional satisfaction. Members stick together because they enjoy each others' company. 2- Instrumental cohesiveness: A sense of togetherness based on mutual dependency needed to get the job done. |
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Value of interactions ranked |
1- face to face 2- phone or videoconference 3- email or texting |
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Cooperation |
Team members should work together, rather thanagainst each other, to achieve common goals. Cooperation issuperior to competition and individual efforts in promotingproductivity. |
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Communication |
According to recent research, this is the mostimportant predictor of a team's success. What matters specificallyis how team members communicate, rather than what theycommunicate. |
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Most productive teams- communication |
Members have the most valuable interactions outside formalmeetings.Each member communicates to the same extent with all othermembers. |
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Trust |
Reciprocal faith in others' intentions and behaviors. Whenyou're on a successful team, you trust that the other members willwork as hard as you do. |
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Ways to Build & Maintain Trust |
Communication- inform others about progress and problems Support- provide advice for others' ideas Respect- include others in decision-making Fairness- provide objective and impartial reviewsPredictability-keep expressed & implied promises Competence- show good business sense, be professional |
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Organizational structure |
Specifies how roles andresponsibilities are coordinated within a company: which employees work with eachother, who reports to whom, and how. |
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Departmentalization |
determines how an organization groups itsemployees together. There are two main ways organizations canarrange their departments: Functional structure & Divisional structure |
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Functional structure |
Activities are grouped by specialized skills(e.g., customer service department). |
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Divisional structure |
Departments are organized by customerregion, specific services, or unique products (e.g., car vs. truckdivisions). |
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Standard Operating Procedure (SOP) |
Step-by-step instructionsfor how tasks are done. |
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Formalization |
The extent to which employees are governed byrules and regulations. |
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Centralization |
The extent to which decision-making authority isconcentrated at an organization's higher levels. |
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Levels of hierarchy can differ by |
Span of control: How many employees report to a singlemanager. Height: tall (smaller span of control) vs. flat (greater span ofcontrol). |
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Matrix Organization |
A combination of functional and divisionalstructures. It pools employees from different departments to formproject or product teams.Three types of boundaryless organization: 1. Modular organizations 2. Strategic alliances 3. Self-managing teams |
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Three types of boundaryless organization: |
1. Modular organizations eliminate boundaries with suppliers.2. Strategic alliances see competitors collaborate on a mutuallybeneficial area.3. Self-managing teams perform day-to-day activities withoutdirect supervision. |
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Learning organization |
A structure that institutionalizes thecreation, acquisition, and transfer of knowledge. |
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Virtual organization |
A network of independent contractors ororganizations, linked by technology. |
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five major external forces for change |
1. Workforce demographics (e.g., age and education)2. Technology (e.g., new devices and ideas)3. Market conditions (e.g., number of competitors; health ofgreater economy)4. Globalization (e.g., rise of overseas suppliers and competitors)5. Social values (e.g., if customers care about animal rights, soshould company) |
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Organizational effectiveness criteria to assess a company's performance |
1. Goal accomplishment 2. Resource acquisition (raw materials, capital, and expertise) 3. Internal processes (indicators like job satisfaction) 4. Strategic constituencies satisfaction (meeting theexpectations of key stakeholders, such as investors andemployees) |
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Organizational decline |
A decrease in a company’s resource base(money, customers, talent, and innovations). |
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Differentiation |
1 of 2 structural forces that influence organizations: The division of labor that causes differences inspecialists' behavior and perspectives. Too much differentiationcan create inefficiency, miscommunication, and conflict. |
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Integration |
1 of 2 structural forces that influence organizations: The coordination of specialists to achieve acommon goal. Integration strategies (e.g., the formation of matrixstructures) are designed to offset the problems posed bydifferentiation. |
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Mechanistic structures |
Structures that are highly formalized and centralized, rigid bureaucracies (e.g., McDonald’s Swiss watch-like operations). |
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Organic structures |
Flexible structures with lowformalization and centralization (e.g., 3M uses them to encourageentrepreneurial behavior and innovation). |
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Change management |
The management ofchange within an organization. It depends on the cooperation ofemployees. When change is mismanaged, it’s likely that: The chances of achieving corporate goals are reduced.Employee retention is lowered.Money and resources are wasted. |
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Lewin's three-stage change model |
A three-stage model forcarrying out organizational change: 1. Unfreezing: ensure that employees are ready for and open tochange. 2. Change: execute the change. 3. Refreezing: reinforce changes until they become the norm. |
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Kotter's eight-steps to leading change |
An extension of Lewin'schange model. The steps fall within Lewin’s three stages. 1- Unfreeze= (1. Create a sense of urgency.2. Build a coalition.3. Create a vision for change.4. Communicate a plan for change.) 2- Change= (5. Eliminate obstacles to change.6. Create small wins. 7. Build on change.) 3- Refreeze= (8. Make change a part of culture.) |
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Organizational identity |
Organizational identity: a set of shared values and beliefs thatunderlie a company's identity and guide employee behavior. Itprovides members with an idea of what the company represents,and helps them understand their role within the organization. |
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There are three layers of organizational culture |
1. Basic assumptions: organizational values that have becomeentrenched. Employees take them for granted and are unawareof them. 2. Values: Professed, enduring beliefs that serve as a company'sbehavioral compass. 3. Artifacts: Visible, tangible elements. These include thecompany's physical layout, symbols, and traditions. |
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Espoused Values vs. Enacted Values |
a. Espoused values are communicated by management. b. Enacted values are what employees actually do. |
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Competing values framework (CVF) |
One of the most influentialframeworks used to categorize culture, it proposes thatorganizations can be assessed along two axes: direction of focusand degree of control. |
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Clan cultures |
Depending on its values, an organization falls into one of fourarchetypes: Clan cultures create collaborative, family-like environments,and invest in their employees. |
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Adhocracy cultures |
Depending on its values, an organization falls into one of fourarchetypes: Adhocracy cultures foster innovation and adapt quickly tomarket changes. |
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Market cultures |
Depending on its values, an organization falls into one of fourarchetypes: Market cultures deliver results by any means necessary. |
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Hierarchy cultures |
Depending on its values, an organization falls into one of fourarchetypes: Hierarchy cultures favor formalization, standardizing, andoptimizing internal processes. |
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Organizational culture profile (OCP) |
A framework used to assesscompanies in preparation for a culture change or a merger. Itproposes that organizational culture is represented by sevenvalues: -stable cultures, innovative cultures, aggressive cultures, outcome-oriented cultures, people-oriented cultures, team-oriented cultures & detail-oriented cultures |
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Stable cultures |
Cultures are highly structured to produce constant levels of output. |
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Innovative cultures |
Optimize adaptability and encourage risk-taking. |
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Aggressive cultures |
are driven to beat rivals by any meansnecessary. |
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Outcome-oriented cultures |
cultures that emphasize achievement andresults. |
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People-oriented cultures |
are fair and respectful of individualrights. |
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Team-oriented cultures |
Collaborative and cooperative cultures. |
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Detail-oriented cultures |
Detail-oriented cultures are precise and meticulous. |
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Service cultures |
Service cultures train their employees to serve customers throughempowerment and cross-training. |
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Safety cultures |
Safety cultures increase employee morale and retention. |
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Founder values |
The beliefs and attitudes of a company'sfounder(s). A company's culture is largely shaped by these values,especially early on. |
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Attraction-selection-attrition |
Companiestend to attract and select job seekers who fit their culture, andculture mismatches will leave through attrition. |
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Onboarding |
The process by which new hires are introduced tothe company's business practices and values. |
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Leadership |
Leadership also plays an important role in maintainingorganizational culture. Leaders model appropriate behavior totheir employees. |
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Rewards systems |
Leadership can further maintain organizational culture through theuse of rewards systems to enforce ideal behaviors and outcomes. |