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119 Cards in this Set
- Front
- Back
Group
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2 or more individuals interacting and interdependent who have come together to achieve objectives
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Stages of Group Development
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Forming
Storming Norming Performing Adjourning |
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Punctuated Equilibrium
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no work is really done untill last half of project
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External Conditions imposed on a group
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Formal rules and regulations
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Group member resources
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what they can actually bring the to group
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Cohesiveness
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the degree to which group memebers are attracted to eachother and are motivated to stay in the group
Ex. If high cohesiveness, then low productivity norms, its low productivity |
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Social facilitation effect
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The mere presence of someone else in the room, effects productivity
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Group with weak leader
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high levels of conflict and low productivity
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Group shift
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Change in decision risk between the groups decision and the individual descretion that member within the group would make
Individuals are moderatly risky but as a group they tend to take more risks and listen to others opinions to justify |
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Types of teams
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Self managed
Appoint group leader |
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Self Ehicacy
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Belief in yourself and always increase it and your teams
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Social Loathing
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Tendency for individuals to expend less effortwhen working collectively
7-9 members perform better overall then larger or smaller teams |
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Cohorts
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hold a common attribute
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Small groups
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Complete tasks faster, more effective use of facts
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Large groups
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Solve problems better, better diverse input
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Groupthink
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Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action
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Quality
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Involvement or empowerment, get employees involved in process
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Diversity
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Advantages are creativity and flexibility
Mature vs. older groups and teams |
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Devient Workplace Behavior
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antisocial actions by organizational members that intentionally violate norms and result in negative consequence for organization
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4 examples of devient workplace behavior
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Production- leaving early, wasting recourses
Property- sabatoge lying about hours Political- showing favoritism Personal aggression- sexual harrassment |
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Polarization (synergy)
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2 or more substances that result in or effect differently from individual summation
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Social facilitation affect
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tendency for performance to improve or decline in response to the presence of others
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Zimbardo
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Stanford University conducted hiring 2 dozen emotionally stable, physically healthy, law abiding studends, who scored normal average on extensive personality tests. Each student was randomly assigned the role of guard or prisoner.
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Communication
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the transfer and understanding of meaning
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Transfer
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means the message was recieved in a form that can be interpereted by the reciever
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Understanding message
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no the same as the reciever agreeing with it
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Directions of Communication
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Upward, Downward, Lateral
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Examples of employee communication
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Suggestion boxes, employee attitude surveys
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Channels (formal)
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Formal, established by the organization and transmit messages that are related to the professional activities of members
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Channels (informal)
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transmits personal or social messages in the organization, these informal channels are spontaneous and emerge as a response to individual choices
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Chain
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the most accurate way to commmunate for employees
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Rumors
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what type of situation, it could be jealosy, ambiguity, uncertainty
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Organizational Communication
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all of the patterns, network, and systems of communications within an organization
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4 Functions of communication
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Control
Motivation Information Emotional Expression |
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Men Vs. Women communication
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Men are more direct then women
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High context Cultures
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Cultures that rely heavily on nonverble and stable situational cues to communication
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Low context cultures
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cultures that rely heavily on workds to convey meaning (U.S.A)
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Managers
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Appointed and have formal authority an can only influence to that authority
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Leaders
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Can influence others to achieve goals have managerial authority
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Trait theory
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leaders are born, not made
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Bahavioral theory
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leadership can be taught
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Contingency or situtaional theory
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leadership effectiveness depends on education
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Initiating Structure
(Ohio state) |
Extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in search for goal attainment
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Consideration
(Ohio state) |
Extent to which a leader is likely to have a job relationaship characterized by mutual trust, respect and regard for their feelings
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Employee oriented leader
(Michigan) |
emphasizing interpersonal relation; taking a personal interest in the needs of employees and accepting individual differences among others
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Production oriented
(Michigan) |
emphasizes technical or task aspects of the job
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Contigency theories
(Fielder) |
leaders style is fixed
cognitive resource theory hersey and blanchards situational leadership money Path goal theory others theory |
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Fiedler
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LPC least preferred coworker
proposes effective group performance depends upon the proper match between the leaders style of interacting w/ followers and to the degree to which the situation allows leaders to control and influence |
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Assumptions of LPC
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-certain leaderhip style should be most effective in different types of situations
-leaders dont readily change syles -leader member relatinship how much do you respect and trust you leader -task structure - how routine are the duties -position power- formal structure, where is the employee on that |
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Cognitive Resource theory
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-adds cognitive resources (traits) to fiedlers model
-experience helps in stressful situtations -intelligence contributes only in stress-free conditions, using normal problem solving behaviors |
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Hersey and Blanchard
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-considers leaders behaviors (task and relationship)
-assumes leaders can change their behaviors -considers followers as the situation -follower task maturity (ability and experience) -follower phycological maturity (willingness to take responsibility) |
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Situational leadership theory
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contingency theory that focuses on followers readiness; the more ready the followers the more willing and able the less need for leader support and supervision
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Path Goal theory
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-leader must help followers attaining goals and reduce road blocks to success
-leaders must change behaviors to fit the situation (environmental contingencies and subordinate contingencies) |
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Leader Role path - goal theory
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Uncertainty reduction
-task activities- increase task valence -barriers- remove barriers equals results which equals rewards and increase reward valence |
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LMX leader member exchange theory
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-leaders select certain followers to be in favorites based on competence and compatibility and similarity to leader
-exchanges with these "in" followers will be higher quality than with those who are not this resuls in less turnover |
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Leadership participation model
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a leadership theory that provides a set of rules to determining the form and amount of participative devision making in different situations
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Leadership Contingencies
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-decision significance
-importance of commitment -leader experience -likelihood of commitment -group support -group expertice -team competence |
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Transactional Leader
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leaders who guide or motivate their followers in the direction of established goals by charifying rule and task requirements
-give reward in exchange for good work |
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Manage by exeption
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Active and Passive
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Transformational Leader
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- the most effective; leaders who provide the 4 I's such as:
-individualized consideration -inspirational motivation -idealized influence -intellectual stimulation |
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Idealized influence
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provides vision and sense of mission, intalls pride and gains respect
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Inspirational motivation
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communicates high expectations uses symbols
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Intellectual stimulation
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Promotes intelligence, rationality, careful problem solving
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Individualized consideration
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gives personal attention, treats each employee individually, coaches and advises
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Charasmatic Leadership theory
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-leaders skipping down hall
-followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors -have a vision -willing to take personal risks to achieve vision -sensitive to follower needs -exhibit behaviors that are out of the ordinary -good for new businesses |
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Authentic leaders and ethical behaviors
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-they know who they are, what they believe in and value, they act on those values openly
-followers see them as ethical |
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Trust: the foundation of leadership
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a positive expectation that another wil not -through words, actions, or descisions - act opportunistically
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Challenges to leader construct
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-attribution theory of leadership
-the idea that leadership is merely an attribution that people make about other individuals |
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Formalized Goals
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If the group is highly cohesive
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Implicit theory
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idea that attributions of leadership might appear to do something because of something else
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Power
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capacity that A has to influence the behavior of B so B acts in accordance with A
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Referent Power
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look to someone and what to be with like them
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Expert power
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No exact position
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Power Tactics
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ways in which individuals translate power basis into specific actions
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Dependent
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B's relationship to A's when A posseses something B requires
-Importance of the recourse to the organization scarcity of the resource |
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3 bases for influence
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Phycohogical contrast
legitimate authority power |
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Legitmate
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power you have b/c of a position
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Coercive
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Power leader has to punish or control
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reward
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power to give positive benefits or rewards
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Expert
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Power from expertise
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More power =
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more assertiveness
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Political Behavior
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perception of politics, activites that are not required as part of ones formal role in th eorganization, but that influence or attempt to influence, the distribution of advantages or disadvantages within the organization
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Impression management
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process by which individuals attemp to control the impression others form of them
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Internal Locust of control
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Im the captain and I know it
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Coalitions
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clusters of individuals who temporarily come together to achieve a specific purpose
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Responses to influence
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-compliance
-resistance -minimal compliance -sabotage -developing a counter force -leaving the organizaion |
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Legitimate political behavior
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normal everyday behavior
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Conflict
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process that begins when one partly percieves that another party has negatively affected, or is about to negatively affect, something that the first party cares about
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Traditional conflict
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all conflict is bad and must be avoided
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Causes
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poor communication
lack of openness failure to respond to employee needs |
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Human relations belief of conflict
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conflict is a natural and inevitable outcome in any group
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Interactionist view of conflict
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belief that conflict is not only a positive force in a group but that is is absolutely necessary for a group to person effectively
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Functionalist conflict
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conflict that supports the goals of the group and improves its performance
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Dysfunctional conflict
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conflict that hinders group performance
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The conflict process
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Stage 1 - potential opposition or incompatibility: communication and structure
Stage 2 - cognition and personalization: perceived conflict and felt conflict Stage 3 - intentions: competing, collaborating, compromising, avoiding, accomodating Stage 4 - Behavior: party's behavior, others reaction Stage 5 - Outcomes: increased group performance and decreased group performance |
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Percieved conflict
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awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise
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Felt conflict
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emotional involvement in a conflict creating anxiety, tenseness, frustration, hostility
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Functional Outcomes from conflict
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-increased group performance
-improved quality of decisions -stimulation of creativity and innovation -encouragement of interest and curiosity -provision of a medium for problem solving -creation of an environment for self evaluation and change |
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Disfunctional Outcomes from conflict
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-develpment of discontent
-reduced group affectiveness -retarded communication -reduced group cohesiveness -infighting among group members overcomes group goals |
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Creating Conflict
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reward dissent and punish conflict avoiders
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BATNA
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the Best Alternative To a Negotiated Agreement; lowest aceptable value to individual for negotiated agreement
Plan B |
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Integrative Bargaining
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can have a win win settlement
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Negotiation process
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-preparation and planning
-definition of ground rules -clarification and justification -bargaining and problem solving -closure and implementation |
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Decision making
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choices made from among alternatives developed from data percieved
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Programmed desicion
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recurring issue
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Nonprogrammed decision
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unique problem
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Steps in decision model
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define problem
identify decision criteria |
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Implementation
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a descision by itself changes nothing, it must be implemented
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Decision making conditions
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uncertainty
certainty risk |
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Escalation of committment
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increasing or continuing a committment to previous description despite mouting evidence that the decision may be been wrong
continuing to put more money into a failing project |
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Ethical descision making
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utilitarism
rights justice |
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utilitarism
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greatest good for greatest number
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Rights
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repeating basic rights
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Justice
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enforcing rules fairly and not partially
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Creativity in decision making
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combining new ideas and unique ways or unusual
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Innovation
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turing the ideas into useful products, services, or methods
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Role of intention
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making decision on the basis of experience, feelings and accumulated judgement
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Bonded rationality
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individuals make decisions by constructing simplified models that extract the essential features from problems without campuring all their complexity
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Myth of Rationality
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good goal but not reality organizations are not emotion free
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