Psyc 361 Exam 3

Front 1

frustration-aggression hypothesis

Back 1

argues that frustration leads to aggression; ultimately found to be too broad- aggression was only one possible response to frustration and not everyone responded to frustration with aggression

Front 2

justice hypothesis of workplace violence

Back 2

proposes that some violent acts can be understood as reactions by an employee against perceived injustice

Front 3

bullying

Back 3

harassing, offending, socially excluding, or assigning humiliating tasks to a person of subordinate status repeatedly and over a long period of time

Front 4

mobbing

Back 4

situation in which a target is selected and bullied by a group of people rather than an individual

Front 5

team

Back 5

interdependent collection of individuals who work together toward a common goal and who share responsibility for specific outcomes for their organizations

Front 6

quality circle

Back 6

work group arrangement that typically involves 6 to 12 employees who meet regularly to identify work-related problems and generate ideas to increase productivity or product quality

Front 7

project team

Back 7

created to solve a particular problem or set of problems and is disbanded after the project is completed or the problem is solved; also called an ad hoc committee, a task force, or a cross-functional team

Front 8

production team

Back 8

consists of front-line employees who produce tangible output

Front 9

autonomous work group

Back 9

specific kind of production team that has control over a variety of functions, including planning shift operations, allocating work, determining work priorities, performing a variety of work tasks, and recommending new hires as work group members

Front 10

virtual team

Back 10

team that has widely dispersed members working together toward a common goal and linked through computers and other technology

Front 11

virtual-collaboration behaviors

Back 11

used in virtual team interactions that include exchanging ideas without criticism, agreeing on responsibilities, and meeting deadlines

Front 12

virtual-socialization skills

Back 12

used in virtual team interactions that include soliciting team members' feedback on the work process used to accomplish team goals, expressing appreciation for ideas and completed tasks, and apologizing for mistakes

Front 13

virtual-communication skills

Back 13

used in virtual team interactions that include rephrasing unclear sentences or expressions so that all team members understand what is being said, acknowledging the receipt of messages, and responding within one business day

Front 14

input-process-output model of team effectiveness

Back 14

provides links among team inputs, processes, and outputs, thereby enabling an understanding of how teams perform and how to maximize their performance

Front 15

team composition

Back 15

the attributes of team members, including skills, abilities, experiences, and personality characteristics

Front 16

shared mental model

Back 16

organized way for team members to think about how the team will work; helps team members understand and predict the behavior of their teammates

Front 17

demographic diversity

Back 17

difference in observable attributes or demographic characteristics such as age, gender, and ethnicity

Front 18

psychological diversity

Back 18

differences in underlying attributes such as skills, abilities, personality characteristics, attitudes, beliefs, and values; may also include functional, occupational, and educational backgrounds

Front 19

norms

Back 19

informal and sometimes unspoken rules that teams adopt to regulate members' behavior

Front 20

coordination loss

Back 20

reduced group performance that occurs when team members expend their energies in different directions or fail to synchronize or coordinate their work

Front 21

social loafing

Back 21

reduced motivation and performance in groups that occurs when there is a reduced feeling of individual accountability or a reduced opportunity for evaluation of individual performance

Front 22

cohesion

Back 22

degree to which team members desire to remain in the team and are committed to team goals

Front 23

groupthink

Back 23

mode of thinking engaged in by people deeply involved in a cohesive group and when group members' desire for agreement overrides their motivation to appraise alternative courses of action realistically

Front 24

group polarization

Back 24

tendency for groups to make more extreme decisions than those made by individuals

Front 25

risky-shift phenomenon

Back 25

tendency for groups to make more risky decisions than individuals; related to the more general phenomenon of group polarization

Front 26

climate

Back 26

a shared perception among employees regarding their work entity: a particular organization, division, department, or work group

Front 27

autocratic climate

Back 27

organization described by Lewin as highly structured with little opportunity for individual responsibility or risk taking at the lowest levels

Front 28

democratic climate

Back 28

organization described by Lewin as less structured, with greater opportunity for individual responsibility and risk taking

Front 29

culture

Back 29

a system in which individuals share meanings and common ways of viewing events and objects

Front 30

climate/culture sttrength

Back 30

extent to which members of the organization share a perception (in the case of climate) or a value/belief pattern (in the case of culture)

Front 31

ethnocentrism

Back 31

a multinational model in which the values of the parent company predominate

Front 32

polycentrism

Back 32

a multinational model in which the values of the local company are accepted

Front 33

regiocentrism

Back 33

a multinational model which has a blend of the values of the parent organization and the local company

Front 34

geocentrism

Back 34

a multinational model in which a new corporate-wide policy is developed to handle issues in a way that created a global perspective

Front 35

socialization

Back 35

process by which a new employee becomes aware of the values and procedures of an organization

Front 36

person-job (P-J) fit

Back 36

extent to which the skills, abilities, and interests of an individual are compatible with the demands of the job

Front 37

person-organization (P-O) fit

Back 37

extent to which the values of an employee are consistent with the values held by most others in the organization

Front 38

attraction-selection-attrition (ASA) model

Back 38

model that proposes that organizations and individuals undergo a process of jointly assessing probable fit based primarily on personality characteristics; through a process of attraction, selection, and attrition, the goal is to make the workforce homogeneous with respect to personality characteristics