Interactions between people and organisations unit Flashcards

(30 cards)

1
Q

What is the definition of Group Behaviour?

A

The patterns of action, reaction, and alignment that emerge which individuals come together, either in space or in shared attention.

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2
Q

What do mirror neuones do?

A

This system is believed to underpin imitation, empathy, and coordination

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3
Q

What is Mass Behaviour?

A

It refers to large numbers of people acting similarly in response to a common stimulus, without coordination, planning, or identity as a group. A paniced collective responses have been studied under the circular reaction: One person’s behaviour amplifies another’s, creating a feedback loop that spirals outwards. (Contagion without connection)

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4
Q

What is Herb behaviour?

A

This term have been used to suggest blind conformity. No planning, but there is a fear in being the odd one out. Imitation under pressure.

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5
Q

What is Swarm Intelligence?

A

An emergent coordination of decentralised individuals (without central command) achieving sophisticated group outcomes. Order does not always require authority, but connection

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6
Q

What is Group Action?

A

This is the bridge between behaviour and intention, the moment when group behaviour become coordinated, involving centralised decision-making amoung individuals.

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7
Q

What is the definition to Collective action?

A

Collective action refers to the intentional coordination of efftorts by a group of individuals seeking to influence decisions that shape their work, well-being, or shared identity. It is the base of the hierarchy that begins to speak up. It is NOT rebellion.

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8
Q

What does Relative Deprivation theory explain about risk?

A

Realising that they are not being fairly compensated for their job based on their comparison with a colleugue that is equally qualified. They feel cheated.

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9
Q

What does Social Identity theory explain about risk?

A

Feeling that within their own company they are being overlooked, frustration becomes shared, forming a bond (from the neglect they experience together), and suddenly, that that bond become identity. It explains why groups are more likely to mobilise bcs of a diminuition in status.

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10
Q

What does Collective Efficacy theory explain about risk?

A

When ppl feel that their group has the skill, the coordination, and the power to achieve a goal, they are much more likely to act even against resistance.

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11
Q

What does Granovertter’s Threshold Model explain about risk?

A

Within this model, each person has a threshold. Some people at the first sign of injustice speak up (the Zeros). Most peope would wait to be sure of what’s happening. Once these thresholds are crossed, collective action unfolds.

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12
Q

What did Amy Edmonson describe in Psychological Safety?

A

As a shared belief that the team is safe for interpersonal risk-taking. She was studying medical terms and wanted to know which were most effective. Suvery’s in an org. might be a good start for this, but we need something more like conversation.

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13
Q

What are digital unions?

A

Temporary, informal alliances that emerge online around moments of shared discontent. They often lack the legal recognition, funding, or negotiation frameworks of traditional unions.

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14
Q

What are virtual individuation?

A

The phenomenon where individuals see themselves as solo operators within large systems, responsible only for their own metric.

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15
Q

What is the definition for Work Group?

A

A structured collection of individuals who interact regularly and are interdependent in their tasks

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16
Q

What does Role Differenctiation mean?

A

A) A role is a set of expected behaviours. B) Roles can be formal and informal, both equally powerful. C) Some roles are stable, and other shift with context. You might lead in one project and follow in another.

17
Q

What are role episodes?

A

1) When the prospective member arrives, the group already has a mental model of what someone in their position should do. These expectations are shaped by past members, job descriptions, cul-ture, even gossip.
86
2) Expectations are communicated to the new member.
3) The new member tries to make sense of what is expected, but their perception might not match reality. This is where role ambiguity is born: we are unsure if we are doing too much, too little, or the wrong thing.
4) The role is enacted. The member acts, improvises and tests. And the group reacts. Over time, a stable version of the role takes shape.

18
Q

What is the role episode model?

A

When a prospective member arrives, the group already has a mental model of what someone in their position should do. These expectations are shaped by past members. Expectations are communicated to the new member. The new member tries to make sense of what is expected, but their perception might not match reality (this is where role ambiguity is born: unsure if we’re doing too much or too little). The role is then encated.

19
Q

What is Role Conflict, Amibiguit, and overload?

A

A) Role conflict happens when two roles demand opposite things.
You cannot be in two places at once, and choosing one means tailing the other.
B) Role ambiguity happens when you are unsure what the role even demands. You just float around, when everyone assumes you should know, but you do not.
C) Role overload appears when too many expectations collide. You are doing four (or more) jobs in one body, all at once.

20
Q

What are work group norms?

A

An established standard that guides the behaviour of memebers within a org.

21
Q

What are the different explanation justify why somebody does something when their asked to, agreeing or not?

A

Compliance: You follow the rules but you are only pretending, like noding along. Identification: You follow the rule becuase you admire the group. Internalisation: You following the rules because it becomes your rules.

22
Q

What is the definition for Work Group Status?

A

The informal hierarchy within a group that determines whose voices carries more influence, visibility, or respect than others.

23
Q

What are the different ways you are recognised publicly?

A

Expertise: Kind of status comes from skills. “they are the one who actually know how this works”. Seniority: people with years of service are often granted symbolic respect. Positional: the simplest way, the higher rank you rank, the more space you take in a room. Charisma: represents presence, tone, confidence, and emotional resonance

24
Q

What is it called when status does not align with expectation?

A

This creates status incongruence where individuals may hold higher formal positions but low percieved authority, or the other way around. The danger is when org. pretends that its not there.

25
What is the definition of Work Group Cohesiveness?
The strength of emotional psychological, and motivational bonds that connect individuals to their work group.
26
What are the key factors that grow cohesiveness in a group?
Homogenity: shared backgrounds, values, or experiences. Maturity: the more time a group spends together, the more opportunity for trust to form and rituals to develop. Size: Smaller groups tend to be more cohesive. Goal clarity: groups that know what they are working toward together bond faster. Shared success: Even small victories reinforce belief in the group.
27
What is Organizational Socialization?
The process through which newcomers acquire the knowledge, behaviours, attitudes, and connections necessary to participate fully as member of the organization. Key dimensions being History; Language (key aspect of socialization); Politics; People; Goals; and Performance
28
What do stages of organizational socialization explain?
It shows that socialization is not a transaction. It is a journey of identity transformation.
29
What are the three types of role-related stress newcomers may experience in an organization?
Role conflict: When two roles demand opposite things; fulfilling one means failing the other. Role ambiguity: When it's unclear what the role demands; newcomers feel lost and uncertain. Role overload: When too many expectations are placed on one person simultaneously.
30
What is the most profound affective outcome of organizational socialization and why is it important?
Embeddedness: A deep emotional and psychological connection to the people, culture, and opportunities within the organization. Importance: Indicates that employees see the organization as a second home. High embeddedness reduces turnover, while low embeddedness makes employees more likely to leave, even over minor issues.