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Industrial Organization > L3: Group > Flashcards

L3: Group Flashcards

1
Q

Two or more individuals engaged in social interaction to achieve some goal (Riggio, 2013).

A

Group

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2
Q

Collection of two or more people who interact with one another and share some interrelated task goals.

A

Work group

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3
Q

Group of 2 people

A

Dyad

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4
Q

Group of 3 people

A

Triad

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5
Q

Group of 4-20 people

A

Small Group

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6
Q

“Dynamic” comes from the Greek word __________, which means to be strong, powerful, and energetic.

A

Dynamikos

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7
Q

Influence of forces that combine, sometimes smoothly but sometimes in opposition, to create continual motion and change (Forsyth, 2019); in the context of groups, it encompass the patterns of interaction, relationships, and behaviors that develop among group members over time.

Interactions, processes, and relationships that exist within and between the individuals in a group.

Refers to the processes or forces that produce change inside a group or system.

A

Dynamics

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8
Q

Interpersonal processes that occur within and between groups; also, the scientific study
of those processes (Forsyth, 2019); field of inquiry dedicated to advancing knowledge about the nature of groups, the laws of their development, and their interrelations with individuals, other groups, and larger institutions (Cartwright and Zander, 1968).

Examines the patterns of behavior, communication, decision-making and collaboration within a group, and explores the
factors that influence these patterns.

Interactive nature of individuals within the contexts of a group.

A

Group Dynamics

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9
Q

Founder of the movement to study groups scientifically; coined the term group dynamics to describe the way group and individuals act and react to changing circumstances

A

Kurt Lewin

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10
Q

Need to belong to and affiliate in groups, contextual factors that promote the formation of groups, and the development of group cohesion

A

Formative Processes

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11
Q

Group structure, conformity and dissent, social power, obedience, and leadership

A

Influence Processes

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12
Q

Group productivity, social motivation, working in teams, and collaborative decision-making

A

Performance Processes

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13
Q

Intragroup and intergroup conflict

A

Conflict Processes

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14
Q

Dependent on the group’s physical setting and specific purpose

A

Contextual Processes

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15
Q

4 Criterias of a Group

A

Multiple members who perceive themselves as a unit
Group rewards
Corresponding effects
Common goals

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16
Q

Underlying processes that give rise to a set
of norms, roles, relations, and common
goals that characterize a particular social
group.

A

Intragroup Dynamics

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17
Q

Intragroup Dynamics is also called as:

A

In-group
Within-group

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18
Q

Refers to the interactions and conflicts between groups

A

INTERGROUP

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19
Q

Refers to the interactions and conflicts within
a group

A

INTRAGROUP

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20
Q

Process of two or more persons coming
together for work toward the achievements of the same goals and objectives.

Starts with a psychological bond between individuals.

A

Group Formation

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21
Q

4 STAGES OF GROUP FORMATION

A

FORMING
STORMING
NORMING
PERFORMING

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22
Q

Individuals join together in the same physical
location or gradually over time as individuals
find themselves repeatedly interacting with the same subset of individuals.

Arise from a relatively spontaneous process of group formation; these groups are
characterized as having no preexisting structure (e.g., group membership, allocated roles) or prior experience working together.

For example, in response to a natural disaster, such group may form.

A

Emergent Groups

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23
Q

Suggests that a group starts when a collection of individuals perceive that they share some social category, and that interpersonal attraction only secondarily enhances the
connection between individuals.

One’s social identity is defined by his or her group membership, and the general characteristics (or prototypes) that define the group and differentiate it from others

A

Social Identity Approach

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24
Q

Groups influence their members’ self-concepts and self-esteem, particularly when individuals categorize themselves as group
members and identify with the group.

A

Social Identity Theory

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25
Q

Perceptual classification of people, including the self, into categories

A

Social Categorization

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26
Q

Accepting the group as an extension of the self, and therefore basing one’s self-definition on the group’s qualities and characteristics

A

Social Identification

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27
Q

Suggests that individuals have a desire to be similar to others, but also a desire to differentiate themselves, ultimately seeking some balance of these two desires

A conceptual analysis that assumes individuals strive to maintain a balance between three basic needs:

  • need to be assimilated by the group
  • need to be connected to friends and loved ones
  • need for autonomy and differentiation
A

Optimal Distinctiveness Theory

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28
Q

Tendency to evaluate a disreputable or disliked person more negatively when that person is a member of one’s own group rather than of some other group.

Individuals tend to upgrade likeable in-group members and deviate from unlikeable group members, making them a separate out group

Individuals tend to upgrade likeable in-group members and deviate from unlikeable group members, making them a separate out group

A

Black Sheep Effect

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29
Q

The tendency for individuals to exert less
effort on a task when they are performing in
groups, compared to when they are
performing the same task alone.

A

Social Loafing

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30
Q

As a group discusses an issue, the views of
individuals tend to shift in a more extreme
direction, compared to their views prior to the
discussion.

A

Group Polarization

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31
Q

Creates the social order, including the regulatory standards that define how members are supposed to behave (norms) given their position in the group (roles) and
the connections among members (intermember relations) (Forsyth, 2019).

Several characteristics that are useful in describing and understanding what makes
one group different from another, such as: (1) work roles, (2) work group size, (3) work group norms, (4) status relationships, and (5) work group cohesiveness.

A

Group Structure

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32
Q

A change in behavior or belief as the result of real or imagined group pressure.

A type of social influence involving a
change in belief or behavior in order to
fit in with a group.

A

CONFORMITY

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33
Q

People conform because they do not
want to appear foolish or risk being
socially ostracized by other group
members.

A

Normative Influence

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34
Q

People conform and go along with a group because they feel the group knows better than they do.

A

Informational Influences

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35
Q

2 Types of Conformity

A

ACCEPTANCE
COMPLIANCE

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36
Q

Pressure to conform can be especially intense when the persons applying the pressure are in positions of authority, are in very close
proximity, and are representatives of
prestigious organizations

A

Obedience

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37
Q

Mode of thinking that people engage in when
they are deeply involved in a cohesive in-group, when the members’ striving for unanimity overrides their motivation to realistically appraise alternative courses of action; refers to a deterioration of mental
efficiency, reality testing, and moral judgment
that results from in-group pressures.

A

Groupthink

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38
Q

Patterns of behavior that are adopted based on expectations about the functions of a position.

Responsibilities and expectations attributed to someone occupying a given position in a social unit

A

ROLES

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39
Q

4 types of roles

A

Formal roles
Informal roles
Task roles
Relationship roles

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40
Q

Any position in a group occupied by a member who performs behaviors that improve the nature and quality of interpersonal relations among members.

A

Relationship roles

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41
Q

Arise from group interaction rather than from the formal rules and specifications of organizations

A

Informal roles

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42
Q

Specified by the organization and are part of the formal job description

A

Formal roles

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43
Q

Any position in a group occupied by a member who performs behaviors that improve the nature and quality of interpersonal relations among members.

A

Relationship roles

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44
Q

Rules that groups adopt governing appropriate and inappropriate behavior for members.

Explicit or implicit standards that govern behavior

A

NORMS

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45
Q

4 types of norms

A

Prescriptive norm
Proscriptive norm
Descriptive norm
Injunctive norm

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46
Q

Describes how people typically act, feel, and think in a given situation

A

Descriptive norm

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47
Q

Identifies prohibited, negatively sanctioned behaviors

A

Proscriptive norm

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48
Q

Identifies preferable, positively sanctioned behaviors

A

Prescriptive norm

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49
Q

Convey the perceived social approval or disapproval of a particular behavior within a specific context.

A

Injunctive norm

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50
Q

Connections among the members of a group (status, attraction, and communication networks)

A

Relations

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51
Q

3 intermember relations

A

Status relations
Attraction relations
Communication relations

52
Q

Some individuals are more readily granted authority than others if their attributes match the qualities valued by the group to which they belong (person-group fit).

A

Status Rank

53
Q

Gradual rise of some group members to positions of greater authority, accompanied by decreases in the authority exercised by other members.

A

Status Differentiation

54
Q

Pattern of information transmission and
exchange that describe who communicates most frequently and to what extent with whom

A

Communication network

55
Q

Refers to the behavioral and psychological
relationship between two or more groups.

A

Intergroup Dynamics

56
Q

8 ROLES WITHIN GROUP

A

KNOWLEDGE CONTRIBUTOR
PROCESS OBSERVER
PEOPLE SUPPORTER
CHALLENGER
LISTENER
MEDIATOR
GATEKEEPER
TAKE-CHARGE LEADER

57
Q

The backbone of any group, providing expertise and insights that guide decision-making and problem-solving

Provides the group with useful and valid information.

A

KNOWLEDGE CONTRIBUTOR

58
Q

The group’s quality control, ensuring that
discussions and activities adhere to established procedures and guidelines

Forces the group to look at how it is functioning

A

PROCESS OBSERVER

59
Q

The emotional anchors of the group, fostering a positive and supportive environment that
encourages participation and collaboration

Assumes some leadership responsibility for providing emotional support to teammates and resolving conflict.

A

PEOPLE SUPPORTER

60
Q

The group’s critical thinkers, questioning
assumptions, challenging conventional wisdom, and pushing the boundaries of
group thought.

Will criticize any decision or preliminary thinking that is deficient in any way, including being ethically unsound

A

CHALLENGER

61
Q

The group’s attentive audience, actively absorbing information, understanding
different viewpoints, and synthesizing diverse
perspectives

Listening contributes so substantially to team success that it comprises a separate role even though other roles involve listening

A

LISTENER

62
Q

The group’s conflict resolvers, skillfully
navigating disagreements, de-escalating tensions, and finding common ground
among opposing parties.

Because disputes among members may become so prolonged and intense, a team leader or member may have to mediate.

A

MEDIATOR

63
Q

The group’s inclusive facilitators, ensuring that all members have an opportunity to
participate and contribute their ideas.

A

GATEKEEPER

64
Q

The group’s steering force, providing
direction, motivation, and guidance when
needed.

A

TAKE-CHARGE LEADER

65
Q

8 REASONS FOR JOINING GROUPS

A

ASSIGNMENT
PHYSICAL PROXIMITY
AFFLIATION
IDENTIFICATION
EMOTIONAL SUPPORT
ASSISTANCE OR HELP
COMMON INTERESTS
COMMON GOALS

66
Q

Most common reason for joining groups is that employees are assigned to them.

AN INDIVIDUAL WANTS TO BE A PART OF A
GROUP AS A PART OF THEIR NATURE.

A

ASSIGNMENT

67
Q

People tend to form groups with people who either live or work nearby.

FORMATION OF COLLABORATIVE RELATIONSHIPS BY GENERATING AN OBLIGATION TO INTERACT CUED BY THE SENSORY PRESENCE OF ANOTHER BODY

A

PHYSICAL PROXIMITY

68
Q

How physical proximity can create an unlikely group

A

Bomber Wing

69
Q

Leadership style in which the individual leads by caring about others and that is most effective in a climate of anxiety

Involves our need to be with other people; to be near and talk to other people.

A

AFFLIATION

70
Q

Need to associate ourselves with the image projected by other people, groups, or objects.

A

IDENTIFICATION

71
Q

NEED TO INTERACT WITH OTHER PEOPLE AND DEVELOP MEANINGFUL RELATIONSHIPS; GROUPS PROVIDE STRUCTURED ENVIRONMENTS IN WHICH INDIVIDUALS CAN PURSUE FRIENDSHIPS.

People often join groups to obtain emotional support

A

EMOTIONAL SUPPORT

72
Q

INDIVIDUAL WANTS OR NEED SOME SHORT OF ADVICE OR ASSISTANCE FOR THEIR
BETTERMENT.

People often join groups to obtain assistance or help.

A

ASSISTANCE OR HELP

73
Q

People often join groups because they share a common interest; Clubs, frats, organizations

A

COMMON INTERESTS

74
Q

SPONSORS A VARIETY OF EMPLOYEE CLUBS; 11TH IN THE GREAT PLACE TO WORK SURVEY IN 2011

A

GENECOR

75
Q

An aim or purpose shared by members of a
group

MAY ALSO SHARE COMMON INTERESTS; SOMETHING THEY ARE TRYING TO ACCOMPLISH COLLECTIVELY

These people may also share common interests, but their primary purpose is to get a particular person or members of a particular party elected to office.

A

COMMON GOALS

76
Q

Extent to which members of a group like and trust one another, the extent to which group members like and trust one another, are committed to accomplishing a team goal, and
share a feeling of group pride in general

Degree of interaction between the members of the group

A

GROUP COHESIVENESS

77
Q

Extent to which its members are similar

A

Group Homogeneity

78
Q

Members who are similar in
some or most ways

Members share the same characteristics

A

Homogenous group

79
Q

Group contains members who are more different than alike

Members share few similarities

A

Heterogenous groups

80
Q

Contains groups members who are more different than alike; they share few
similarities

A

Heterogenous group

81
Q

Groups in which a few group members have different characteristics from the rest of
the group.

A

SLIGHTLY HETEROGENOUS GROUP

82
Q

Refers to the extent to which the membership of a group remains consistent over time

A

STABILITY OF MEMBERSHIP

83
Q

Degree of physical distance of a group from other groups; highly cohesive

A

ISOLATION

84
Q

Amount of psychological pressure placed
on a group by people who are not members of the group.

A

OUTSIDE PRESSURE

85
Q

Reaction of doing the opposite when someone is trying to intentionally influence us to take some particular action

Happens when an individual believes that someone is trying to intentionally influence him to take some particular action and that individual choose to react by doing the opposite

A

PSYCHOLOGICAL REACTANCE

86
Q

An opponent who does not actually exist but to whom negative statements about the
group can be attributed.

A

STRAW MAN

87
Q

Number of members in a group.

A

GROUP SIZE

88
Q

3 TYPES OF TASKS

A

Additive Tasks
Conjunctive Tasks
Disjunctive Tasks

89
Q

Tasks for which the group’s performance is equal to the sum of the performance of each individual member.

A

Additive Tasks

90
Q

Tasks for which the group’s performance is dependent on the performance of the least effective group member.

A

Conjunctive Tasks

91
Q

Task for which the performance of a group is based on the performance of its most talented member.

A

Disjunctive Tasks

92
Q

States that the addition of a group member has the greatest effect on group behavior when the size of the group is small.

Addition of a group member has the
greatest effect on group behavior when
the size of the group is small.

Suggests that the influence of an individual in a group depends on factors like group size and cohesion.

A

SOCIAL IMPACT THEORY

93
Q

Esteem in which the group is held by people not in the group

A

GROUP STATUS

94
Q

Manner in which the members communicate with each other; Also called ‘Communication network’

A

COMUNICATION STRUCTURE

95
Q

3 types of group roles

A

TASK-ORIENTED
SOCIAL-ORIENTED
INDIVIDUAL ROLE

96
Q

Involve behaviors such as offering new ideas,
coordinating activities, and finding new information.

Main aim is to help or hinder a group’s ability to accomplish its goals; roles are concerned with how the group accomplishes its task.

A

TASK-ORIENTED

97
Q

Involve encouraging cohesiveness and
participation.

Focus on building and maintaining relationships among individuals in a group (the focus is on how people feel about being in the group).

A

SOCIAL-ORIENTED

98
Q

Includes blocking group activities, calling attention to oneself, and avoiding group interactions, this seldom result in higher group productivity.

Any role “that detracts from group goals and emphasizes personal goals”

A

INDIVIDUAL ROLE

99
Q

Positive effects that occur when a
person performs a task in the presence
of others on an individual’s behavior.

A

SOCIAL FACILITATION

100
Q

Negative effects that occur when a person performs a task in the presence of others

A

SOCIAL INHIBITION

101
Q

The effects on behavior when two or more people are performing the same task in the presence of each other.

A

COACTION

102
Q

4 effects of Social Facilitation

A

Mere Presence
Comparison
Evaluate Apprehension
Distracting

103
Q

Stating that the very fact that others happen to be present naturally produces arousal, thus may affect performance.

A

Mere Presence

104
Q

Effect when an individual working on a task
compares his or her performance with that of another person performing the same task.

A

Comparison

105
Q

Idea that a person performing a task becomes aroused because he or she is concerned that others are evaluating his or her performance.

A

Evaluate Apprehension

106
Q

Idea that social Inhibition occurs because the presence of others provides a distraction that interferes with concentration.

A

Distracting

107
Q

A phenomenon where the effect on behavior when one or more people passively watch the
behavior of another person.

A

AUDIENCE EFFECTS

108
Q

When things are going well, a group member
realizes that his effort is not necessary and thus does not work as hard as he would if he were alone.

A

FREE-RIDER THEORY

109
Q

Occurs when a group member notices that
other group members are not working hard and thus are “playing him for a sucker”.

A

SUCKER EFFECT

110
Q

Individuals will work harder in a group setting
when they believe that their efforts will be
recognized and rewarded.

A

SOCIAL ENHANCEMENT

111
Q

Individuals will work harder in a group setting when they perceive that other group members are not contributing as much as they are .

A

SOCIAL COMPENSATION

112
Q

Occurs when one member of a group dominates the group.

A

INDIVIDUAL DOMINANCE

113
Q

State of mind in which group is so concerned
about its own cohesiveness that it ignores
important information.

A

GROUPTHINK

114
Q

Group member who intentionally provides an opposing opinion to that expressed by the leader or the majority of the group.

Decision making technique designed to combat groupthink

A

Devil’s advocate

115
Q

Developing new jobs or adding responsibilities to existing jobs; Process of assigning tasks to a job, including
interdependency of those tasks with other jobs.

Process of organizing job duties, tasks, and
responsibilities to maintain job satisfaction and employee engagement.

TASKS INVOLVING A HIGH LEVEL OF INTERDEPENDENCE ARE BEST ACCOMPLISHED BY GROUPS.

A

Job Design

116
Q

Extent to which team members need and rely on other team members; one member greatly influences what another member does.

MEMBERS NEED AND DESIRE THE
ASSISTANCE, EXPERTISE, AND OPINIONS OF THE OTHER MEMBERS

Extent to which team members work collectively, affect and are affected by others
the extent to which team members rely on each other for the functioning of their teams

A

Interdependence

117
Q

Collective confidence in how well they work together and the likely success of their team effort.

SHARED BELIEFS IN THEIR ABILITY TO ENGAGE IN COURSES OF ACTION THAT WILL LEAD TO DESIRED OUTCOMES; CONSTITUTES THE JOINT BELIEFS OF TEAM MEMBERS IN THEIR TEAM’S CAPACITY TO MOBILIZE TEAM EFFORT

Generalized to the team or organizational level, similar, shared perceptions

A

TEAM EFFICACY

118
Q

Reducing the size of an organization - involves cutting costs and reducing personnel in
order to achieve greater efficiency
and productivity.

A

Downsizing

119
Q

Getting the organization to the right size for
its new business objective.

A

Rightsizing

120
Q

Ability to manage both your own emotions and understand the emotions of people around you.

Creating a shared sense of empathy, ensuring that team members understand each other and their problems.

A

EMOTIONAL INTELLIGENCE

121
Q

GROUP MEMBERS HAVE DIFFERENCES OVER TASK-RELATED ISSUES; DOES NOT DETRACT FROM GROUP EFFECTIVENESS, THIS MAY FACILITATE COMMUNICATION ABOUT ISSUES AND GENERATE INNOVATIVE IDEAS THAT
ENHANCE EFFECTIVENESS.

A

TASK-RELATED

122
Q

GROUP MEMBERS HAVE DIFFERENCES OVER MORE PERSONAL ISSUES; OFTEN DOES DETRACT FROM GROUP PERFORMANCE; IF SUCH CONFLICTS ARE ALLOWED TO ESCALATE TO EXTREMELY HIGH LEVELS, THEY MAY ULTIMATELY LEAD TO THE ABOLISHMENT OF A GROUP.

A

EMOTION-RELATED

123
Q

Aid the basic mission of the organization.

A

Support Staff

124
Q

Collection of individuals whose results are pooled but who never interact with one
another.

Several people individually work on a problem but do not interact.

A

Nominal Group

125
Q

Group process generating creative ideas/solutions through a non critical
and nonjudgmental process.

Technique in which ideas are generated by people in a group.

A

Brainstorming

126
Q

Group process where members share ideas
through writing them down.

Removing conversations during idea generation.

Method where members are asked to write out their ideas before sharing it with the team.

A

Brainwriting

127
Q

The tendency for groups to make decisions that are more extreme than those made by
individuals.

Group members will shift their beliefs to a
more extreme version of what they already
believe individually.

Happens when the group adopts a more extreme decision.

A

Group Polarization

Industrial Organization (10 decks)

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