OB exam 2 Flashcards
(173 cards)
1
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CHAPTER 8
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Elements of communication model
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- Communicator � the person originating the message
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- Receiver � the person receiving a message
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- Perceptual Screen � windows through which we interact with people that influence the quality
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accuracy
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- Message � the thoughts and feelings that the communicator is attempting to elicit in the receiver
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8
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Nonverbal communication
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Nonverbal communication: all elements of communication
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such as gestures and the use of space
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� Proxemics: the perception and use of space
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including territorial space
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� Kinesics: body movements
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including posture
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� Facial and eye behavior: add cues for the receiver; communicate emotional state and reveal behavioral intentions
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13
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� Paralanguage: variations in speech
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such as pitch
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15
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Reflective listening
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� The skill of carefully listening to another person and repeating back to the speaker the message heard to correct inaccuracies or misunderstandings. It could be:
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� Personal
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� Feeling-oriented
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� Responsive
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Nonverbal elements in reflective listening
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� Silence can help both speaker and listener in reflective listening
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� Eye contact may open up a relationship and improve communication
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CHAPTER 9
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Group behavior
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Social loafing: the failure of a group member to contribute personal time
effort
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Loss of Individuality: a social process in which individual group members lose self-awareness and its accompanying sense of accountability
inhibition
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Tuckman�s five-stage model of group development
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o Forming --> little agreement; unclear purpose
guidance and direction
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o Storming --> conflict; increased clarification of purpose; power struggles; coaching
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o Norming --> agreement and consensus; clear roles and responsibilities
facilitation
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o Performing --> clear vision and purpose; focus on goal and achievement; delegation
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o Adjouring --> task completion; good feeling about achievement; recognition
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Punctuated equilibrium model
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� Groups do not progress linearly from one step to another in a predetermined sequence
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� They alternate between periods of inertia punctuated by bursts of energy as the work group develops
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Group cohesion
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� Group cohesion enables a group to exercise effective control over its members in relation to its behavioral norms and standards. It influenced by:
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� Time
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� Size
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� The prestige of the team
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� External pressure
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� Internal competition
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Task and maintenance function
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� Task functions: those activities directly related to the effective completion of the team�s work (initiating activities
seeking information
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� Maintenance functions: those activities essential to the effective
satisfying interpersonal relationships within a group or team (supporting others
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CHAPTER 10
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Bounded rationality model
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� Constraints force a decision maker to be less than completely rational. People use mental shortcuts
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� Managers select the first alternative that is satisfactory
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� Managers recognize that their conception of the world is simple
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� Managers are comfortable making decisions without determining all the alternatives
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� Managers make decisions by rules of thumb or heuristics
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Key concepts
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� Satisfice --> To select the first alternative that is �good enough
� because the costs of optimizing in terms of time and effort are too great
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� Heuristoc --> Rules of thumb that allow managers to make decisions based on what has worked in past experiences
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Groupthink
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Groupthink: a deterioration of mental efficiency
reality testing
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Conditions that favor groupthink:
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� High cohesiveness
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� High-ranking teams
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� Group homogeneity
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� Decisions with high consequences
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� Time constraints
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Group polarization --> the tendency for group discussion to produce shifts toward more extreme attitudes among members. Groups whose initial views lean a certain way can be expected to adopt more extreme views following interaction. We usually feel stronger about our opinion after speaking with others due to group polarization
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Risk shift phenomenon --> refers to the tendency of groups to make riskier decisions than individuals would make on their own. It occurs when group discussions lead members to adopt more extreme positions
often favoring risk over caution. Group are riskier than individuals
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CHAPTER 11
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Interpersonal forms of power
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o Reward power --> Based on agent�s ability to control rewards that a target wants
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o Coercive power --> Based on agent�s ability to cause the target to have an unpleasant experience
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o Legitimate power --> Based on position and mutual agreement ( ex professor)
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o Referent power --> Based on interpersonal attraction (most similar to charisma)
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o Expert power --> Based on specialized knowledge or skills that the target needs
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Expert power has the strongest relationship with performance and satisfaction. Referent power is linked with organizational effectiveness. The least effective power bases�legitimate
reward
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Kanter�s symbol of power
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� Power = the ability to help others
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� Ability to intercede for someone in trouble
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� Ability to get placements for favored employees
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� Exceeding budget limitations
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� Procuring above-average raises for employees
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� Getting items on meeting agendas
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� Access to early information
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� Having top managers seek their opinions
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Kanter�s symbol of powerlessness
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First-line supervisors
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� Overly close supervision
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� Inflexible adherence to the rules
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� Tendency to do the job themselves
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Staff professionals
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� Resisting change
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� Protecting turf
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Top executives
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� Focusing on budget cutting
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� Punishing others
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� Using top-down management
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Korda�s symbols of power
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� Power = status
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� There are more people who inconvenience themselves on your behalf than there are people on whose behalf you would inconvenience yourself
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� Furniture
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� Time power
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� Standing by
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Influence --> the process of affecting the thoughts
behavior
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1. Upward influence (boss)
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2. Lateral influence (coworker)
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3. Downward influence (employee)
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Influence tactics
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CHAPTER 12
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Fiedler�s Contingency Theory
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� The fit between the leader�s need structure and the favorableness of the leader�s situation determines the team�s effectiveness
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� A leader�s need structure is either task-oriented or relationship-oriented
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� The favorableness of the leader�s situation is characterized according to
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o The leader�s position power
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o The structure of the team�s task
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o The quality of leader�follower relationships
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� Least Preferred Coworker (LPC) Scale --> measures whether you are task oriented or relationship oriented
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� Positive terms = relationship-oriented
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� Negative terms = task-oriented
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� Situational Favorableness
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� Task structure
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� Position power
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� Leader-member relations
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The path-goal theory of leadership --> focuses on djusting leadership based on followers and removing obstacles
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Leader-member exchange
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Leaders form two groups of followers
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1. In-groups
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� Similar to leader
greater responsibilities
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� More likely to engage in organizational citizenship behavior
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2. Out-groups
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� Outside the circle
less attention
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� More likely to retaliate against the organization
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Transformational leadership --> it involves:
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o Charisma
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o Individualized consideration
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o Inspirational motivation
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o Intellectual stimulation
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CHAPTER 13
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Conflict management styles
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� Avoiding: Making a deliberate decision to take no action or stay out of a situation
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� Accommodating: Showing more concern for the other party�s goals than for your own
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� Competing: Willing to satisfy your interests at the other party�s expense
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� Compromising: Each party giving up something to reach a solution
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� Collaborating: Discussing the conflict and arriving at a solution satisfactory to both parties
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Superordinate goals --> are shared objectives that require collaboration between individuals or groups who might otherwise be in conflict or competition. These goals are so significant that they cannot be achieved independently
encouraging cooperation and reducing tensions
