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Organizational Behavior > Quiz 2 Review > Flashcards

Quiz 2 Review Flashcards

(73 cards)

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1
Q

Formal Groups

A

Work groups defined by the organization’s structure that have designated work assignments and tasks

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2
Q

Informal Groups

A

groups that are independently formed to meet the social needs of their members

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3
Q

Synergy

A

Performance gains that result when individuals and departments coordinate their actions

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4
Q

Functional Teams

A

members come from the same department or functional area

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5
Q

Cross-Functional Teams

A

employees from about the same hierarchical level, but from different work areas, who come together to accomplish tasks

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6
Q

Problem-Solving Teams

A

a team from the same department or functional area that is involved in efforts to improve work activities or to solve specific problems

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7
Q

Self-Directed Teams

A

teams that determine their own objectives and methods by which to achieve them

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8
Q

Venture Teams

A

teams that operate semi-autonomously to create and develop new products, processes, or businesses

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9
Q

Virtual Teams

A

teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

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10
Q

Global Teams

A

teams with members from different countries

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11
Q

Composition

A

the degree of similarity or difference among group members on factors important to the group’s work

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12
Q

homogeneous teams

A

are more productive when the task is simple, sequential, requires cooperations, or requires quick actions

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13
Q

heterogeneous teams

A

are more productive when the task is complex, requires collective effort, demands creativity, and emphasizes thoroughness over speed`

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14
Q

larger teams

A

associated with lower satisfaction, participation decreases, and social interaction decreases

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15
Q

smaller teams

A

interact better, more motivated

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16
Q

Group Tasks

A

more people, more ideas

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17
Q

complexity

A

the ability of the group leader to deal with communication, conflict, and task activities

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18
Q

Odd numbers of members is…

A

best for more cohessiveness

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19
Q

informal leaders

A

engage in leadership activities without formal recognition, can be a tremendous asset or a major disruption

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20
Q

group norms

A

the standards against which the appropriateness of the behaviors of members are judged

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21
Q

Factors that increase cohesiveness

A

-homogenous composition
-mature development
-relatively small size
-frequent interactions
-clear goals
-success
-external threat
-large size
-physically dispersed

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22
Q

Equal talk time

A

best indicator of group performance

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23
Q

benefits of moving to teams

A

enhanced performance, employee benefits, reduced costs

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24
Q

Costs of moving to teams

A

-managerial role confusion/frustration
-managerial sense of loss of usefulness
-employee resistance to role changes
-cumbersome and lengthy team development process
-losses due to premature abandonment of the process

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25
Life Cycle of Teams
it often takes 1+ years before performance returns to pre-team levels
26
Functional Conflict
Constructive, encourages differences of opinion, task focused
27
Dysfunctional Conflict
Destructive, agressive (person attacks), counterproductive, person focused
28
Hive Handicap Effect
women on all-women teams tend to be viewed unfavorably
29
social loafing
the tendency to put forth less effort in a group than individually
30
How to reduce social loafing
- Reduce team size - Make individual contributions visible - Make assignments more interesting - Reward performance
31
Programmed Decision Making
routine, virtually automatic decision making that follows established rules or guidelines
32
non-programmed decision making
non-routine, occurs in response to unusual, unpredictable opportunities and threats
33
Classical Model
generate all alternatives and choose the best one (all information is known and mental capacity is infinite)
34
administrative model
bounded rationality, incomplete information, satisficing, subotimizing
35
bounded rationality
focus on a subset of information because cognitive limitations constrain our ability to interpret, process, and make decisions
36
incomplete information
uncertainty and risk, ambiguous information, time constraints and information costs
37
uncertainty vs. risk
risk is known, uncertainty is unknown
38
satisficing
stop examining alternatives once a solution with minimal qualifications is found
39
suboptimizing
accepting less than the best to avoid unintended negative outcomes on other parts of the organization
40
Fundamental Attribution Error
- If I do something bad, it's not my fault (external cause) - If they do something bad, it's because they are a bad person (internal cause)
41
Confirmation Bias
tendency to force perceptions to fit our beliefs
42
Decoy Bias
When we are choosing between two alternatives, the addition of a third, less attractive option (the decoy) can influence our perception of the original two choices
43
groupthink
A pattern of faulty and biased decision making that occurs in groups whose members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision.
44
nominal group technique
Group members write down ideas, read their suggestions to the whole group, and discuss and then individually rank the alternatives. Ideal for controversial decisions.
45
Delphi Technique
Group members do not meet face-to-face but respond in writing to questions posed by the group leader. Consensus used to identify the best solution. Ideal for geographically diverse teams, such as expert market forecasters.
46
1-3-6ing
Brainstorm as an individual, compare answers in a larger group, and then a larger group (used for team project)
47
Devil's Advocacy
Analyzing the strengths and weaknesses of a preferred alternative before it's implemented
48
Typical Boss Traits
agentic (controlling), dominant, influential, competitive, presence, self-protecting
49
Best boss traits
Warm, humble, full of integrity, conscientious, thoughtful, unselfish
50
leadership
the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal (not always in a position of power)
51
historical traits
height, race, gender, disability
52
current traits
personality, intelligence, integrity, emotional intelligence, motivation, self-confidence, knowledge of the business, charisma
53
Behavioral theories
- Assumes people can be trained to lead - Provides the basis for leader training programs - Based on research on behaviors of specific leaders
54
Job-Centered Behavior
Emphasizes the technical or task aspects of the job, focusing on accomplishing the group's tasks
55
Employee-Centered Behavior
Emphasizes interpersonal relationships by taking a personal interest in the needs of employees
56
Fiedler's LPC Contingency Model
Leadership effectiveness depends on the characteristics of the leader and the situation (leaders cannot change their orientations and should try to find situations that suit them)
57
Relationship-Oriented leaders
leaders concerned with developing good relations with their subordinates and to be liked by them (most effective in moderate situations)
58
Task-Oriented Leaders
leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment (most effective in favorable and unfavorable situations)
59
Path-Goal Theory
A theory of leadership suggesting that effective leaders clarify the paths (behaviors) that will lead to the desired reward (goal); based on expectancy theory
60
Task-Oriented Paths
directive and achievement-oriented leadership (boost expectancy)
61
directive leadership
tell followers which behaviors lead to performance
62
achievement-oriented leadership
set challenging performance goals and get out of the way
63
relationship-oriented paths
supportive and participative leadership (boosts expectancy and valence)
64
supportive leadership
care about followers, reduce discouragement
65
participative leadership
asks followers what outcomes they prefer
66
charismatic leadership
Leadership is based on leader's personal charisma Charisma is a personal characteristic of the leader which inspires support and acceptance
67
transformational leadership
the set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively
68
transactional leadership
motivate their followers in the direction of established goals by clarifying role and task requirements
69
leadership substitutes
individual, task, and organizational characteristics that tend to outweigh the need for a leader to initiate or direct employee performance
70
leadership neutralizer
something that prevents a leader from having any influence and negates a leader's efforts
71
strategic leadership
leading to achieve a superior alignment between the organization and its environment
72
ethical leadership
Leading based on consistent principles of ethical conduct
73
virtual leadership
leadership via distance technologies

Organizational Behavior (3 decks)

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