Theories In Group Dynamics Flashcards

(69 cards)

1
Q

A field of inquiry dedicated to the advancing knowledge about the NATURE OF GROUPS, the laws of their DEVELOPMENT, and their interrelations with individuals, other groups and larger institutions

A

Group Dynamics

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2
Q

A SOCIAL PSYCHOLOGIST who coined the term GROUP DYNAMICS to describe the way groups and individuals act and react to changing circumstances

A

Kurt Lewin

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3
Q

Referred to as IN GROUPS or WITHIN GROUPS or commonly just group dynamics are the underlying processes that give rise to a set of norms, roles, relations, and common goals that characterize a particular social group

A

Intergroup Dynamics

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4
Q

The Psychological BOND between individuals

A

Group Formation

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5
Q

Individuals percieve that they share some SOCIAL CATEGORY

A

Social Identity Approach

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6
Q

Arise from a relatively SPONTANEOUS PROCESS of group formation

A

Emergent groups

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7
Q

Suggests that individuals have a desire to be SIMILAR to others, but also desire to DIFFERENTIATE themselves,ultimately seeking some balance of these two desires to obtain OPTIMAL DISTINCTIVENESS

A

Optimal Distinctiveness Theory

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8
Q

This is based on how individuals in the group SEE their OTHER members

A

Black Sheep Effect

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9
Q

Individuals work harder and faster when OTHERS are PRESENT

A

Group Influence or Individual behavior

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10
Q

It is the internal FRAMEWORK that defines members’ RELATIONS to one another overtime

A

Group Structure

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11
Q

It is the person who PROVIDES useful and valid INFORMATION

A

Knowledge Contributor

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12
Q

The person occupying this role FORCES members to look at how the group FUNCTIONS

A

Process Observer

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13
Q

Is the person who CONFRONT and CHALLENGES bad ideas

A

Challenger

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14
Q

The person who LISTENS to whatever ideas and proposals presented by any member of the group

A

Listener

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15
Q

Someone who AVOIDS DISPUTES between the group members

A

Mediator

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16
Q

The extent to which members are SIMILAR

A

Group Homogeneity

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17
Q

The extent to which group members LIKE EACH OTHER, are committed to accomplishing a TEAM GOAL and share a feeling of group pride

A

Group Cohesiveness

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18
Q

The greater the STABILITY of the group, the greater the cohesiveness

A

Stability of Membership

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19
Q

Groups that are ISOLATED or LOCATED AWAY from other groups tend to be highly cohesive

A

Isolation

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20
Q

Groups that are PRESSURED by OUTSIDE forces tend to become highly cohesive

A

Outside Pressure

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21
Q

The extent to which its MEMBERS assume different ROLES

A

Group Roles

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22
Q

Involve behavior such as OFFERING NEW IDEAS, coordinating activities and finding new information

A

Task-Oriented Roles

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23
Q

Involves encouraging COHESIVENESS and PARTICIPATION

A

Social Oriented

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24
Q

Involves the POSITIVE EFFECTS of the PRESENCE of others on an individual’s behavior

A

Social Facilitation

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25
Involves the NEGATIVE EFFECTS of other's PRESENCE
Social Inhibition
26
this is when a group of people passively WATCH an individual
Audience Effect
27
The effect on behavior when two or more people are PERFORMING THE SAME TASK in the presence of another
Co-action
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The effect on individual performance when people WORK TOGETHER in a task
Social Loafing
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When things are doing well, a group member realizes that their individual efforts will NOT BE NOTICED and thus does not work as hard as he would if he as alone
Free-Rider Theory
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This says that social loafing occurs when a group member notices that other group members are NOT WORKING AS HARD and thus are "playing him for a sucker"
Sucker Effect
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Group members perceive their work as having high intrinsic motivation
Job Design
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Defined that goals are a major requirement for group effectiveness
Interdependence
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A team's BELIEF that it can successfully perform a specific task
Team Efficacy
34
Building relationships both inside and outside the team
Emotional Intelligence
35
Members work closely with each other, in an UNIFIED, cooperative manner
Group Cohesiveness
36
This term was coined by Janis (1972) wherein members become so cohesive and LIKE-MINDED that they make POOR DECISIONS despite contrary information that might reasonably lead then to other options
Group Think
37
Collection of two or more individuals who interact intensively to provide an organizational product, plan, decision, or service
Work Team
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The extent to which group members IDENTIFY with the team rather than with other groups
Identification
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Members need and desire the assistance, expertise and opinions of the other members
Interdependence
40
Members try to decrease power differentiation by treating others as equals and taking steps to ensure equality
Power Differentiation
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Members try to decrease SOCIAL DISTANCE by being casual, using nicknames, snd increasing liking, empathy, and common views
Social Distance
42
Members respond to conflicts by collaborating, whereas non-team members respond by forcing and accommodating
Conflict Management Tactics
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Members NEGOTIATE in win-win style in which the goal id for every person to come out ahead
Negotiation Process
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Also called CROSS FUNCTIONAL TEAM, consists of representatives from various departments
Parallel Teams
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Formed to produce one time outputs such as creating a new product, installing an new software, or hiring a new employee
Project Teams
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Management teams coordinate, manage, advise, and direct employee and teams
Management Teams
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The STAGE where team members get to know each other and decide what role each member will play
Forming Stage
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The STAGE when conflict within the group happens
Storming Stage
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The STAGE where the team works towards easing the tension from the storming stage
Norming Stage
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The STAGE when the team begins to accomplish its goals
Performing Stage
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The STAGE involving the termination of activities
Adjourning Stage
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The Psychological and Behavioral reaction to a perception that another person is keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship
Conflict
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Conflict that occurs between TWO individuals
Interpersonal Conflict
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Conflict that can occur between an individual and a group just as easily as between two individuals
Individual-Groups Conflict
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Conflicts that occur between two or more groups
Group-Group Conflict
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Conflict that occurs when the demand for a resource exceeds its supply
Competition for Resources
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Conflict that comes when the performance of some groups members depends on the performance of other group members
Task Interdependence
58
This is found when geographical boundaries or lines of authority are unclear
Jurisdictional Ambiguity
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Physical, cultural, and psychological obstacles that interfere with successful communication and crate such conflict
Communication Barriers
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Relatively stable traits possessed by an individuals
Personality
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Gets things done quickly by giving orders, being pushy, yelling and at times being too aggressive
Tank
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Controls people by sarcasm, embarrassment, and humiliation
Sniper
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Controls others by dominating conversations, not listening to others ideas and rejecting arguments counter to her position
Know-It-All
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Choose to conflict and hope it will resolve itself
Avoiding Styles
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When a person is so intent on settling a conflict that he gives in and risks hurting himself
Accommodating Style
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Handles conflicts in a win-lose fashion and does what it takes to win with little regard for the other person
Forcing Style
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Wants to win but also wants to see the other person win
Collaborating Style
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Adopts give-and-take tactics that enable each side to get some of what it wants but not everything it wants
Compromising Style
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A person's method of dealing with conflict at work can be measured by the Rahim Organizational Conflict Inventory or the Cohen Conflict Response Inventory
Determining Conflict Style