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81 Cards in this Set
- Front
- Back
a group determined by the organization chart and composed of individuals who report directly to a given manager
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Command groups
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groups brought together to complete a specific job task, usually a temporary group
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Task groups
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groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others' jobs
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Cross functional teams
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groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities, such as hiring, planning and scheduling, and performance evaluations
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Self-managed teams
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a group that is defined by the organization's structure and has designated work assignments and tasks
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Formal groups
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groups independently formed to meet social needs of members
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Informal groups
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different sets of expectations for how different individuals should behave
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Roles
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prohibits employment discrimination based on race, color, religion, sex and national origin.
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Title VII of Civil Rights Act of 1964
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prohibits employment discrimination against persons 40 years of age or older.
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ADEA - Age Discrimination in Employment Act
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prohibits, under certain circumstances, discrimination based on disability.
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ADA - Americans with Disabilities Act
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The stages of group development are:
a. Forming, Storming, Norming, Performing, Adjourning b. Storming, Norming, Performing, Adjourning, Forming c. Forming, Storming, Performing, Norming, Adjourning d. Forming, Performing, Storming, Norming, Adjourning |
a. Forming, Storming, Norming, Performing, Adjourning
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the job-related Knowledges, Skills, Abilities, and Other characteristics that an applicant must have
to perform successfully in the position. |
KSAOs
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measure acquired knowledge and “hard” technical skills, e.g., knowledge of
accounting principles or the ability to create and manage Microsoft Access databases |
Technical KSAOs
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measure “soft” skills – the attitudes and approaches applicants take to their
work, such as the ability to collaborate on team projects or the ability to communicate orally with a broad range of individuals |
Behavioral KSAOs
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shared beliefs about how people should think and behave
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Norms
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the extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group
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Groupthink
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The following are all types of teams except:
a. Management teams b. Problem-solving teams c. Self-managed work teams d. Cross functional teams e. Virtual teams |
a. Managerial teams
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the perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks
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Conflict
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team of employees from the same department and functional area involved in efforts to solve specific problems
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Problem-solving team
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team of a formal group of employees who operate without a manager and are responsible for a complete work process or segment
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self-managing work team
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a hybrid grouping of individuals who are experts in various specialties and who work together on various tasks
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cross-functional teams
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teams that use computer technology to link physically dispersed members in order to achieve a common goal
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Virtual teams
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Have good communication systems.
Possess effective negotiating skills. Have appropriate leadership. Have internally and externally supportive environments. |
What makes teams effective?
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Have a clear understanding of their goals.
Have competent members with relevant technical and interpersonal skills. Exhibit high mutual trust among each other. |
What makes teams effective?
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Stephen Baker's Managing by the Numbers talks about compiling data about employees in order to better match them to appropriate jobs and coworkers
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Yep
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three factors play a major role in determining group effectiveness
1. task interdependence - how closely group members work together 2. outcome interdependence - how performance is rewarded 3. potency – members’ belief that the group can be effective |
Group effectiveness article - She and Guzzo
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T/F?
Potency is the collective belief of group members that the group can be effective. |
True -
from shea and guzzo - group effectiveness article |
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the phenomenon of people making less effort to achieve a goal when they work in a group than when they work alone.
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Social loafing
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to idle one's time away
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loafing
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The patterns of informal connections among individuals within groups
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Social networking
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OB
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Organizational Behavior
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The actions of people at work
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OB - Organizational Behavior
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Attitudes, personality, perception, learning, and motivation
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Individual behavior focus of OB
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Norms, roles, team building, leadership, and conflict
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Group focus of OB
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Structure, culture, and human resource policies and practices
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Organizational focus of OB
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A performance measure of both efficiency and effectiveness of an employee
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Employee productivity
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The failure to report to work when expected
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Absenteeism
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1. The voluntary and involuntary permanent withdrawal from an organization
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Turnover
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1. Discretionary behavior that is not a part of an employee’s formal job requirements, but which promotes the effective functioning of the organization
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OCB - Organizational Citizenship Behavior
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1. The individual’s general attitude toward his or her job
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job satisfaction
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1. Any intentional employee behavior that has negative consequences for the organization or individuals within the organization.
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Misbehavior
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i. Deviance
ii. Aggression/Bullying iii. Antisocial behavior iv. Violence |
Types of misbehavior
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1. Attitudes
2. job satisfaction 3. Job involvement 4. Organizational commitment 5. perceived organizational support 6. personality |
Psychological Factors Affecting Behaviors
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2) Key points of the theory:
There are differences in personalities. There are different types of jobs. Job satisfaction and turnover are related to the match between personality and job for an individual. |
i. Personality-Job Fit Theory (Holland)
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i. Self-awareness: knowing what you’re feeling
ii. Self-management: managing emotions and impulses iii. Self-motivation: persisting despite setbacks and failures iv. Empathy: sensing how others are feeling v. Social skills: handling the emotions of others |
Dimensions of Emotional Intelligence (EI)
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1. Anger
2. Fear 3. Sadness 4. Happiness 5. Disgust 6. Surprise |
Universal emotions
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Are sensitive to external cues and behave differently in different situations.
Can present contradictory public persona and private selves—impression management. |
high self-monitors
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1) An individual’s ability to adjust his or her behavior to external, situational factors.
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self-monitoring
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persons who believe that they control their own destiny.
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Internal locus:
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persons who believe that what happens to them is due to luck or chance.
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External locus:
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The degree to which an individual is pragmatic, maintains emotional distance, and seeks to gain and manipulate power—ends can justify means.
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Machiavellianism (Mach)
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Includes:
1. Extraversion 2. Agreeableness 3. Conscientiousness 4. Emotional stability 5. Openness to experience |
The Big-Five Model
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1) Measures the personality of an individual using four categories:
Social interaction: Extrovert or Introvert (E or I) Preference for gathering data: Sensing or Intuitive (S or N) Preference for decision making: Feeling or Thinking (F or T) Style of decision making: Perceptive or Judgmental (P or J) |
MBIT - Myers Briggs Type Indicator
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i. The unique combination of emotional, thought and behavioral patterns that affect how a person reacts and interacts with others.
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Personality
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A. How the actions of individuals are perceived by others depends on what meaning (causation) we attribute to a given behavior.
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attribution theory
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different behaviors in different situations
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1. Distinctiveness:
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behaviors similar to others in same situation
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2. Consensus:
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regularity of the same behavior over time
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3. Consistency:
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i. The tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors.
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fundamental attribution theory
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i. The tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors.
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self-serving bias
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i. Forming a general impression of a person on the basis of a single characteristic of that person.
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halo effect
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i. Behavior that is rewarded (positively reinforced) is likely to be repeated.
ii. Behavior that is punished or ignored is less likely to be repeated. |
Operant conditioning
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global norms, including the need for nutrition, safety, etc
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hypernorms
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the willingness to conform publicly in order to attain social reward and avoid social punishment.
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Asch study
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The formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioral motivator.
Formal status systems are effective when the perceived ranking of an individual and the status symbols accorded that individual are congruent. |
Status system
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the willingness to conform publicly in order to attain social reward and avoid social punishment.
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Asch studies
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Complete tasks faster than larger groups.
Make more effective use of facts. |
Small groups
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Solve problems better than small groups.
Are good for getting diverse input. Are more effective in fact-finding. |
Large groups
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Generates more complete information and knowledge
Generates more diverse alternatives Increases acceptance of a solution Increases legitimacy of decision These are advantages of what? |
Group decision making
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Time consuming
Minority domination Pressures to conform Ambiguous responsibility Disadvantages of what? |
Group decision making
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a group decision making technique in which group members are persented with a problem, each member independently writes down his or her ideas on the problem, then presents one idea to the group until all ideas have been prevent. Only then does discussion take place.
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NGT - Normal group technique
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NGT
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Normal Group technique
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an idea generating process that encourages alternatives while withholding criticism
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Brainstorming
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decision making groups that interact by using linked computers
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electronic meetings
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three things that increase creativity
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1. Electronic meetings
2. Brainstorming 3. NGT - normal group technique |
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Forcing
Avoiding Compromising collaborating Accomodating Forms of what? |
conflict management techniques
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Team or group?
leadership role is shared accountable to self and (team/group) Work is done collectively Open-ended discussion and collaborative problem-solving performance measured directly by evaluating collective work output work decided upon together, and done together |
Team
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Team or group?
One leader in charge Accountable only to self Purpose is the same as organization's Work done individually Efficient meetings, no open-ended discussion and no collaborative problem-solving Performance measured by its influence on others Group leader decides work and delegates it to members |
Group
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Drawbacks of what?
Dislike team members Mistrust team members Stereotyping communication problems stress and tension |
Global teams
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benefits of what?
greater diversity of ideas limited groupthink increased attention to understanding others |
Global teams
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Relationships can help or hinder team effectiveness.
Relationships improve team goal attainment and increase member commitment to the team |
Importance of social networks
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