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98 Cards in this Set
- Front
- Back
When will employees be indifferent to managerial directives?
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Employees will be indifferent to managerial directives
if they: 1. are understood 2. are consistent with the purpose of the organization 3. are compatible with the people’s personal interests 4. can actually be carried out by those people |
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An approach to dealing with conflict in which one party deals with the conflict by satisfying its desires and objectives at the expense of the other party’s desires and objectives:
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domination
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A set of interrelated elements or parts that function as a whole:
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system
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How did Follett believe conflict could be handled? (Hint: 3 ways)
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1) Domination
2) Compromise 3) Integration |
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A group member whose work pace is significantly faster than the normal pace in his or her group:
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rate buster
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The “father of scientific management”:
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Frederick Taylor
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Who conducted the Hawthorne studies?
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Elton Mayo
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How were decisions made before scientific management?
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Decisions were made haphazardly using “seat-of-the-pants” method without any study or thought.
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What are the organizational forms of a bureaucracy?
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Monarchies and patriarchies
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The Gantt chart would most likely be a tool in _____ management.
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Operations
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An approach to dealing with conflict in which both parties deal with the conflict by giving up some of what they want in order to reach agreement on a plan to reduce or settle the conflict:
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compromise
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What are Frederick Taylor’s 4 principles of management?
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1) Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method.
2) Scientifically select and then train, teach, and develop the workman. 3) Cooperate with the men to insure all work is done in accordance with the principles of the science. 4) There is almost equal division of the work and the responsibility between management and workmen. |
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Who is best known for the use of motion studies to simplify work?
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Frank and Lillian Gilbreth
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While many people assume that managers have the authority to do whatever they want, _____ believed that workers ultimately grant managers their authority.
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Chester Barnard
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What aspects of work does human relations management focus on?
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The psychological and social aspects
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What are the 3 origins of operations management?
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1) Guns
2) Geometry 3) Fire |
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The inevitable and steady deterioration of a system:
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entropy
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Systems that can sustain themselves without interacting with their environments:
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closed systems
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Demonstrated that workers’ feelings and attitudes affected their work, that financial incentives weren’t the most important motivator for workers, and that group norms play a critical role in behavior at work:
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The Hawthorne Studies
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Which management theorist would have said, "The need for coordination never goes away?"
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Mary Parker Follett
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When did management become a field of study?
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125 years ago
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The exercise of control on the basis of knowledge, expertise, or experience:
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bureaucracy
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Thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job:
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scientific management
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Timing how long it takes good workers to complete each part of their jobs:
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time study
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Management with no standardization of procedures or follow-up on improvements:
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“Seat-of-the Pants” Management
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The _____ approach to management encourages managers to complicate their thinking by looking for connections between the different parts of the organization.
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Systems
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Who is known as the “mother of scientific management"?
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Mary Parker Follett
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What is Max Weber best known for?
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Developing ideas on bureaucratic management.
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_____ management uses a quantitative or mathematical approach to find ways to increase productivity, improve quality, and manage or reduce costly inventories.
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Operations management
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Did Chester Barnard believe that humans naturally cooperate?
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No
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What 7 elements characterize a bureaucracy?
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1) Qualification-based hiring
2) Merit-based promotion 3) Chain of commands 4) Division of labor 5) Impartial application of rules and procedures 6) Recorded in writing 7) Managers separate from owners |
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An approach to dealing with conflict in which both parties deal with the conflict by indicating their preferences and then working together to find an alternative that meets the needs of both:
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integrative conflict resolution
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When two or more subsystems working together can produce more than they can working apart:
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synergy
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What were Frank and Lillian Gilbreth best known for?
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Their use of motion studies to simplify work.
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What functions did Henry Fayol believe that successful managers should perform?
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1) Planning
2) Organizing 3) Coordinating 4) Commanding 5) Controlling |
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What are the 2 types of complex environments?
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1) GENERAL – consists of the economy and the technological, sociocultural, and political/legal trends that indirectly affect all organizations.
2) SPECIFIC – includes customers, competitors, suppliers, industry regulation, and advocacy groups. |
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When workers deliberately slow their pace or restrict their work outputs:
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soldiering
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Systems that can sustain themselves only by interacting with their environments, on which they depend for their survival:
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open systems
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Holds that there are no universal management theories and that the most effective management theory or idea depends on the kinds of problems or situations that managers or organizations are facing at a particular time and place:
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contingency management
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A system of consciously coordinated activities or forces created by two or more people:
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organization
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Who is best known for developing ideas on bureaucratic management?
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Max Weber
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Smaller systems that operate within the context of a larger system:
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subsystem
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A graphical chart that shows which tasks must be completed at which times in order to complete a project or task:
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Gantt chart
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Breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive:
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motion study
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According to Max Weber, what is used to help a bureaucracy achieve organizational goals in the most efficient way?
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Merit-based promotion
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Occurs when there is automatic acceptance of managerial authority:
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Zone of indifference
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How did the Industrial Revolution change the nature of work?
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Low-paid, unskilled workers using machines replace high-paid, skilled artisans.
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Skills that are most important for team leaders and lower level managers:
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Technical skills
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What are the 3 advantages of group/team decision making?
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1) Multiple perspectives
2) More alternate solutions 3) Commitment to decisions |
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What type of teams have the highest team autonomy?
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Self-designing teams
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When should teams be used?
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Use teams when...
-There is a clear purpose. -Team requires people working together. -Team-based rewards are possible. -Resources exist. -Teams have authority. |
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A group composed of two or more people who work together to achieve a shared goal:
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traditional work group
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Behavior in which team members withhold their efforts and fail to perform their share of the work:
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social loafing
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The first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms:
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forming
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What 4 things can be done to enhance team effectiveness?
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1) Setting team goals
2) Team training 3) Selecting team members 4) Team compensation |
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A team that manages and controls all of the major tasks of producing a product or service:
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self-managing team
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The second stage of team development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it:
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storming
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What are the 4 disadvantages of group/team decision making?
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1) Groupthink
2) Slowness - inefficient meetings 3) Minority domination 4) Lack of accountability |
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What type of teams have the lowest team autonomy?
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Traditional work groups
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What are the first 4 stages of team development?
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1) Forming
2) Storming 3) Norming 4) Performing |
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Focusing on ____, ____, and ____ can help companies select the right team members.
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Individualism-collectivism, team diversity, team level
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What are the disadvantages of teams?
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1) Social loafing
2) Initially high employee turnover |
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The fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team:
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performing
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A team composed of employees from different functional areas of the organization:
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cross-functional team
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Cognitive conflict that focuses on problems and issues:
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C-type conflict
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How can social loafing be prevented?
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-Make tasks important and interesting.
-Establish clear group goals. -Make individuals accountable. |
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What are the 5 most important characteristics of work teams?
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1) Team norms
2) Team cohesiveness 3) Team size 4) Team conflict 5) Team development |
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A reversal of the storming phase, in which the team’s comfort level decreases, team cohesion weakens, and angry emotions and conflict may flare:
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de-storming
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The variances or differences in ability, experience, personality, or any other factor on a team:
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team diversity
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A team composed of geographically and/or organizationally dispersed coworkers who use telecommunication and information technologies to accomplish an organizational task:
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virtual team
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A team that has the characteristics of self-managing teams but also controls team design, work tasks, and team membership:
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self-designing team
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Conflict that is associated with improvements in team performance:
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C-type conflict
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The third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop:
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norming
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Social loafing occurs when:
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-Task is viewed as unimportant.
-People think contributions are unidentifiable or don't matter. -People think teammates will loaf. |
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A small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes:
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work team
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Affective conflict that focuses on emotional and personal disagreements:
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A-type conflict
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A team created to complete specific, onetime projects or tasks within a limited time:
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project team
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The degree to which a person believes that people should be self-sufficient and that loyalty to one’s self is more important than loyalty to a team or company:
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individualism-collectivism
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A team that provides advice or makes suggestions to management concerning specific issues:
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employee involvement team
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A reversal of the forming stage, in which team members position themselves to control pieces of the team, avoid each other, and isolate themselves from team leaders:
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de-forming
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Informally agreed-on standards that regulate team behavior:
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team norms
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The extent to which team members are attracted to a team and motivated to remain in it:
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cohesiveness
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A group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service:
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semi-autonomous work group
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A reversal of the norming stage, in which team performance begins to decline as the size, scope, goal, or members of the team change:
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de-norming
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The responsibilities of a _____ are limited to the execution of tasks.
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traditional work group
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Studies indicate that _____ are one of the most powerful positive influences on work behavior.
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team norms
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In the early morning of 21 November 1970, a raiding force of 56 men began one of the most daring American operations of the Vietnam War, a nighttime raid 23 miles west of Hanoi on the Son Tay prisoner of war (POW) camp. A highly disciplined team rehearsed the rescue 170 times under the most realistic possible conditions, including night live-fire exercises in a complete Son Tay mockup. This team would be classified as a(n)________ team.
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Project
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In the early morning of 21 November 1970, a raiding force of 56 men began one of the most daring American operations of the Vietnam War, a nighttime raid 23 miles west of Hanoi on the Son Tay prisoner of war (POW) camp. A highly disciplined team rehearsed the rescue 170 times under the most realistic possible conditions, including night live-fire exercises in a complete Son Tay mockup. This highly disciplined team with the goal of freeing POWs most likely had high _____.
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cohesiveness
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_____ is much more likely to occur in large teams.
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Social loafing
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In the early morning of 21 November 1970, a raiding force of 56 men began one of the most daring American operations of the Vietnam War, a nighttime raid 23 miles west of Hanoi on the Son Tay prisoner of war (POW) camp. During the ________ stage of team development, the team of raiders would have rehearsed the rescue process.
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norming
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In the early morning of 21 November 1970, a raiding force of 56 men began one of the most daring American operations of the Vietnam War, a nighttime raid 23 miles west of Hanoi on the Son Tay prisoner of war (POW) camp. During the ________ stage of team development the raiders would have made their attack on the POW camp.
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performing
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A decision-making method in which members of a panel of experts respond to questions and to each other until reaching agreement on an issue:
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Delphi technique
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A decision-making method in which group members use computers to build on each others’ ideas and generate many alternative solutions:
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electronic brainstorming
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A decision-making method in which group members are added to a group discussion one at a time. The existing group members listen to each new member’s thoughts, ideas, and recommendations; then the group shares the ideas and suggestions that it had already considered, discusses the new and old ideas, and makes a decision:
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stepladder technique
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A decision-making method in which an individual or a subgroup is assigned the role of a critic:
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devil’s advocacy
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A decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group:
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nominal group technique
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A decision-making method in which decision makers state the assumptions of a proposed solution (a thesis) and generate a solution that is the opposite (antithesis) of that solution:
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dialectical inquiry
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This technique improves group decision making by decreasing a-type conflict:
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nominal group technique
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