Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
31 Cards in this Set
- Front
- Back
Teams |
Groups of two or more people who interact and influence one another, are mutually accountable for achieving common goals associated with organization objectives, and perceives themselves as a social entity within an organization |
|
Social Loafing |
The problem that occurs when people exert less effort when working in teams than when working alone |
|
Task Interdependence |
The extent to which team members must share materials, information, or expertise to perform their jobs |
|
Role |
A set of behaviors that people are expected to perform because they hold certain positions in a team and organization |
|
Team Building |
A process that consists of formal activities intended to improve the development and functioning of a work team |
|
Norms |
The informal rules and shares expectations that groups establish to regulate the behavior of their members |
|
Team Cohesion |
The degree of attraction people feel toward the team and their motivation to remain members |
|
Brainstorming |
A freewheeling, face-to-face meeting where team members aren't allowed to criticize but are encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others |
|
Nominal Group Technique |
Three stages: Participants (1) silently and independently document their ideas, (2) collectively describe these ideas to the other team members without critique, and then (3) silently and independently evaluate the ideas presented |
|
Self-Directed Teams |
Cross-functional work groups that are organized around work processes, complete an entire piece of work requiring several interdependent tasks, and have substantial autonomy over the execution of those tasks |
|
Communication |
The process by which information is transmitted and understood between two or more people |
|
Information Overload |
A condition in which the volume of information received exceeds the person's capacity to process it |
|
Grapevine |
An unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions ` |
|
Power |
The capacity of a person, team, or organization to influence others |
|
Legitimate Power |
An agreement among organization members that people in certain roles can request certain behaviors of others |
|
Referent Power |
The capacity to influence others on the basis of an identification with and respect for the power holder. |
|
Centrality |
A contingency of power pertaining to the degree and nature of interdependence between the power holder and others |
|
Coalition |
A group that attempts to influence people outside the group by pooling the resources and power of its members |
|
Organizational Politics |
Behaviors that others perceive as self-serving tactics at the expense of other people and possibly the organization |
|
Conflict |
The process in which one party perceives that its interests are being opposed or negatively affected by another party |
|
Task Conflict |
A type of conflict in which people focus their discussion around the issue while showing respect for people who have other points of view |
|
Relationship Conflict |
A type of conflict in which people focus on characteristics of other individuals, rather than on issues, as the source of conflict. |
|
Superordinate Goals |
Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties |
|
Negotiation |
The process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence |
|
Leadership |
Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members |
|
Transformational Leadership |
A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision |
|
Servant Leadership |
The view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee development |
|
Path-Goal Leadership Theory |
A leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes |
|
Situational Leadership Theory |
A commercially popular but poorly supported leadership model stating that effective leaders vary their style (telling, selling, participating, delegating) according to the motivation and ability of followers |
|
Fielder's Contingency Model |
A leadership model stating that leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation (the level of situational control) |
|
Authentic Leadership |
The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept |