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33 Cards in this Set
- Front
- Back
frustration-aggression hypothesis
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frustration leads to aggression, this was found to be too broad b/c aggression is not the only response to frustration
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justice hypothesis of workplace
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some violent acts can be understood as reactions by an employee to perceived injustice
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team
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interdependent group of individuals who work toward a common goal and share responsibility
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bullying
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harrassing, offending, socially excluding, or humiliating a subordinate repeatedly & over a long period of time
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mobbing
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target is selected and bullied by more than one person
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quality circle
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work group individuals of about 6-12 employees that meet regularly to identify work related problems & generate ideas to increase productivity or better quality
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project team
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created to solve a particular problem or set of problems and is ended after the project is completed, also known as an ad hoc committee, task force or cross functional team
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production team
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consists of front line employees that produce tangible output (cars, TVs, minerals, etc.)
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autonomous work group
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specific kind of production team that has control over a variety of functions (AT&T, Coca Cola, etc.)
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virtual team
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team with widely dispersed members connected through computers
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virtual collaboration behaviors
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used in virtual team interactions, include exchanging ideas with criticisms, agreeing on responsibilities, and meeting deadlines
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team composition
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attributes of team members, including skills, abilities, experiences, and personality characteristics
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shared mental model
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organized way to think about how the team will work; helps team members understand and predict the behavior of their teammates
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demographic diversity
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differences in observable or demographic attributes (age, gender, ethnicity)
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psychological diversity
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differences in underlying attributes such as skills, abilities, personality characteristics, attitudes, beliefs, and values
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group polarization
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tendency for groups to make more extreme decisions than individuals
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coordination loss
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reduced group performance when members expend their energy in different directions or fail to synchronize & coordinate their work
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social loafing
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reduced motivation because there is a reduced feeling of individual accountability
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cohesion
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degree to which members desire to remain in the team and are committed to group goals
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groupthink
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occurs when the group is deeply cohesive and people would rather choose something agreeable than consider alternatives
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climate
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a shared perception among employees regarding their work entity
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autocratic climate
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highly structured organization with little opportunity for individual responsibility or risk taking at the lowest levels
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democratic climate
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less structured with more opportunity for responsibility and risk taking
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culture
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system in which individuals share meanings and common ways of viewing events and objects
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climate/culture strength
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extent to which members of the organization share a perception (climate strength) or a value/belief pattern (culture strength)
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ethnocentrism
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multinational model in which values of the parent company predominate
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polycentrism
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multinational model where the values of the local company are accepted
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regiocentrism
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multinational model in which the values are a blend of the parent company and the local company
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geocentrism
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multinational model in which new corporate wide policy is developed to handle issues in a way that creates global perspective
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socialization
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process by which a new employee becomes aware of the values and procedures of an organization
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person job fit (P-J)
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extent to which skills, abilities, and interests of an individual are compatible with the demands of a job
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person organization fit (P-O)
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extent to which values of an employee are consistent with the values held by most others at the organization
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attraction-selection-attrition model
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organizations and individuals undergo a process of jointly assessing probable fit based mostly on personality characteristics, goal is to make workplace more homogeneous
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