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OB II

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This flashcard set delves into the dynamics of organizational behavior at the university level, focusing on key concepts like group dynamics, power, culture, and team effectiveness. It explores how group properties such as size, status, and cohesiveness influence individual behavior and decision-making processes. The flashcards also cover the impact of organizational culture on change management, stress management techniques, and the role of diversity in teams. Ideal for students and professionals seeking to understand the intricacies of workplace interactions and organizational strategies.

Karten

130

Lernende

Sprache

Englisch

Kategorie

BWL

Stufe

Universität

Erstellt / Aktualisiert

13.06.2016 / 15.06.2016

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work group (contrast group & team)

goal: share information

synergy: neutral (sometimes negative)

accountability: individual

skills: random & varied

work team (contrast group & team)

goal: collective performance

synergy: positive

accountability: individual & mutual

skills: complementary

types of teams (identify & compare 4 types of teams)

problem-solving teams

self-managed work teams

virtual teams

cross-functional teams

characteristics of effective teams (describe characteristics of effective teams)

context (adequate resources, leadership & structure, climate of trust, performance evaluation & rewards system)

composition (abilities of members, personality of members, preference of teamwork, size of team, diversity & member flexibility, allocation of roles)

process (common place & purpose, sepcific performance goals, team efficacy, mental models, managed level of conflict, minimized social loafing)

characteristics of effective teams - key role of teams (describe characteristics of effective teams)

creator

promoter

assessor

organizer

controller

maintainer

adviser

linker

options (describe how organizations can create team players)

selection

training

rewards

factors influencing power tactics (identify 9 power or influence tactics & their contingencies)

choice & effectiveness of influence tactics are moderated by:

sequence of tactics

political skills of user

culture of organization

examples of political behaviour (identify causes & consequences of political behaviour)

withholding information

joining a coalition

whistle blowing

spreading rumors

leaking confidential information

exchanging favors

employee responses to organizational politics (identify causes & consequences of political behaviour)

decreased job satisfaction

increased anxiety & stress

increased turnover

reduced performance

types of defensive behaviours (identify causes & consequences of political behaviour)

avoiding action

avoiding blame

avoiding change

impression mgmt techniques (apply impression mgmt techniques)

conformity

excuses

apologies

self-promotion

falttery

favours

association

exemplification

characteristics of strong culture (strong vs weak cultures)

great influence on members bc of high degree of sharedness & instensity creates internal climate of high behavioural control

high agreement amon gmembers about what organization stands for

advantages of strong culture (strong vs weak cultures)

perform better

people more likely to be satisfied, higher level of commitment, ower quit rates, lower level of dissent/dissatisfaction

function of culture (what do cultures do?)

distinction

sense of identity

generation of commitment to something larger

stability of social system

sense-making & control mechanism

define rules

how organizational cultures form

philosophy of organization's founder

selection criteria

top mgmt

socialization

3 stages of scoialization process (orginzational culture)

pre-arrival

encounter

metamorphosis

positive organizational culture (creating a positive organizational culture)

builds on employee strength

rewards more than it punishes

emphasizes individual vitality & growth

sources of resistance to change

individual (selective informing process, fear of unkown, economic factors, security, habit)

organiaztional (threat to establihes resource allocations & establishes power relationships & expertise, group inertia, limited focus of change, structural inertia)

creating a culture for change

stimulating a culture of innovation

creating a learning organization

ethical climate

shows true values of organizations & shapes ethical decision making of its members

group (define group & differentiate btw different types of groups)

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

2 or more individuals, interacting & interdependent, who have come together to achieve particular objectives

formal group (define group & differentiate btw different types of groups)

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

designated work group defined by organization's structure

informal group (define group & differentiate btw different types of groups)

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

neither formally structured nor organizationally determined

interdependence - task interdependence (define group & differentiate btw different types of groups)

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

degree to which team members rely on other team members as team carries out work (pooled, sequential, recirpocal, comprehensive)

interdependence - goal interdependence (define group & differentiate btw different types of groups)

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

degree to which members share team goal & have personal goals that are aligned

interdependence - outcome interdependence (define group & differentiate btw different types of groups)

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

degree to which team members share in team rewards & outcomes

different classes of groups - comman group (formal) (define group & differentiate btw different types of groups)

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

group composed of individuals who report directly to given manager

different classes of groups - task group (formal) (define group & differentiate btw different types of groups)

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

people working together to complete a job task (not limited by hierarchical boundaries)

different classes of groups - interest group (informal) (define group & differentiate btw different types of groups)

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

those working together to attain specific objective with which each is concerned

different classes of groups - friendship group (informal) (define group & differentiate btw different types of groups)

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

those brought together because they share one or more common characteristics

social identity theory (define group & differentiate btw different types of groups)

Considers when and why individuals consider themselves members of a group

in group-favouritism (define group & differentiate btw different types of groups)

perspective in which we see members of our in-group as better than other people, and people not in our group as all the same

Identify the 5 stages of group development

forming

storming

norming

performing

adjourning

important group properties (identify the 5 stages of group development)

roles

norms

status

size

cohesiveness

diversity

group property 1 (roles) - role (explain how role reuqirements change in different situations)

set of expected behaviour patterns attributed to someone occupying a given position in a social unit

group property 1 (roles) - role identity (explain how role reuqirements change in different situations)

attitude & behaviours that are consistent wiht a role from a specific "role identity" - becomes one part of a person's self-concept

group property 1 (roles) - role perception (explain how role reuqirements change in different situations)

individual's view of how she/he is supposed to act in a given siuation

group property 1 (roles) - role expectations (explain how role reuqirements change in different situations)

how others believe a person should act in a situation

group property 1 (roles) - role conflict (explain how role reuqirements change in different situations)

divirgent role expectations may conflict with each other, making it difficult/impossible to comply with both role requirements

group property 1 (roles) - psychological contract (explain how role reuqirements change in different situations)

unwritten agreement that sets out what mgmt expects from an employee & vice versa

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Lernkarten

impression mgmt techniques (apply impression mgmt techniques)

conformity

excuses

apologies

self-promotion

falttery

favours

association

exemplification

characteristics of strong culture (strong vs weak cultures)

great influence on members bc of high degree of sharedness & instensity creates internal climate of high behavioural control

high agreement amon gmembers about what organization stands for

advantages of strong culture (strong vs weak cultures)

perform better

people more likely to be satisfied, higher level of commitment, ower quit rates, lower level of dissent/dissatisfaction

function of culture (what do cultures do?)

distinction

sense of identity

generation of commitment to something larger

stability of social system

sense-making & control mechanism

define rules

how organizational cultures form

philosophy of organization's founder

selection criteria

top mgmt

socialization

3 stages of scoialization process (orginzational culture)

pre-arrival

encounter

metamorphosis

positive organizational culture (creating a positive organizational culture)

builds on employee strength

rewards more than it punishes

emphasizes individual vitality & growth

sources of resistance to change

individual (selective informing process, fear of unkown, economic factors, security, habit)

organiaztional (threat to establihes resource allocations & establishes power relationships & expertise, group inertia, limited focus of change, structural inertia)

creating a culture for change

stimulating a culture of innovation

creating a learning organization

ethical climate

shows true values of organizations & shapes ethical decision making of its members

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