ex.4 pt.5
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26 terms
Terms | Definitions |
|---|---|
 social loafing | tendency for people to exert less effort when working in group than when working alone |
| norming | conflicts are resolved, close relationships develop, and unity and harmony emerge; feelings of group cohesiveness |
| devils advocate | role-playing criticism to test whether a proposal is workable; process of assigning someone to play the role of critic |
| groupthink | cohesive group's blind unwillingness to consider alternatives |
| 2 behavioral leadership styles | job-centered, and employee centered |
| job-centered | o managers pay more attention to job and work procedures |
| employee-centered | o managers pay more attention to employee satisfaction and making work groups cohesive |
| 3 dimensions of situational control | leader-member relations, task structure, position power |
| How does performance and conflict relate to each other | • an inverted u-shape • too little conflict= laziness • too much conflict= warfare |
| • personality conflicts | o interpersonal opposition based on personal dislike, disagreement, or differing styles -personality clashes, competition for scare resources, time pressure, communication failures |
| personality clashes | when individual differences can't be resolved |
| competition for scarce resources | when two parties need the same things |
| time pressure | when people believe there aren't enough hours to do the work |
| communication failures | when people misperceive and misunderstand |
| intergroup conflicts | o clashes between work groups, teams, and departments, -inconsistent goals/reward system, ambiguous jurisdictions, status differences |
| inconsistent goals | when people pursuer different objectives |
| ambiguous jurisdictions | when job boundaries are unclear |
| status differences | when there are inconsistencies in power and influence |
| various conflict handling approaches | avoiding, accomodating, forcing, compromising, collaborating |
| avoiding | "maybe the problem will disappear" o ignoring or suppressing a conflict o good for trivial issues |
| accommodating | "let's do it your way" o encourages cooperation, but it's only a temporary fix o doesn't confront underlying problems |
| forcing | "you have to do it my way" o ordering an outcome o implementing an unpopular solution o fast- quick results o doesn't resolves personal conflict |
| compromising | "let's split the difference" o both give up something to gain something o democratic process, no real losers |
| collaborating | "let's cooperate to reach a win-win solution that benefits both of us o good for complex issues o not good for solving conflict rooted in opposing value systems o longer-lasting impact o time-consuming o best approach |
| appropriate methods to end a speech | • lets review • in conclusion • I want to leave you with one last though • Finally, let me close • As Albert Einstein said.. • End with "Thank you" |
| -What theories are inherent to the Contingency Approach to leadership | • contingency-leadership model • path-goal leadership model • situational leadership theory |
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