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BUSI 310 Vocab Words Exam 2
Terms in this set (134)
The willingness to be vulnerable to an authority based on positive expectations about the authority's actions and intentions
A person whose personality traits include a general propensity to trust others
A general expectation that the words, promises, and statements of individuals can be relied upon
Trust rooted in a rational assessment of the authority's trustworthiness
Relatively stable capabilities of people for performing a particular range of related activities
The belief that an authority wants to do good for an employee, apart from any selfish or profit-centered motives
The perception that an authority adheres to a set of acceptable values and principles
Trust that depends on feelings toward the authority that go beyond rational assessment
The perceived fairness of an authority's decision making
The perceived fairness of decision-making outcomes
More outcomes are allocated to those who contribute more incomes
All team members receive the same amount of relative rewards
Special instance where an employee has an outstanding circumstance which requires special conditions
The perceived fairness of decision-making processes
Giving employees a chance to express their opinions and views during the course of decision making
Provides employees with a chance to request an appeal when a procedure seems to have worked ineffectively
Used by decision makers to attribute cause; whether this individual has behaved this way before under similar circumstances
The procedures are neutral and unbiased
The procedures consider the needs of all groups
The procedures are based on accurate information
The perceived fairness of the interpersonal treatment received by employees from authorities
Authorities should treat employees with sincerity
Authorities should refrain from improper remarks
The perceived fairness of the communication provided to employees from authorities
Authorities should explain procedures thoroughly
Authorities explanations should be honest
The principles of right and wrong that guide an individual in making decisions
What is to be lost of potentially sacrificed by an action.
What is to be potentially gained by an action.
Less tangible rewards
Rewards that are not immediately apparent or easily able to be understood or experienced.
Reminder of moral codes
This action typically reduces cheating. Example: Honor codes at universities
When your energy resources are depleted, it's easier to make ethical lapses.
Looming deadlines increase the temptation to cut corners, including ethical ones
Perceptions of Injustice
If you think your organization has treated you badly, you are more likely to behave unethically toward the organization
Increasing reward will lead to less ethical behavior, whereas increasing the risk will lead to more ethical behavior.
Benefits from an action.
Dan Ariely's experiments
Researcher from Duke. Experiments showing most people cheat a little, few people cheat a lot. Cheating increases when the reward is less tangible. Reminder of moral codes reduces cheating.
The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, or behavior. Personality reflects what people are like and creates their social reputation.
Big 5 Personality Traits
The five major dimensions of personality including conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion.
Conscientious people are dependable, organized, reliable, ambitious, hardworking, and persevering.
Reflects a strong desire to accomplish task-related goals as a means of expressing personality. Prioritized by conscientious people.
Agreeable people are warm, kind, cooperative, sympathetic, helpful, an courteous.
Reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality. Prioritized by agreeable people.
Neurotic people are nervous, moody, emotional, insecure, and jealous.
A dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance. Expressed by neurotic people.
Locus of Control
Reflects whether people attribute the causes of events to themselves or to the external environment.
Open people are curious, imaginative, creative, complex, refined, and sophisticated.
Reflects a strong desire to seek out tasks which require creative solutions or imaginative thinking. These tasks stimulate interest in new or creative avenues.
Extraverted people are talkative, sociable, passionate, assertive, bold, and dominant.
A dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation. Experienced by extraverted people.
Reflects a strong desire to obtain power and influence within a social structure as a means of expressing personality. Prioritized by extraverted people.
Tend to mask differences in personality because of the power of the social environment.
Tend to reveal differences in personality.
The degree to which situations provide cues that trigger the expression of a given personality trait.
The shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations.
One who views his or her cultural values as "right" and values of other cultures as "wrong."
Employees working in different countries tended to prioritize different values, and those values clustered into several distinct dimensions: individualism-collectivism, power distance, uncertainty avoidance, masculinity-femininity, and short-term vs. long-term orientation.
The degree to which a culture has a loosely knit social framework (individualism) or or a tight knit social framework (collectivism).
The degree to which a culture accepts unequal distribution of power
the degree to which societies are willing to tolerate ambiguous situations
The degree to which a culture values stereotypically male traits or stereotypically female traits.
Short Term vs. Long-Term Orientation
The degree to which a culture stresses values that are past and present oriented (short-term) or future-oriented (long-term).
Aspects of a team that affect its ability to perform.
Teams that are physically dispersed and communicate electronically more than face-to-face.
Stages of Team Development
Forming, Storming, Norming, Performing, Adjourning
The first stage of team development, during which members try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who's in charge.
The second stage of team development, during which conflict occurs due to members' ongoing commitment to ideas they bring with them to the team.
The third stage of team development, during which members realize that they need to work together to accomplish team goals and consequently begin to cooperate.
The fourth stage of team development, during which members are comfortable working within their roles, and the team makes progress toward goals.
The final stage of team development, during which members experience anxiety and other emotions as they disengage and ultimately separate from the team.
A sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time.
Tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness.
Tasks for which the team's performance depends on the abilities of the team's weakest link.
Tasks for which the contributions from every member add up to determine team performance.
Number of people on a team. Too big can be a problem. The ideal number is between 4-5 members.
The degree to which team members are different from one another.
Value in Diversity Problem-Solving Approach
A theory that supports team diversity because it provides a larger pool of knowledge and perspectives.
A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them.
Diversity of observable attributes such as race, gender, ethnicity, and age.
Diversity of attributes that are inferred through observation or experience, such as one's values or personality.
Members of the team are mostly similar in characteristics. Benefits from greater speed at task completion.
Members of the team are more diverse in characteristics. Benefits from more accuracy in task completion.
A theory (attraction-selection-attrition) that states that employees will be drawn to organization with cultures that match their personality, organizations will select employees that match, and employees will leave or be forced out when they are not a good fit.
Individuals are attracted to organizations whose members are similar to themselves in terms of personality, values, interests, and other attributes.
Organizations are more likely to select those who possess knowledge, skills, and abilities similar to the ones their existing members possess.
Over time, those who do not fit in well in an organization are more likely to leave.
The degree to which team members interact with and rely on other team members for information, materials, and resources needed to accomplish work for the team.
A form of task independence in which group members complete their work assignments independently, and then their work is simply added together to represent the group's output.
A form of task interdependence in which group members perform different tasks in a prescribed sequence, and members depend on only the member who comes before them in the sequence.
A form of task interdependence in which group members interact with only a limited subset of other members to complete the team's work.
A form of task interdependence in which team members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.
The degree to which team members have a shared goal and align their individual goals with that vision.
The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.
The different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals
Getting more from the team than you would expect according to the capabilities of its individual members
Getting less from the team than you would expect based on the capabilities of its individual members
Process loss due to the time and energy it takes to coordinate work activities with other team members, taking away from other project related tasks
Occurs when members have to wait on one another before they can do their part of the team task
The loss in team productivity that occurs when team members don't work as hard as they could
When team members exert less effort when working on team tasks than they would if they worked alone on those same tasks.
The activities of team members that relate directly to the accomplishment of team tasks
Activities are focused on generating novel and useful ideas and solutions
Face-to-face meeting of team members in which each offers as many ideas as possible about some focal problem or issue
Nominal Group Technique
A decision-making technique in which group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives.
When groups share information regarding a problem or task, and they work together to reach a consensus, or general agreement among members in regards to the final solution
Reflects whether members possess adequate information about their own task responsibilities
Refers to the degree to which members make good recommendations to the leader
Reflects the degree to which the leader effectively weighs the recommendations of the members
Interactions among team members and individuals and groups who are not part of the team
Refer to communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team
Task Coordinator Activities
Involve communications that are intended to coordinate task-related issues with people or groups in other functional areas
Refer to things team members do to obtain information about technology, competitors, or the broader marketplace
Refer to the interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself
Teamwork activities that focus on preparation for future work
Involves an analysis of the team's task, the challenges that face the team, and the resources available for completing the team's work
The development of courses of action and contingency plans, and then adapting those plans in light of changes that occur in the team's environment
Involves the development and prioritization of goals related to the team's mission and strategy
Teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place
Monitoring Progress Toward Goals
Teams that pay attention to goal-related info--charting teams performance--are typically in a good position to realize they are "off-track" and need to make changes.
Keeping track of things that the team needs to accomplish its work
Members going out of their way to help or back up other team members
Synchronizing team members' activities in a way that makes them mesh effectively and seamlessly
Teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members
Motivating and Confidence Building
Things team members do or say that affect the degree to which members are motivated to work hard on the task
Activities that foster a sense of emotional balance and unity
Involves the activities that the team uses to manage conflicts that arise in the course of its work
Disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences
Disagreements among members about the team's task
Specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together
A team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself
Drive towards conformity at the expense of other team priorities
The degree to which members believe that the team can be effective across a variety of situations and tasks
The level of common understanding among team members with regard to important aspects of the team and its task
Refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team
Sets with similar terms
Ch.10 - Teams, Diversity, and Communication
MGMT 363 Vocab 12
Ch 12 - Teams: processes and communication
Other sets by this creator
MCAT - development stages
GERMAN - Map/Key Development Quiz
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