Managing People in Organizations Exam Review

These flashcards cover essential vocabulary and key concepts related to managing people in organizations, focusing on teams, leadership, organizational behavior, and human resource management.

Team

A group of two or more people who work interdependently over time to accomplish common goals related to a task-oriented purpose.

Group

A collection of two or more people but does not necessarily work interdependently or towards common goals.

Work Team

A type of team that produces goods or provides services, characterized by a long life span and high member involvement.

Management Team

Integrates activities of subunits across business functions, with a long life span and moderate member involvement.

Parallel Team

A team that provides recommendations and resolves issues, with a life span and member involvement that varies.

Project Team

A team that produces a one-time output, existing only as long as it takes to finish the project.

Action Team

A team that performs complex tasks in highly visible or challenging circumstances, normally limited in duration.

Virtual Teams

Teams with members who are geographically dispersed and perform interdependent activities through electronic communication.

Punctuated Equilibrium

A model of team development where little work is done until the halfway point of the project, after which teams make necessary changes to complete it.

Pooled Interdependence

A type of task interdependence where group members complete work independently and combine outputs.

Sequential Interdependence

A type of task interdependence where tasks are carried out in a prescribed order, needing interaction between adjacent tasks.

Reciprocal Interdependence

Task interdependence where members perform specialized tasks and interact with each other to complete the team's work.

Comprehensive Interdependence

A type of interdependence requiring high levels of interaction and coordination among team members.

Task Interdependence

The degree to which team members rely on each other for info, materials, and resources to accomplish work.

Goal Interdependence

When team members share a vision of the team's goals, aligning individual goals with that vision.

Outcome Interdependence

The degree to which team members depend on each other for the rewards they receive.

Team Task Roles

Behaviors that facilitate the accomplishment of team tasks, such as coordinators and devil's advocates.

Team-Building Roles

Behaviors that influence the quality of the team’s social climate, such as encouragers and mediators.

Individualistic Role

Behaviors that benefit the individual at the expense of the team, such as aggressors and slackers.

Agreeable Personality

A characteristic important in teams, indicating a tendency to be cooperative and trusting.

Conscientious Personality

A personality trait associated with dependability and hard work.

Extraverted Personality

A trait linked to effective performance in interpersonal contexts and overall positivity.

Disjunctive Tasks

Tasks with objectively verifiable best solutions influenced by the team member with the highest ability.

Conjunctive Tasks

Tasks reliant on the abilities of the weakest link in the team.

Additive Tasks

Tasks where contributions from each member collectively determine the team's performance.

Value in Diversity Problem Solving Approach

The theory that team diversity enhances problem solving and creativity.

Similarity-Attraction Approach

The viewpoint that diversity can be counterproductive due to communication challenges.

Surface-Level Diversity

Diversity regarding observable traits, initially causing challenges that may dissipate with knowledge of one another.

Deep-Level Diversity

Diversity less visible initially, creating complex interpersonal challenges as team members gain knowledge of each other.

Optimizing Team Size

The concept that management and project teams benefit from more members, while production teams face coordination issues with many members.

Leadership

The use of power and influence to direct followers' activities toward goal achievement.

Legitimate Power

Power derived from a position of authority within an organization.

Reward Power

Power based on control over resources or rewards desired by others.

Coercive Power

Power based on control over punishments and the principle of fear.

Expert Power

Power derived from a person's expertise or skills that others depend on.

Referent Power

Power that arises from the desire of others to be associated with or admired by someone.

Substitutability

The degree to which people have alternatives available when accessing resources.

Discretion

The degree to which managers can make decisions without being constrained by rules.

Centrality

The importance of a person's job and how many people depend on that person to accomplish their tasks.

Visibility

How aware others are of a leader's power and position.

Rational Persuasion

Using logical arguments and facts to convince a target that a request is worthwhile.

Inspirational Appeal

Appealing to a target's values to create an emotional or attitudinal reaction.

Consultation

Involving the target in the decision-making process to increase commitment.

Collaboration

Working together to make it easier for the target to complete a request.

Pressure

Using threats and demands through coercive power to influence others.

Internalization

When a target agrees with the influence request and becomes committed to it.

Compliance

When targets do what is asked, but without ambivalence, resulting in behavior change without attitude shift.

Resistance

When a target refuses to comply with a request and puts effort into avoiding it.

Organizational Politics

Individual actions aimed at furthering personal interests within an organization.

Political Skill

The ability to effectively understand others at work and use that knowledge to achieve personal or organizational objectives.

Networking Ability

The skill of establishing a wide array of contacts.

Social Astuteness

The ability to accurately interpret others' behavior and motivations.

Interpersonal Influence

Possessing a flexible personal style that can adapt to different situations.

Apparent Sincerity

Showing honesty and genuineness in interactions.

Competing

A conflict resolution style where one party seeks to meet their own goals at the expense of another.

Avoiding

A conflict resolution style characterized by withdrawal or postponement of conflict.

Accommodating

When one party gives in completely to another's desires during a conflict.

Collaboration

A conflict resolution approach that maximizes outcomes for all parties involved.

Compromise

Resolving conflict through mutual concessions.

Distributive Bargaining

A negotiation approach characterized by a win-lose mentality and fixed resources.

Integrative Bargaining

A win-win negotiation strategy focused on mutual respect and problem-solving.

Preparation

The initial stage of negotiation where each party defines goals and alternatives.

Mediation

A dispute resolution method where a third-party facilitates an agreement without authority.

Arbitration

A binding dispute resolution process where a third party makes a decision.

Leader-Member Exchange Theory

A theory that explains how leader-member relationships develop on a dyadic basis over time.

Autocratic Leadership

A style where the leader makes decisions independently without employee input.

Consultative Leadership

A style where the leader seeks input from employees before making decisions.

Facilitative Leadership

A leadership style that prioritizes consensus among team members.

Delegative Leadership

A style where employees take responsibility for decision-making within set boundaries.

Initiating Structure

The extent to which a leader defines and structures roles for goal attainment.

Consideration

The degree of mutual trust and respect a leader fosters among employees.

Transformational Leadership

A leadership style that inspires followers to commit to a shared vision and personal development.

Transactional Leadership

A leadership approach based on rewards and discipline according to performance.

Leadership Substitutes

Factors that can lessen the need for leadership while benefitting employee performance.

Sustainable Competitive Advantage

A long-lasting advantage over competitors sustained through effective human resource management.

Human Capital

Employees described by their training, experience, and skills as organizational resources.

Equal Employment Opportunity (EEO)

The condition that all individuals have an equal chance for employment.

Affirmative Action

Policies and actions aimed at increasing the representation of historically marginalized groups.

Sexual Harassment

Unwelcome advances or conduct of a sexual nature that affects employment.

Quid Pro Quo

A form of sexual harassment where employment benefits are exchanged for sexual favors.

Hostile Work Environment

A situation where sexual conduct creates an uncomfortable working atmosphere.

Occupational Safety and Health Act (OSHA)

A law that establishes safety standards for workplaces and empowers inspections.