Extended Midterm Review

Chapters 5,6,7

Group

Two or more people who interact with one another such that each person influences and is influenced by each other person.

Team

An interdependent collection of at least two individuals who share a common goal and share accountability for the team’s as well as their own outcomes.

Workgroups

Formal groups formed by the organization to do its work.

Command group

A relatively permanent, formal group with functional reporting relationships, usually included in the organization chart.

Affinity group

A collection of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems.

Functional teams

Members come from the same department or functional area.

Cross-functional teams

Members come from different departments or functional areas.

Problem-solving teams

Solve problems and make improvements.

Self-directed teams

Set their own goals and pursue them in ways defined by the team.

Venture teams

Operate semi-autonomously to create and develop new products, processes, or businesses.

Virtual teams

Made up of geographically and/or organizationally dispersed coworkers who communicate using telecommunications and information technologies.

Global teams

Face-to-face or virtual teams whose members are from different countries.

Informal group

A group established by its members.

Friendship group

Relatively permanent and informal and draws its benefits from the social relationships among its members.

Interest group

Relatively temporary and informal and is organized around a common activity or interest of its members.

Group composition

The degree of similarity or difference among group members on factors important to the group’s work.

Homogeneity

The degree to which members are similar in one or several ways that are critical to the group’s work.

Heterogeneity

The degree to which members differ in one or more ways that are critical to the group’s work.

Group size

Number of members in the group.

Social loafing

The tendency of some members of groups to put forth less effort than they would when working alone.

Norm

A standard against which the appropriateness of a behavior is judged.

Informal leader

A person who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group.

Mutual acceptance stage

Characterized by members’ sharing information about themselves and getting to know each other.

Communication and decision-making stage

Members discuss their feelings more openly and agree on group goals and individual roles in the group.

Motivation and productivity stage

Members cooperate, help each other, and work toward accomplishing tasks.

Control and organization stage

The group is mature; members work together and are flexible, adaptive, and self-correcting.

Process gain

Performance improvements that occur because people work together rather than independently.

Process loss

Performance decrements that occur when a team performs worse than the individual members would have if they had worked alone.

Team efficacy

A team’s shared belief that it can organize and execute the behaviors necessary to reach its goals.

Trust

Confidence that other people will honor their commitments, especially when it is difficult to monitor or observe the other people’s behavior.

Social facilitation

Happens when people are motivated to look good to others and want to maintain a positive self-image.

Role

Defines the behaviors and tasks each team member is expected to perform because of the position they hold.

Positive norms

Team members comply with norms to avoid punishments and receive rewards, imitate team members whom they like and admire, and because they have internalized norms.

Challenges of virtual teams

Geographic and temporal separation in virtual teams.

Leadership skills for virtual teams

Communicating effectively, building community, establishing a shared vision, leading by example, and coordinating across boundaries.

Group Norms

A standard against which the appropriateness of a behavior is judged

Mutual acceptance stage

Sharing information about themselves and getting to know each other

Motivation and productivity stage

Members cooperate, help each other, and work toward accomplishing tasks

Process Gain

Performance improvements that occur because people work together rather than independently

Process Loss

Performance decrements that occur when a team performs worse than the individual members would have if they had worked alone

Team efficacy

A team’s shared belief that it can organize and execute the behaviors necessary to reach its goals

Social facilitation

People are motivated to look good to others and want to maintain a positive self-image

Role

Behaviors and tasks each team member is expected to perform because of the position they hold

Self-Managing Teams

Teams mature and become more flexible

Functional Teams

Members come from the same department or functional area

Cross-Functional Teams

Members come from different departments or functional areas

Global Teams

Teams face-to-face or virtual whose members are from different countries

Group Composition

The degree of similarity or difference among group members on factors important to the group’s work

Homogeneity

The degree to which members are similar

Heterogeneity

The degree to which members differ

Job Design

How organizations define and structure jobs.

Job Specialization

Breaking jobs down into small component tasks and standardizing them across all workers doing those jobs.

Job Rotation

Systematically moving workers from one job to another in an attempt to minimize monotony and boredom.

Job Enlargement

Involves giving workers more tasks to perform.

Job Enrichment

Entails giving workers more tasks to perform and more control over how to perform them.

Participation

Giving employees a voice in making decisions about their own work.

Empowerment

Enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority.

Compressed Work Schedule

Employees work a full 40-hour week in fewer than the traditional five days.

Job Sharing

Two or more part-time employees share one full-time job.

Extended Work Schedule

Work schedule that requires relatively long periods of work followed by relatively long periods of paid time off.

Flexible Work Schedule (Flextime)

Gives employees more personal control over the hours they work each day.

Telecommuting

Work arrangement in which employees spend part of their time working off-site.

Goal

A desirable objective.

Goal Difficulty

Extent to which a goal is challenging and requires effort.

Goal Specificity

Clarity and precision of a goal.

Goal Acceptance

Extent to which a person accepts a goal as their own.

Goal Commitment

Extent to which a person is personally interested in reaching a goal.

Management by Objectives (MBO)

Collaborative goal-setting process through which organizational goals cascade down throughout the organization.

Performance Appraisal

Process by which a supervisor measures and evaluates an employee’s work behaviors by measurement and comparison with previously established standards, documents the results, and communicates the results to the employee.

Performance Management

Ongoing process that includes the processes and activities involved in performance appraisal as well as recognizing, coaching, and training the employees.

360-Degree Feedback

Performance appraisal method in which employees receive performance feedback from those on all sides of them in the organization.

Balanced Scorecard (BSC)

A relatively structured performance management technique that identifies financial and nonfinancial performance measures and organizes them into a single model.

Reward System

All organizational components, including people, processes, rules and procedures, and decision-making activities, involved in allocating compensation and benefits to employees in exchange for their contribution to the organization.

Surface Value

Objective meaning or worth of a reward.

Symbolic Value

Subjective and personal meaning or worth of a reward.

Compensation Package

The total array of money (wages, salary, commission), incentives, benefits, perquisites, and awards provided by the organization to an individual.

Incentive Systems

Plans in which employees can earn additional compensation in return for certain types of performance.

Indirect Compensation

Employee benefits provided as a form of compensation.

Perquisites

Special privileges awarded to selected members of an organization, usually top managers.

Employee Recognition

Explicit, financial or nonfinancial acknowledgment and praise for desired employee behaviors and outcomes.

Flexible Reward Systems

Allow employees to choose the combination of benefits that best suits their needs.

Participative Pay Systems

Employees are involved in the design and/or administration of their compensation system.

Pay Transparency

With a policy of open salary information, exact salary amounts for employees are public knowledge.

Secrecy Policy

Employers make no information available to employees regarding other employees’ compensation.

Thriving at Work

A positive psychological state of vitality and learning

Sustainable Organization

An organization that is able to endure, be creative, and be efficient over time.

Goal-Setting Theory

The theory that behavior is a result of conscious goals and intentions, and goals influence behavior.

Profit

The triple bottom line balances people, planet, and:

Scientifically Studied

Frederick Taylor believed jobs should be:

Division of Labor

Adam Smith's concept related to job specialization:

Job Rotation and Job Enlargement

Alternatives to job specialization:

Job Rotation

Can be an effective method for training, but doesn't always address monotony:

Work Teams and Decentralization

Empowerment can be achieved through:

Organizational behavior motivation

Managers use goal setting, job design, flexible work arrangements, performance management, rewards, and to enhance performance.

Articulate a clear vision, foster personal mastery, model successful behavior

Name 3 practical ways to empower others:

Feedback

Give effective _, display competency, honesty, fairness

Core time

Flexible work schedules are an important new work arrangement used in some organizations today. All employees must be at work during

Telecommuting

Benefits of which flexible workplace includes reduced absenteeism and turnover and reduced indirect expenses for facilities?

Social Learning Theory

Feelings of pride or shame about performance are largely related to how well people achieve their goals.

Motivation

Set of forces that leads people to behave in particular ways.