Studied by 10 people
Exam 4 Louisiana Tech MGMT 310
Team
A small number of people with complementary skills who are committed to a common purpose, a set of performance goals, and an approach for which they hold themselves mutually accountable
virtual teams
Teams that are physically dispersed and communicate electronically more than face-to-face
Self-designing teams
Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform. They have the highest level of autonomy.
Forming
group members lay the ground rules for what types of behavior are acceptable
Storming
hostilities and conflict arise, and people jockey for positions of power and status
Norming
group members agree on their shared goals, and norms and closer relationships develop
Performing
the group channels its energies into performing its tasks
Team effectiveness criteria
Productive output of the team meets or exceeds standards of quantity and quality. Team members realize satisfaction of their personal needs. Team members remain committed to working together again.
social loafing
Working less hard and being less productive when in a group
social facilitation
Working harder when in a group than when working alone.
Norms
Shared beliefs about how people should think and behave
cohesivness
Cohesiveness refers to how attractive the team is to its members, how motivated members are to remain in the team, and the degree to which team members influence one another. It contributes to member satisfaction. It has a major impact on performance
C-type conflict
Problems and issues related to differences of opinion. Good conflict.
A-type conflict
Disagreements due to individual or personal issues. Bad conflict.
Superordinate goals
Higher-level goals taking priority over specific individual or group goals.
One-way communication
is a process in which information flows in only one direction—from the sender to the receiver, with no feedback loop
Two-way communication
is a process in which information flows in two directions: receiver provides feedback, and sender is receptive to the feedback
Encoding
The communication process begins when the source or sender selects words, symbols, pictures and the like, to represent the message that will be delivered to the receiver(s). This process, known as encoding, involves putting thoughts, ideas, or information into a symbolic form.
Decoding
Translating the message from its sign format into meaning. It means converting a message into thoughts by translating the received stimuli into an interpreted meaning in order to understand the message communicated.
Noise
Interference in the system that blocks perfect understanding. Noise could be anything that interferes with accurate communication: ringing telephones, thoughts about other things, or simple fatigue or stress
Perception
is the process of receiving and interpreting information
Filtering
is the process of withholding, ignoring, or distorting information
Media richness theory
some types of media work better for certain tasks than others
Jargon
Special words or expressions that are used by a particular profession or group and are difficult for others to understand.
Kinesics
Movements of the body and face
Paralanguage
Pitch, rate, tone, volume, and speaking pattern of one's voice
Reflection
a process by which a person states what he or she believes the other person is saying
downward communication
Information that flows from higher to lower levels in the organization's hierarchy
upward communication
Information that flows from lower to higher levels in the organization's hierarchy
horizontal communication
Information shared among people on the same hierarchical level
Grapevine
The social network of informal communications. Provides people with information. Helps them solve problems. Teaches them how to do their work successfully
boundaryless organization
An organization in which there are no barriers to information flow
Bureaucratic control
The use of rules, regulations, and authority to guide performance
Market control
Control based on the use of pricing mechanisms and economic information to regulate activities within organizations
Clan control
Control based on the norms, values, shared goals, and trust among group members
Four Steps in the Control Process
Set performance standards, Measure performance, Compare and determine, take action.
Performance standard
level of expected performance for a goal. Quantity, quality, cost, and time used.
Principle of exception
A managerial principle stating that control is enhanced by concentrating on the exceptions to or significant deviations from the expected result or standard
feedforward control
takes place before operations begin and includes policies, procedures, and rules designed to ensure that planned activities are carried out properly
concurrent control
takes place while a work activity is in progress
feedback control
focuses on the use of information about results to correct deviations from the acceptable standard after they arise
Management audit
An evaluation of the effectiveness and efficiency of various systems within an organization
External audit
1.Investigates other organizations for possible merger or acquisition. Determines the soundness of a company that will be used as a major supplier. Discovers the strengths and weaknesses of a competitor to maintain or better exploit competitive advantage
Internal audit
Assesses what the company has done for itself. What it has done for its customers or other recipients of its goods or services
Budgetary control
The process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences
Rigid Bureaucratic Behavior
occurs when control systems prompt employees to stay out of by following rules.
Tactical Behavior
Control systems will be ineffective if employees engage in tactics aimed at beating the system. The most common type of tactical behavior is to manipulate information or report false performance data
Resistance to Control
Increases accuracy of performance data and makes employees more accountable (uncovers mistakes and threatens people's job security), Control systems can change expertise and power structures, Control systems can change an organization's social structure, Control systems may be seen as an invasion of privacy, lead to lawsuits, and cause low morale
Bureaucratic control and market mechanisms don't always work
Employee's jobs have changed, The nature of management has changed, The employment relationship has changed
Note 
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