MGMT 310 Exam 4, Fournet A, LA TECH

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