mgmt exam 3 vocab

Two or more freely interacting individuals who share norms and goals and have a common identity

Assigned by organizations to accomplish specific goals

Members’ overriding purpose for meeting is friendship or a common interest

A set of expected behaviors for a particular position

keep the group and the group’s work on track; enable work group to define, clarify, and pursue a common purpose

Keep the group together; foster supportive and constructive interpersonal relationships

Attitudes, opinions, feelings, or actions shared by two or more people that guide behavior

portrays groups as experiencing long periods of inertia with brief revolutionary changes prompted by members’ awareness of time and deadlines; common type of group development in groups with deadlines

A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

The tendency for individual effort to decline as group size increases

Teams that work together over time and distance via electronic media to combine effort and achieve common goals

occurs when one party perceives that its interests are being opposed or negatively affected by another party

is constructive or cooperative conflict that is characterized by:

• Consultative interactions

• A focus on the issue

• Mutual respect

• Useful give and take

threatens an organization’s interests

Any form of socially harmful behavior

different from other forms of incivility

• Conflict that raises different opinions regardless of the personal feelings of the managers

• Gets contributors to either defend or criticize ideas based on relevant facts rather than personal preference or political interest

assigning someone the role of critic

fostering a structured debate of opposing viewpoints

A give-and-take decision-making process involving two or more parties with different preferences

interested parties confront the issue and cooperatively identify it, weigh alternatives, and select a solution

• tends to show low concern for yourself and a great concern for others

• minimize differences & highlight similarities to please the other party

• high concern for self and low concern for others

• i win, you lose

• other party’s needs are ignored

passive withdrawal from the problem and active suppression of the issue are in common

• give-and-take approach with moderate concern for self and others

• appropriate when parties have opposite goals or possess equal power

Concerns a single issue—a “fixed pie”—in which one person gains at the expense of another

Negotiation in which numerous interests are considered, resulting in an agreement that is satisfactory for both parties

The negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship

Suggests that the more members of different groups interact, the less intergroup conflict they will experience

identifying and choosing from among alternative solutions that lead to a desired state of affairs.

a model that explains how managers should make decisions, in a perfect world. It assumes managers are completely objective and possess full information for their decisions

models that explain how managers actually make decisions. These models assume decision making is uncertain, that decision-makers possess incomplete information, and that managers struggle to make optimal decisions.

seeking solutions that are satisfactory and sufficient (rather than optimal)

describes the process that managers actually use when making decisions

Consists of judgments, insights, or decisions that come to mind on their own, without explicit awareness of the evoking cues and of course without explicit evaluation of the validity of these cues

the notion that decision makers are “bounded” or restricted by a variety of constraints when making decisions.

cognitive shortcuts or biases that are used to simplify the process of making decisions

the process of conscientiously using the best available data and evidence when making managerial decisions.

the vast quantity of data available for decision making; the collection, sorting, and analysis of that information, and the techniques to do so.

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, and when members’ strivings for unanimity override their motivation to realistically appraise certain courses of action.

reached when all members can say they either agree with the decision or have had their chance to speak their minds and were unable to convince the others of their viewpoint; everyone agrees to support the outcome

helps groups generate multiple ideas and alternatives for solving problems.

a group process that generates anonymous ideas or judgments from physically dispersed experts in multiple rounds of brainstorming.

computer-based interactive systems that help decision makers to use data and models to solve unstructured problems.

Pertains to how we selectively gather information

Results in overestimating our skills relative to those of others and overestimating the accuracy of our predictions

a decision maker’s tendency to base decisions on information readily available in memory

Leads us to look for information that supports previously formed stereotypes

Occurs when decision makers are influenced by the first information they receive about a decision, even if it is irrelevant

Occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier

Relates to the manner in which a question is posed or framed. It leads us to change the way we interpret alternatives

The tendency to hold to an ineffective course of action even when it is unlikely the bad situation can be reversed

The ability to marshal human, informational, and other resources to get something done; the discretion and the means to enforce your will over others

derived from a position of authority inside the organization and is sometimes referred to as “formal authority”

exists when someone has control over the resources or rewards another person wants; obtains compliance by promising/granting rewards

exists when a person has control over punishments in an organization; operates primarily on the principle of fear

derived from a person’s expertise, skill, or knowledge on which others depend

exists when one’s personal characteristics and social relationships are used to gain compliance; others have a desire to identify and be associated with a person

Power associated with a job or position. Includes…

• Legitimate Power

• Reward Power

• Coercive Power

Power independent of job or position. Includes…

• Expert Power

• Referent Power

least desired response to an influence attempt

when a person does only what has been asked, no more or no less; will do only what is required but not go above and beyond

occurs when a person really buys into a request/influence attempt; they believe in the cause and often go above and beyond to ensure its success. This is the best type of response from the influencer’s perspective

Efforts to enhance employee performance, well-being, and positive attitudes by:

• Giving employees greater influence

• Transferring authority and responsibilities from management to employees

Based on transferring authority and responsibilities from management to employees

Occurs when employees feel a sense of:

• Meaning

• Competence

• Self-Determination

• Impact at Work

Conscious efforts to affect and change a specific behavior in others

trying to convince someone with reason, logic, or facts

trying to build enthusiasm by appealing others’ emotions, ideals or values

getting others to provide insights, experience or information you can use in planning and making decisions

getting someone in a good mood prior to making a request

referring to friendship and loyalty when making a request

making explicit or implied promises and trading favors

getting others to support your efforts to persuade someone

demanding compliance or using intimidation or threats

basing a request on authority or right, organizational rules or policies, or explicit/implied support from superiors

ppl tend to like those who like them

societal norm that says good and bad deeds should be repaid in kind is virtually universak

people tend to follow the lead of those most like themselves.

people tend to do what they commit to, especially publicly or to others

people tend to defer to and respect credible experts

people want items, information, and opportunities that have limited availability