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MGT 305- Unit 2
Question | Answer |
---|---|
five stages of group development | forming, storming, norming, performing, adjourning |
command groups | individuals who report directly to a manager |
task groups | team brought together to accomplish a task |
cross functional groups | brings together expertise from different disciplines |
self managed teams | no higher power; self functioning |
forming stage | 1) because of some assignment 2) purpose, structure, leadership |
stoming stage | intragroup conflict |
norming stage | close relationships form and group becomes cohesive |
group member resources | potential depends on the resources each member brings (including personality traits) |
conformity | highly impacts an individual's judgment and attitudes (Asch line study) |
groupthink | when a group exerts intense pressure on the individual to align his or her opinion to conform with others' opinions |
status systems | must align with that of the organization to be effective |
"two pizza" philosophy | limits groups to 5-7 people |
social loafing | the tendency for individuals to exert less work when working collectively |
group cohesiveness | the degree to which members are attracted to a group and share the group's goals |
group processes | communication, decisions, conflict management, etc. |
group decision making | takes longer than individually, but more effective much time spent formulating problems, solutions, and implementing solutions |
traditional view of conflict | must be avoided |
HR view of conflict | natural and inevitable; positive |
interactionist view of conflict | conflict is absolutely necessary |
social obligation | a firm's obligation to meet certain responsibilities |
classical view of social responsibility | maximize profits |
socioeconomic view of social responsibility | organizations need to protect and improve society's welfare |
social responsiveness | when an organization engages in social actions because of a social need |
social responsibility | to do the right things and act in ways that are good for society |
social screening | investments in "good" companies |
light green approach | only based on law |
market green approach | environmental preference of customers |
stakeholder green approach | environmental demands of stakeholders |
activist (dark green) approach | actively seeks out ways to conserve the environment |
ego strength | strength of a person's convictions |
locus of control | the degree to which people believe they control their own fate |
values-based management | the organization's values guide employees in the way they do their job |
5 factors of issue intensity (ethics) | greatness of harm; consensus of wrong; probability of harm; immediacy of consequences; concentration of effect |
code of ethics | a formal statement of an organization's primary values and the ethical rules it expects employees to follow |
whistle blowers | individuals who raise ethical concerns or issues to others |
social entrepreneur | an individual or organization who seeks out opportunities to improve society |
parochialism | viewing the world solely through one's own eyes and perspectives |
ethnocentricity | the best practices are those of one's own country |
polycentricity | employees in the host country know best for their work approaches |
geocentricity | world-oriented view that focuses on using the best approaches and people from around the globe |
EU | 27 countries |
three countries who want to be in EU | Turkey, Croatia, Macedonia |
NAFTA | N American Free Trade Agreement; no tariffs b/w US Mexico and Canada *also CAFTA |
ASEAN | association of southeast asian nations **trouble sacrificing for the common good |
WTO | world trade organization (153 countries); evolved from GATT |
multidomestic corporation | decentralizes management and other decisions to the local country |
global company | centralizes management to the home country |
borderless organization | geocentric attitude |
franchising | a company gives permission to another to use its name and operating methods (licensing) |
joint venture | strategic alliance that forms separate organizations all for one company |
foreign subsidiary | setting up a separate and independent production facility or office |
free market economy | resources are primarily owned by private sector |
planned economy | economic decisions are planned by a central government |
GLOBE program | research program that studies cross-cultural leadership behaviors |
intellectual capital | capacity to understand business on a global scale |
psychological capital | openness to experience/ideas |
social capital | ability to form connections and build relationships w/ people different than you |
ethics | the study of how people should act |
personal ethics | only yourself |
managerial ethics | affects others |
business ethics | affects the whole business |
why do people do bad things? (3) | need, ego, opportunity |
sustainable development | proactively seeking out sustainable business practices |
social contract | a set of written and unwritten rules and assumptions about acceptable interrelationships among various elements of society |
stakeholders | people who care about or are affected by the company |
stockholders | partial owners of a company |
strategies companies take | reactive, defensive, accomodation, proactive |
global sustainable development | increasing globalization of business makes social responsibility a worldwide concern |
bottom line of sustainable development | increases profits in the long run |
organizational culture | the social assumptions or glue binding members of an organization together |
cultural profile of american managers | informal, creative, open-minded; educationally and professionally narrow |
high context cultures | situation and nonverbal cues mean a lot |
low context cultures | words convey primary meaning |
monochonic time | standard units |
polychronic time | (Europe); flexible, elastic, multidimensional |
interpersonal space | some cultures get closer to one another than others (Middle East; Europe) |
5 aspects of culture | long/short term; individual/collective; power distance; uncertainty avoidance; achievement/nurturing |
long vs. short term | US= short term Japan= long term |
Uncertainty avoidance | US deals well; Greece does not |
Power distance | discrepancy between the rich and poor |
culture shock | when one begins to hate another culture after 6 months of immersion |
GATT | general agreement on Tariffs and Trade (since end of WWII) |
forming | set ground rules |
storming | power and position struggles |
norming | agreeing on issues; getting closer |
performing | all energies go toward performance |
adjourning | prepare to disband; recapping |
two types of roles | task accomplishment; member satisfaction |
role conflict | when the behavior of a person in a specific role is different than expectations |
norms | degrees of acceptability of group behavior |
ostracism | rejection by the group for violation of its norms |
Asch card experiment | conformity |
small groups are | faster |
large groups are | more effective |
group cohesiveness | align goals |
1+1=3 | groups are supposed to be more effective than people alone |
Nominal Group Technique | nonverbal exercise to deal with conflict |
dysfunctional conflict | contradiction for the sake of it |
relationship conflict | all is dysfunctional |
task conflict | some= good |
process conflict | some= good |
group vs team | group= needs a leader; random people team= everyone has a role; complementary members |
virtual teams | (HP halo room)-> difficult to build trust and identity |
cross functional teams | task groups staffed with a mix of specialists **challenge is boundary spanners |
teams that are typically permanent | work groups; quality circles |
what is the key to team effectiveness? | trust! |
Hill's model for team leadership | draw it! |
three factors for effective teams | people related factors; organizational related factors; task related factors |
six ways to build trust (CCSPRF) | communication, competence, support, predictability, respect, fairness |