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MGT 305- Unit 2

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
Created by: melaniebeale
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