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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 |
Created by:
melaniebeale
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