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C484 OB&L Comp 2
C484 or BCN1 Organizational Business and Leadership WGU Comp 2
| Term | Definition |
|---|---|
| formal group | one defined by the organization's structure, with designated work assignments establishing tasks |
| informal group | a group that is neither formally structures nor organizationally determined |
| social identity theory | perspective that considers when and why individuals consider themselves members of groups |
| ingroup favoritism | perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same |
| five-stage development model | the five distinct stages groups go though: forming, storming, norming, performing, adjourning |
| forming stage | the first stage in group development, characterized bu much uncertainty |
| storing stage | the second stage in group development, characterized by intragroup conflict |
| norming stage | the third stage in group development, characterized by close relationship and cohesiveness |
| performing stage | the fourth stage in group development, during which the group is fully functional |
| adjourning stage | the final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance |
| punctuated-equilibrium model | a set of phases that temporary groups go through that involves transitions between inertia and activity |
| role | a set of expected behavior patterns attributed to someone occupying a given position in a social unit; group properties |
| role perception | an individual's view of how he or she is supposed to act in a given situation |
| role expectation | how others believe a person should act in a given situation |
| psychological contract | an unwritten agreement that sets out what management expects from an employee and vice versa |
| role conflict | a situation in which an individual is confronted by divergent role expectations |
| norms | acceptable standards of behavior within a group that are shared by the group's members; group properties |
| conformity | the adjustment of one's behavior to align with the norms of the group |
| reference groups | important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform |
| deviant workplace behavior | voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility |
| group properties | roles, norms, status, size, cohesiveness, diversity |
| status | a socially defined position or rank given to groups or group members by others; group properties |
| status characteristics theory | a theory that states that differences in status characteristics create status hierarchies within groups |
| social loafing | the tendency for individuals to expend less effort when working collectively than when working individually |
| cohesivness | the degree to which group members are attracted to each other and are motivated to stay int he group; group properties |
| diversity | the extent to which members of a group are similar to, or different from, one another; group properties |
| groupthink | a phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action |
| groupshift | when a group's decision become more extreme than the individual's decision would be |
| interacting groups | typical groups in which members interact with each other face to face |
| brainstorming | an idea-generating process that specifically encourages any and all alternatives while withholding any criticisms of those alternatives |
| nominal group technique | a group decision-making method in which individual member meet face to face to pool their judgments in a systematic but independent fashion |
| electronic meeting | a meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes |
| conflict | a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about |
| traditional view of conflict | the belief that all conflict is harmful and must be avoided |
| interactionist view of conflict | the belief that conflict in not only a positive force in a group but also an absolute necessity for a group to perform effectively |
| functional conflict | conflict that supports the goals of the group and improves its performance |
| dysfunctional conflict | conflict that hinders group performance |
| task conflict | conflict over content and goals of the work |
| relationship conflict | conflict based on interpersonal relationships |
| process conflict | conflict over how work gets done |
| Conflict Types | Functional or dysfunctional; task, relationship, process |
| resolution-focused view of conflict | the belief that managers should manage the whole context in which conflict occur, both before and after the behavioral stage of conflict occurs |
| conflict process | a process that has five stages; potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes |
| Potential Opposition or Incompatiblity | Conflict Stage I: Communication, structure, or personal variables create opportunities for conflict to arise |
| Cognition and Personalization | Conflict Stage II: The potential conflict happens and is either perceived or felt |
| perceived conflict | awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise |
| felt confict | emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility |
| Intentions | Conflict Stage III: decisions to act in a given way |
| Behavior | Conflict Stage IV: where conflict becomes visible; includes statements, actions, and reactions by conflicting parties |
| Outcomes | Conflict Stage V: Consequences from stage IV that could hinder or improve performance |
| conflict management | the use of resolution and simulation techniques to achieve the desired level of conflict |
| negotiation | a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them |
| distributive barganing | negotiation that seeks to divide up a fixed amount of resources; a win-lose situation |
| fixed pie | the belief that there is only a set amount of goods or services to be divvied up between the parties |
| integrative bargaining | negotiation that seeks oone or more settlements that can create a win-win solution |
| Negotiation Process | 1. Preparation and planning, 2. definition of ground rules, 3. clarification and justification, 4. bargaining and problem solving, 5. closure and implementation |
| BATNA | the best alternative to a negotiated agreement; the least the individual should accept |
| mediator | a neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives |
| arbitrator | a third party to negotiations who has the authority to dictate an agreement |
| conciliator | a trusted third party who provides an informal communication link between the negotiator and the opponent |
Created by:
csmi384
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