Org Psyc Exam 3 pt 1
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Org Psyc Exam 3 pt 1
Org Psyc Exam pt
Org Psyc Exam 3 pt 1
factors governing a group's formation, development, structure, relationships w/ other groups and orgs.
collection of 2 or more people with common goals.
groups created by an org to achieve a goal.
created by connections b/t indivs who are a formal part of the org (can give commands to others)
org group formed around a specific task.
permanent commitees, existing over time.
ad hoc committee
temporary committee formed for a special purpose.
same as ad hoc committee
groups that develop naturally among people without direction from the org where they are.
group of employees who come together to satisfy a common interest.
informal groups developed b/c their members are friends often seeing each other outside the org.
five-stage model of group formation
claim that groups develop in 5 stages: forming, storming, norming, performing, adjourning.
concept claiming that groups plan their activities during the first half of their tieme together and revise and implement their plans in the second half.
pattern of interrelationships b/t indivs constituting a group; guidelines of group behavior that make group functioning orderly and predictable.
typical behavior that characterizes a person in a specific social context.
person holding a particular role.
behaviors expected of someone in a role.
workers are confused about what is expected of them on a job
members come to play different roles in the social structure of the group.
one person who helps the group reach its goal.
people in a group recognized for the things they do for themselves at the expense of their groups.
activities of an indiv in a group who focuses on their own good, often at the expense of others.
generally agreed upon informal rules that guide group members behavior.
dictate behaviors that should be performed
dictate specific behaviors that should be avoided.
the relative social position or rank given a social unit.
attempts to differentiate b/t the degrees of formal authority given employees by their organizations.
reflecting the position of an indiv within an org hierarchy.
prestige accorded indivs with certain characteristics that are not formally.
strength of the groups members desire to remain part of the group.
tendency for presence of others to enhance an indiv performance at times adn to impair it at other times.
drive theory of social facilitation
presence of others increases arousal which increases tendency to perform the most dominant responses. if the responses are correct, performance enhanced; responses incorrect, performance suffers.
fear of being evaluated or judged by another person.
computerized performance monitoring
makes it possible to watch over others indirectly.
each person's contributions can be added togetherwith another's.
the more indivs who contribute to an additive task, the less each indivs contribution tnds to be.
social impact theory
impact of any social force acting on a group is divided among its members.
learning to perform a variety of different tasks.
shared mental models
areas of understanding among team members regarding how their team operates.
primarily concerned with the work done by the organization.
semi-autonomous work groups
employees who chare in the responsibility for decisions with their bosses and whoare held jointly acountable for their work outcomes.
self-managed work teams (self-directed teams)
take on duties that used to be performed by their supervisors.
small numbers of employees.
oriented towards increasing the effectivenss of the processes that are used by the organization.
teams composed of employees from different specialty areas who work together on tasks.
communicating with each other predominantly through electronic technology.
decision is made about whether a team should be formed.
plans that reward team members for reaching company wide performance goals, letting them share in the company's profit.
paying employees not only on the basis of how well they perform but on the breadth of their skills.
formal efforts directed toward making teams effective.
the process of transmitting some type or info to anothe rperson, group, organization.
translating an idea into a form (written/spoken language) that can be recognized by a receiver.
channels of communication
pathways along which info travels to reach a receiver (radio waves, telephone lines, internet cables)
converting the message back into the senders original ideas.
knowledge about the impact of messages on receivers.
factors that distort the clarity of a message.
modern form of noise.
using words to transmit and receive ideas.
comm without using words
body language, facial expressions, personal distance, subtle cues.
forms of comm involving the use of words.
describe info of interest to employees in business and nonbusiness issues affecting them.
private Web site that can be accessed only by ites employees.
describes employees basic info about a company; general reference of company's background and rules.
written documents that share info about the org for purposes of soliciting new employees.
media richness theory
the effectiveness of verbal medium depends on how well the medium is appropriate in regards to the ambiguity of the message being sent.
an email for a complex message = inappropriate (need face to face)
messages transmitted using computers.
prerecorded message distributed for playback on a player.
info delivered to websites as events occur.
synchronous communication techniques
can send and receive messages at the same time. (telephone)
asynchronous communication techniques
must take turns sending and receiving messages. (IM)
video-mediated communication (VMC)
simultaneously transmitting audio and video between two or more computers.
feeling of being overwhelmed by more info than one can handle.
messages regarding work of the org
messages unrelated to the org's activities. (personal comm)
formally prescribed pattern of interrelationships existing between the various units of an org.
provide graphic representations of the formal pattern of comm in an org.