MGMT 3720Exam # 3 Study Guide Lectures: 5-6Lecture 5 (October 14)Group- Two or more people, interacting and interdependent, who have come together to achieve particular goalsFormal group- a designated work group defined by an organization’s structureInformal group- a group that is neither formally structured nor organizationally determined; such groups appear in response to the need for social contactCommand group- a group composed of the people who report directly to a given managerTask group- people working together to complete a job taskInterest group- people working together to attain a certain objective with which each is concerned.Friendship group- people brought together because they share one or more common characteristicSocial identity theory- perspective that considers when and why individuals consider themselves members of a groupIngroup favoritism- perspective in which we see members of our ingroup as better than other people, and people not in our group as all the sameFive-stage group development model- the five distinctive stages groups go through: forming, storming, norming, performing, and adjourningForming stage- the first stage in group development, characterized by much uncertaintyStorming stage- the second stage in group development, characterized by intergroup conflict. (Usually at the end of this stage there is a sort of hierarchy of leadership in the group)Norming- the third stage of group development, characterized by close relationships and cohesivenessPerforming stage- the fourth stage in group development, during which the group is fully functionalAdjourning stage- the final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performancePunctuated equilibrium model- a set of phases that temporary groups go through that involve transitions between inertia and activityRole- a set of expected behavior patterns attributed to someone occupying a given position in a social unit.Role perception- a person’s view of how he or she is supposed to act in a given situationRole expectations- how others believe a person should act in a given situationPsychological contract- an unwritten contract that sets out what a manager expects from an employee and vice versaRole conflict- a situation in which a person is confronted with divergent role expectations (example: the role of a mother, and the role of a CEO, sometimes duties might come in conflict)Norms- acceptable standards of behavior in a group that are shared by group’s membersReference groups- important groups to which people belong to or hope to belong to and with whose norms people are likely to conform with.Conformity- The adjustment of one’s behavior to align with the norms of the groupDeviant workplace behavior- voluntary behavior that violates significant organizational norms, and in doing so, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivilityStatus- a socially defined position or rank given to groups or group members by othersStatus characteristics theory- the theory that states that differences in characteristics create status hierarchies in groupsSocial loafing- The tendency for people to put in less effort when working collectively than when working individuallyCohesiveness- The degree to which group members are attracted to each other and are motivated to stay in the groupGroupthink- a phenomenon in which the norm for consensus overrides the realistic appraisal ofalternative courses of actionGroupshift- a change in decision risk between a group’s decision and an individual’s decision that a member in the group would make; the shift can be toward either conservatism or greater risk.Interacting groups- typical groups in which members interact with each other face to faceBrainstorming- an idea-generation process that specifically encourages any and all alternatives while withholding criticism of those alternativesNominal group technique- a group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion.Electronic meeting- meetings in which members interact on computers, allowing anonymity of comments and aggregation of votesWork group- a group that interacts primarily to share information and to make decisions to helpeach group member perform within his or her area of responsibilityWork team- a group whose individual efforts result in performance that is greater than the sum of the individual inputsProblem-solving teams- groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment (often don’t have the authority to implement their ideas though)Self-managed work teams- groups of 10 to 15 people who take on responsibilities of their former supervisorsCross-functional teams- employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.Virtual teams- teams that use computer technology to tie together physically dispersed members, in order to achieve a common goal.Multi-team systems- systems in which different teams need to coordinate their efforts to produced a desired outcomeOrganizational demography- the degree to which members of a work unit share a common demographic attribute such as age, sex, race, education level, or length of service in an organization, and the impact of this attribute on turnover.Reflexivity- a team characteristic of reflecting on and adjusting the master plan when necessary.Mental models- team members’ knowledge and beliefs about how the work gets done by the teamLecture 2 (October 21)Leadership- the ability to influence a group toward the achievement of a vision or a set of goalsTrait theories of leadership- theories that consider personal qualities and characteristics that differentiate leaders from nonleadersBehavioral theories of leadership- theories proposing that specific behaviors differentiate leaders from nonleadersInitiating structure- the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search of goal attainmentConsideration- the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelingsEmployee-oriented leader- a leader who emphasizes