Management 2 exam

• Command groups


  Groups that are determined by an organization chart and composed of individuals who report directly to a given manager
• Task groups


  Groups composed of individuals brought together to complete a specific job task, their existence is often temporary because when the task is completed, the group disbands
• cross-functional teams 


  Groups that bring together the knowledge and skills of individuals from various departments or work areas
• Self-managed teams 


  Groups that are essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities, such as hiring, planning, scheduling, and evaluating
• Norms

  • Acceptable standards of behavior within a group that are shared by the group's members
  • Tell members of a group what they ought and ought not to do under certain circumstances.
• reference groups

  • Groups in which a person is aware of other members,
  • defines self as a member
  • believes group members to be significant
• Status systems


  A socially defined position or rank given to groups or group members by others
• What determines status

  • The power a person wields over others
  • A person's ability to contribute to a group's goals
  • An individual's personal characteristics
• Small group (5-7 members)

  • completing tasks faster
  • figuring out what to do
  • getting job done
• Large group (12< members)

  • Problem solving
  • Finding facts
  • Gaining diverse input
• Group cohesiveness


  is the degree to which members are attracted to one another and share the group’s goals
• Conformity


  conforming to the group's norm
• Problem-solving teams


  are teams from the same department or functional area involved in efforts to improve work activities or to solve specific problems.
• Self- managed work teams


  group of employees who operate without a manager and are responsible for a complete work process or segment.
• Cross-functional teams


  a work team composed of individuals from various specialties.
• Virtual teams


  members collaborate online with tools such as wide-area networks, videoconferencing
• Work design elements

  • Autonomy
  • Using a variety of skills
  • Completing a whole and identifiable task
  • Impact of task/project on others
• Common plan and purpose

  provides direction, momentum, and commitment for team members.
• Specific goals


  facilitate clear communication and help teams maintain their focus on getting results.
• Team efficacy


  emerges when teams believe in themselves and in their members, and believe that they can succeed
• Task conflict


  Disagreement about task content
• Minimal social loafing


  which can be avoided by making members individually and jointly accountable for the team’s purpose, goals, and approach.
• organizational behaviour


  is the study of the actions of people at work.
• Goals of organizational behaviour

  1. Employee productivity
  2. Absenteeism
  3. Turnover
  4. Organizational citizenship behaviour
  5. Job satisfaction
  6. Workplace misbehaviour
• Employee productivity


  a performance measure of both work efficiency and effectiveness
• Absenteeism


  the failure to show up for work
• Turnover


  voluntary and involuntary permanent withdrawal of employees from an organization.
• Organizational citizenship behaviour


  discretionary behavior that’s not part of an employee’s formal job requirements, but which promotes effective functioning of the organization.
• Job satisfaction


  refers to an employee’s general attitude toward his or her job.
• Workplace misbehaviour


  is any intentional employee behavior that is potentially harmful to the organization or to individuals within the organization.
• Cognitive dissonance


  Any incompatibility or inconsistency between attitudes or between behavior and attitudes.
• Personality


  a unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
• The BIG 5 Factors of personality

  1. Extraversion
  2. Agreeableness
  3. Conscientious
  4. Emotional stability
  5. Openness to experience
• Extraversion


  describes the degree to which someone is sociable, talkative, and assertive.
• Agreeableness


  describes the degree to which someone is good-natured, cooperative, and trusting.
• Conscientiousness


  describes the degree to which someone is responsible, dependable, persistent, and achievement oriented.
• Emotional stability


  Describes the degree to whichc someone is calm , enthusiastic, and secure or tense, nervous, depressed and insecure
• Openness to experience


  Describes the degree to which someone is imaginative, artistically sensitive, and intellectual
• Emotional intelligence


  can be described as an assortment of non-cognitive skills, capabilities, and competencies that influence a person's ability to cope with environmental demands an pressures.
• Self-awareness


  Being aware of what you're feeling