Org Behavior test two

Resistance

When the body begins to release cortisol and draws on fats and sugars to find a way to adjust to the demands of stress

Informal Group

made up of two or more individuals who are associated with one another in ways not prescribed by the organization

Task cohesion

need other group members to compete task

Alarm

When an outside stressor jolts the individual insisting that something must be done

Role Conflict

contradictions affect decisions

Individual approaches to managing stress

*time management sleep exercise supportive social network diet flow the corporate athlete

Organizational approaches to managing stress

-clear expectations -employee autonomy -create fair work environments -telecommuting -employee sabbaticals -employee assistance programs

Barriers to affective communication

-filtering -selective perception -workplace gossip and grapevine -semantics and jargon -info overload -emotional disconnects -gender differences in communication -differences in meaning -lack of source familiarity or credibility and biased language

Nonverbal communication

55% of in person comm comes from nonverbal cues 7% of a receivers comprehension comes from words 38% is based on paralanguage or tone pace and volume of speech

Stress Process

Alarm, Resistance, Exhaustion

Work family conflict

Can cause stress and reduced output fix with flexible hours, day cares, etc.

Role Ambiguity

Do we know what we are doing

Upward communication refers Question options: communication that travels from frontline employees to management. communication from a single individual to many. communication that travels from one department to another. communications transmitted outside the organization.

a

Which of the following is a factor most likely to impact a group's cohesion? Question options: size height industry past experience

a

Cohesive groups

are those in which members are attracted to each other and act as one unit

Social cohesion

attracted to others because we like them

Conflict handling styles

avoiding accommodating compromise competition collaboration

Anita seems to take life as it comes. When the refrigerator and washing machine broke down in the same day flooding the kitchen, she laughed it off saying, "It could always be worse." She then went and called the appliance repair service. Anita has a _________________ personality. Question options: Type A Type B pessimistic. neurotic

b

Collective efficacy refers to Question options: a tendency of individuals to put in less effort when working in a group context. a group's perception of its ability to perform well. a group pressure phenomenon that increases the risk of the group making flawed decisions. the degree of camaraderie within the group.

b

Social loafing Question options: declines as group size increases. develops when a perception of inequity in regard to rewards and/or blame arises in a group. is relatively rare within groups. is more frequent in the United States.

b

To make a team contract meaningful, which of the following sections should be included? Question options: team compensation. team decision making. team meetings. team dynamics.

b

Which of the following communication channels has the lowest information richness? Question options: emails formal written documents blogs telephone conversation

b

A Type B personality displays which of the following characteristics? Question options: impatience deep levels of job involvement high level competitiveness logical decision making

d

Imagine that you are a salesperson in a major department store. Though you might not actually believe it, you follow the policy of "the customer is always right" in your daily work at the store. However, since you do not agree with that view, you often experience Question options: surface acting. genuine acting. deep acting cognitive dissonance.

d

Intrapersonal conflict refers to Question options: a type of conflict between two people. conflict that takes place between different groups such as between different departments. a process that involves people disagreeing. a type of conflict that arises when a person is uncertain about what is expected or wanted or has a sense of being inadequate to the task.

d

Which of the following communication channels would be the most information-rich? Question options: Written letters. Handheld devices. E-mails. Videoconferencing.

d

Which of the following is a criterion one may use in deciding whether or not to filter a message? Question options: status month of the year time available knowledge and perception of speaker

d

Which of the following is the order Tuckman proposes for group development stages? Question options: forming, norming, storming, performing, and adjourning forming, storming, performing, norming, and adjourning forming, performing, storming, norming, and adjourning forming, storming, norming, performing, and adjourning

d

Which of the following statements regarding Gersick's punctuated equilibrium model is accurate? Question options: The model views group development as a linear process. Generally groups are dynamic in their orientation. For most periods of time in groups, change is substantial. While disruption, chaos and conflict are seen as inevitable in a group, those events can represent opportunities for innovation.

d

Information Richness

face to face video conferencing telephone emails handheld devices blogs written letters and memos formal written documents spreadsheets

Tukmans stages of group development

forming- come together, meet, introductions Storming- work out differences Norming- agree on what to do Performing- doing the job Adjourning- leaving, parting ways

Type A personality

irritated with delays watch clock always moving

traditionally managed teams

leader resides outside the team low autonomy

Formal group

made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group

team norms and contracts

norms- are shared expectations about how things operate within a group or team contracts- include established ground rules goals and roles key to successful team design is to have clear norms roles and expectations among team members

Sender

originates and encodes the message translates the idea into words

the punctual equilibrium model

periods of stability followed by periods of rapid change

outcomes of stress

physiological *nervousness *tension *headaches *anger *irritability *fatigue psychological *depression *anxiety

three types of task interdependence

pooled- assign individual task sequential- task is dependent on previous or following task reciprocal- everything is done as a team

Type B personality

take their time think things through

types of teams

task force- temporary team which is asked to address a specific issue or problem until it is resolved product development- team can be temporary or ongoing Cross functional- team appears in matrix organizations where individuals from different parts of the organization staff the team which may be temporary or long standing in nature virtual teams- teams not located in the same place and are difficult to build trust

Self directed team

team makes all decisions internally about leadership and how work is done low autonomy

Self managed teams

team manages self but has a leader low medium or high autonomy

Collective efficacy

we can do this and this is a good group

Conflict

Intrapersonal- conflict within the person arises when a person is uncertain about what is expected or wanted Interpersonal- conflict between two people Intergroup- conflict that takes place among different groups

Groupthink

Is a group pressure phenomenon that increases the risk of the group making flawed decisions

Medium

Message that may be spoken written or signs

Social Loafing

Others aren't pulling their weight so why should i

Receiver

Person who receives and decodes the message assigns meaning to the words

Three major classes of team tasks

Production task- include making something idea generation- deal with creative tasks problem salving tasks- coming up with plans for actions and making decisionse as a team

Pride Cohesion

Proud to be apart of a group

Emotional Intellegence

Relationship- ability to communicate and interact with others Social Awareness- put yourself in the employees shoes Self Management- controlling oneself such as time management Self Awareness- Knowing who you are

Workplace stressors

Role Ambiguity Role Conflict Role Overload

Emotional Labor

Surface acting *Displaying physical signs such as smiles that reflect emotions without actually feeling them Deep acting *pretending to experience emotions Genuine Acting *Displaying emotions that at aligned with emotions that are actually felt

Role Overload

To many roles to handle

Information Overload

To much information to process or understand

Three main functions of communication

Transmission of info coordination of effort sharing emotions and feelings

Exhaustion

When the body has depleted its stores of sugars and fats and the prolonged release of cortisol has caused the stressor to significantly weaken the individual

The accommodation conflict handling style is Question options: cooperative and unassertive. uncooperative and unassertive. cooperative and assertive. uncooperative and assertive.

a

An informal work group refers to Question options: a collection of individuals who interact with each other such that one person's actions have an impact on the others. made up of managers, subordinates, or both, with close associations among group members that influence the behavior of individuals in the group. made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. a cohesive coalition of people working together to achieve mutual goals.

c

Conflict refers to Question options: a process whereby two or more parties work toward an agreement. a process where an outside third party enters the situation with the goal of assisting the parties to reach an agreement. a process that involves people disagreeing. a process that involves bringing in a third party who has the authority to act as a judge and will make a decision to which parties must adhere.

c

Intergroup conflict Question options: occurs between two individuals. occurs within the individual. occurs between two departments. occurs between team members.

c

Research on team size suggests Question options: groups larger than 20 members are highly effective. teams with fewer members are less effective at working through differences. larger groups are generally required for very complex tasks. there is little relationship between team size and performance.

c

The personal filtering of what we see and hear so as to suit our own needs is Question options: filtering. semantics. selective perception. information overload.

c

What has research shown to be true about nonverbal communication? Question options: Nonverbal cues are only minimally important. Our gestures and other nonverbal movements are largely habitual and really do not convey much to your audience. When individuals are lying, they blink more frequently, shift their feet, and shrug more often. Only 7% of our message is conveyed through nonverbal communication while 55% is conveyed through the actual words of the message.

c

What was the final stage that Tuckman added to his enhanced group development model? Question options: forming norming adjourning storming

c

When you understand how OTHERS feel you are exhibiting which of the building blocks of emotional intelligence? Question options: self-awareness self-management social awareness relationship management

c

Which conflict handling style is indicated by an individual who says, "I don't really care if we work this out."? Question options: accommodation collaboration avoidance compromise

c

Which of the following statements regarding team size and diversity is correct? Question options: The more diverse the team, the more likely the team is to engage in groupthink. The rule of thumb for team size is between 10 and 20 members. Teams that believe in the value of diversity perform better than those which do not. Teams whose members have complementary skills are less successful than those with specialized skills.

c

Communication is vital in organizations

communication is a process by which info is exchanged between individuals through a common system of symbols signs or behaviors 50-90% of a managers time is spent communicating