MGMT 310 Test 3
Team Effectiveness Criteria
1. Productive output of the team meets or exceeds standards of quantity and quality 2. Team members realize satisfaction of the their personal needs 3. Team members remain committed to working together again.
normative control
A company's widely shared values and beliefs guide workers' behavior and decisions.
principle of exception
A managerial principle stating that control is enhanced by concentrating on the exceptions to or significant deviations from the expected result or standard.
technical innovator
A person who develops a new technology or has the key skills to install and operate the technology.
product champion
A person who promotes a new technology throughout the organization, searching for support and acceptance
return on investment
A ratio of profit to capital used, or a rate of return from capital.
Balance Sheet
A report that shows the financial picture of a company at a given time and itemizes assets, liabilities, and stockholders' equity.
executive champion
An executive who has the status, authority, and financial resources to support the project and protect the product champion.
task specialist
An individual who has more advanced job-related skills and abilities than other group members possess.
Reinforcement Schedules
Continuous (every time), Fixed Interval (across a period of time), fixed ratio (when the nth occurrence is witnessed), Variable (no set schedule or random)
clan control
Control based on the norms, values, shared goals, and trust among group members.
market control
Control based on the use of pricing mechanisms and economic information to regulate activities within organizations
standard
Expected performance for a given goal: a target that establishes a desired performance level, motivates performance, and serves as a benchmark against which actual performance is assessed.
emotional disconnects
Happen when the sender or the receiver is upset, he/she tends to ignore or distort the message
downward communication
Information that flows from higher to lower levels in the organization's hierarchy (ex. phone calls or project feedback
unfreezing, movement, refreezing
Lewin's change process
Maslow's Hierarchy of Needs
Lower order needs must be fulfilled before higher order needs become a motivating factor
Hertzberg's Two-Factor Theory
Motivator factor: the factors that lead to satisfaction and the things that make employees work harder; examples like enjoying work , achievement, recognition, interesting work, increased responsibilities, and career progression Hygiene factor: the factors that can lead to dissatisfaction and a lack of motivation if they are absent; like salary, benefits, company policies, etc.
Punishment
Negative behavior followed by negative consequences
Extinction
Negative behavior followed by removal of positive consequences
strategy, execution, culture, structure
Practices that make organizations better
Advantages of written communication
Provide a tangible and verifiable record Record can be stored for an indefinite period of time Physically available for later reference More likely to be well thought-out, logical, and clear
specific, measurable, attainable, realistic, time-bound
SMART goals
Management teams
Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.
Work Teams
Teams that make or do things like manufacture, assemble, sell, or provide service.
Distributive Justice
The degree to which people think outcomes (ex. pay) are fair
Interactional Justice
The degree to which your supervisor treats you with respect and dignity and provides you with sufficient information for performing your job.
Budgeting
The process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences
Organizational development
The system wide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness.
bureacratic control
The use of rules, regulations, and authority to guide performance
multiple
To be effective, control systems must use __________ approaches to meet various employee needs.
quality circles
Voluntary groups of people drawn from various production teams who make suggestions about quality.
Normative controls
Which controls should be used when it is difficult to create good measures of work behavior and when culture is strong?
Group
a collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements
collective efficacy
a group's perception of its ability to successfully perform well
Debt to Equtiy Ratio
a leverage ratio that indicates the company's ability to meet its long-term financial obligations
Current Ratio
a liquidity ratio that indicates the extent to which short-term assets can decline and still be adequate to pay short-term liabilities
medium
a physical environment in which phenomena occur
disruptive innovation
a process by which a product, service, or business model takes root initially in simple applications at the bottom of a market and then moves "up market," eventually displacing established competitors
Conflict
a process where one party perceives another party has negatively influenced, or is about to negatively influence something the first party cares about
Six Sigma
a rigorous statistical analysis process that reduces defects in manufacturing and service-related processes
team
a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
Jargon
a specific set of acronyms or words unique to a specific group or profession
Vertical Stretch goals
aligned with current activities, including productivity and financial results.
job enrichment
allowing workers more control over how they perform tasks
Grapevine
also known as gossip
management audit
an evaluation of the effectiveness and efficiency of various systems within an organization
noise
any disturbance that interferes with the transmission of a message
control
any process that directs the activities of individuals toward the achievement of organizational goals
Conflict Handling Styles
avoiding, accommodating, competing, compromising, collaborating
upward communication
communication that flows from lower to higher levels in an organization's hierarchy (ex. performance reports)
storming
conflicts arise and heirarchy of leadership is determined
Chief Information Officer
coordinate the technological efforts of the various business units and identify ways that technology can support the company's strategy.
Norming
correct behaviors are fully defined and a sense of group identity is formed
existence
corresponds to Maslow's physiological and safety needs
Relatedness
corresponds to social needs
Adjouning
disband and join other groups
ERG Theory
existence, relatedness, growth
job enlargement
expanding the tasks performed by employees to add more variety
feedback control
focuses on the use of information about results to correct deviations from the acceptable standard after they arise
environmental scanning
focuses on what can be done and what is being developed. emphasizes identifying and monitoring the sources of new technologies for an industry.
Stages of Group Development
forming, storming, norming, performing, adjourning
Performing
group structure is fully functional
traditional work groups
groups that have no managerial responsibilities
Inontation
how people emphasize certain words when they speak
information overload
humans can only process so much information when under time constraints
team maintenance specialist
individual who develops and maintains team harmony
horizontal communication
information shared among people on the same hierarchical level (sending a memo to your colleague
Horizontal Stretch goals
involve people's professional development, such as attempting and learning new, difficult things
forming
members share which behaviors are acceptable
job rotation
moving employees from job to job at regular intervals
biased language
offensive language that stereotypes others on the basis of their personal or group affiliation
boundaryless organization
organization in which there are no barriers to information flow; implies information available as needed moving quickly and easily enough so that the organization functions far better as a whole than as separate parts
Maslow's Hierarchy of Needs
physiological, safety, love/belonging, esteem, self-actualization
negative reinforcement
positive behavior followed by a removal of negative consequences
positive reinforcement
positive behavior followed by positive consequences
Reflection
process by which a person states what he or she believes the other person is saying
Growth
refers to Maslow's esteem and self-actualization
Norms
shared beliefs about how people should think and behave
Freeforward Control
takes place before operations begin and includes policies, procedures, and rules designed to ensure that planned activities are carried out properly. Examples include inspection of raw materials and proper selection and training of employees
concurrent control
takes place while plans are being carried out. It includes directing, monitoring, and fine-tuning activities as they occur.
virtual teams
teams that are physically dispersed and communicate electronically more than face-to-face
parallel teams
teams that operate separately from the regular work structure, and exist temporarily
project and development teams
teams that work on long-term projects but disband once the work is completed
procedural justice
the degree to which policies and procedure (ex. performance appraisals) are perceived as fair
Equity Theory: Fairness
the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions
channel
the medium through which the message is sent
information richness
the more a message utilizes multiple senses, it is thought to be high in this. An example is videoconferencing
Benchmarking
the process of comparing an organization's practices and technologies with those of other companies
Empowerment
the process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization
selective perception
the receiver's focus on specifics of the message that appeal to him/her
Filtering
the sender's distortion or withholding of information to manage a person's reactions
social loafing
the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable
Expectancy Theory
the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards
Communication
the transmission of information and meaning from one party to another through the use of shared symbols
Reinforcement Theory
theory that positive and negative reinforcers motivate a person to behave in certain ways (Positive Reinforcement, Negative Reinforcement, Punishment, Extinction)
disadvantages of written communication
time consuming lack of feedback may not be read
Semantics
words can mean different things to different people
transnational teams
work groups composed of multinational members whose activities span multiple countries