Limited time offer 20% OFF StudySoup Subscription details

UOIT - BUSI 2311 - Organizational Behavior Test Review - Study Guide

Created by: Rodas Negash Elite Notetaker

> > > > UOIT - BUSI 2311 - Organizational Behavior Test Review - Study Guide

UOIT - BUSI 2311 - Organizational Behavior Test Review - Study Guide

0 5 3 65 Reviews
This preview shows pages 1 - 2 of a 5 page document. to view the rest of the content
background image Organizational Behavior Test Review Formal group: a designated work group defined by an organizations structure. Informal group: a group that is neither formally structured nor organizationally 
Punctuated-equilibrium model: a set of phases that temporary groups go 
through that involves transition between inertia and activity. 
Role: a set of expected behavior patterns gives to someone with a given position in 
a social unit.
Role perception: an individual’s view of how he or she is supposed to act in a 
given situation.
Role expectations: how others believe a person should act in a given situation.  Role conflict: when someone finds that compliance with one role requirement may 
make it difficult to comply with another. 
Norms: acceptable standards of behavior that are shared by the group’s members. Conformity: being one of the group and therefore avoiding being visibly different.  Reference groups: important groups to which individuals belong or hope to belong
and with those norms individuals are likely to conform. 
Deviant workplace behavior: voluntary behavior that violates significant 
organizational norms and, in so doing, threatens the well-being of the organization 
and its members.
Status: a socially defined position or rank given to groups or group of members by 
Status characteristics theory: differences in status characteristics create status 
hierarchies within groups.
Social loafing: the tendency for individuals to expend less effort when working 
collectively than when working individually. 
Cohesiveness: the degree to which group members are attracted to each other 
and motivated to stay in the group. 
Faultlines: perceived divisions that split groups into two or more subgroups based 
on individuals differences. 
Groupthink: the norm for consensus overrides the realistic appraisal of alternative 
courses of action.
Groupshift: a change in decision risk between a group’s decisions that a member 
within that group would make.
background image Interacting groups: typical groups in which members interact with each other 
face to face. 
Brainstorming: an idea generation process that specifically encourages any and all
alternatives while withholding any criticism of those alternatives. 
Nominal group technique: individuals meet face to face to pool their judgment in 
a systematic but independent fashion. 
Leadership: the ability to influence a group toward the achievement of a vision or 
set of goals.
Trait theories of leadership: theories that consider personal qualities and 
characteristics that differentiate leaders from non-leaders.
Behavioral theories of leadership: theories proposing that specific behavior 
differentiate leaders from non-leaders.
Initiating structure: the extent to which a leader is likely to define and structure 
his or her role and those of subordinates in the search for goal attainment. 
Consideration: the extent to which a person is likely to have job relationships that 
are characterized by mutual trust, respect for employees’ ideas, and regard for their
Employee-oriented leader: a leader who emphasizes interpersonal relations, 
takes a personal interest in the needs of employees, and accepts individual 
differences among members. 
Production-oriented leader: a leader who emphasizes technical or task aspects 
of the job.
Fiedler contingency model: effective groups depend on a proper match between 
a leader’s style of interacting with subordinates and the degree to which the 
situation gives control and influence to the leader.
Leader-member relations: the degree of confidence, trust, and respect members 
have in their leader. 
Task structure: the degree to which the job assignments are procedurized 
(structured or unstructured).
Position power: degree of influence a leader has over power variables such as 
hiring, firing, discipline, promotions, and salary increases. 
Situation leadership theory: successful leadership depends on the followers. 

This is the end of the preview. Please to view the rest of the content
Join more than 18,000+ college students at University of Ontario Institute of Technology who use StudySoup to get ahead
School: University of Ontario Institute of Technology
Department: OTHER
Course: Organizational Behaviour
Professor: Joseph Krasman
Term: Fall 2017
Name: Organizational Behavior Test Review
Description: Groups and Teams - Just Chapter 9, not Chapter 10. Leadership - Chapter 12. Power and Influence - Chapter 13.
Uploaded: 11/04/2017
5 Pages 53 Views 42 Unlocks
  • Better Grades Guarantee
  • 24/7 Homework help
  • Notes, Study Guides, Flashcards + More!
Join StudySoup for FREE
Get Full Access to UOIT - BUSI 2311 - Study Guide - Midterm
Join with Email
Already have an account? Login here
Log in to StudySoup
Get Full Access to UOIT - BUSI 2311 - Study Guide - Midterm

Forgot password? Reset password here

Reset your password

I don't want to reset my password

Need help? Contact support

Need an Account? Is not associated with an account
Sign up
We're here to help

Having trouble accessing your account? Let us help you, contact support at +1(510) 944-1054 or

Got it, thanks!
Password Reset Request Sent An email has been sent to the email address associated to your account. Follow the link in the email to reset your password. If you're having trouble finding our email please check your spam folder
Got it, thanks!
Already have an Account? Is already in use
Log in
Incorrect Password The password used to log in with this account is incorrect
Try Again

Forgot password? Reset it here