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

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

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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 
determined.
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 
others. 
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
feelings.
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. 

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School: University of Ontario Institute of Technology
Department: OTHER
Course: Organizational Behaviour
Professor: Joseph Krasman
Term: Fall 2017
Tags:
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
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