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What does organisational behaviour mean?
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What are the major differences between the theories of Taylor and Fayol?
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What was the new aspect of the human relations movement?
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How can people interpret organisations?
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How can organisational behaviour be applied in real life?
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What are the different aspects of the individual?
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What are the six pillars for self-esteem?
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What are the sources of self-efficacy?
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Is strong self-monitoring always a positive competence?
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What are the different types of personality according to Myers and Briggs?
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Is intelligence born or learned?
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What are the cognitive styles?
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How can learningstyles be combined?
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What is the difference between instrumental values and terminal values?
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What are the three components which explain attiturde?
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Which variables, besides attitude, explain behaviour?
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What is the difference between emotion and affection?
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The ripple effect is an example of …?
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What are the five Cs that improve workflow?
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What is perception?
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What factors influence perception?
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What are the four fases of the social information-processing model of perception?
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Which theories about attributes are important?
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What are the four biases which cause wrong interpreted behaviour?
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What is self-fulfilling prophesy?
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How are the content level and the relation level of communication related?
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What are the four barriers for effective communication?
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What is the difference between verbal and non-verbal communication?
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What are the three styles of communication?
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What is the difference between hierarchical communication and communication through the grapevine?
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How do men and women differ in communication?
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Which two phenomena's arise because of asymmetric information?
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How do you choose the right medium to transfer information?
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What is motivation?
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What is the difference between content theories and process theories?
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What are the differences between Maslow and Alderfer?
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Which needs are essential in the need theory of McClelland?
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What is 'job enrichment' according to Herzberger?
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What is the formula of MPS?
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What is true according to the expectancy theory?
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What does instrumentality mean?
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Why can the expectancy theory be criticised?
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What are the three components for application of the equity theory?
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What is the difference between positive and negative inequity?
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What are Locke's four motivational mechanisms?
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Why does setting specific, difficult goals lead to poorer performance?
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For which words is SMART an abbreviation?
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What determines the recipient's openness to feedback?
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What are the three types of awards?
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Besides the different types of rewards, which four organisation's reward norms dictate the nature of exchange?
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What are the three general criteria for the distribution of rewards?
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What are the two specific types of informal groups?
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What are the two basic functions of a group?
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What are the tree kinds of people in social networks?
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What are the five stages of the Tuckman model of group forming?
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What are the four reasons norms are embedded?
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What is the optimal size of groups which make high quality decisions?
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What are the major threats to group effectiveness?
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What are four symptoms of group thinking?
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What are the four explanations for social loafing?
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What are the four criteria to call a group a team?
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What are the do-roles, think-roles and social-roles of Belbin?
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What are interpersonal KSAs and what are self-management KSAs?
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What are the most common symptoms of failure of teams?
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What are the four purposes of team-building according to Richard Beckhard?
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What are the six guidelines to build and maintain trust?
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What is the difference between socio-emotional cohesiveness and instrumental cohesiveness?
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How are groups of workers that are given ‘administrative oversight’ such as planning, monitoring and staffing for their task domains called?
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What is the difference between culture and climate?
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What is the four-step process of stereotyping?
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What is the 'glass ceiling'?
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What are eight action options that can be used to address diversity issues?
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What are three diversity practices?
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What are the three dimensions of Karasek's job demand-control model?
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What are the most important types of stressors?
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What are the three phases of a burn-out?
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What are the three coping strategies?
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What is the definition of an organisation?
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What four things do organisations have in common?
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What is an advantage of unity of command?
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What is a difference between mechanistic and organic organisations?
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What are the six contingency variables?
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What are the analysers (Miles and Snow)?
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What do Miles and Snow call a strategy in which an organisation is very innovative and continuously seeks to change products and markets to stay ahead of the competition?
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What is the ‘bigger is better’ principle?
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What is organisational decline?
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With which four things can one assess organisational effectivity?
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What are the two levels of organisational culture?
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Which values are usually made up by the founders, espoused values or enacted values?
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What are the two centralised types of organisational values?
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What are the four types of organisation cultures?
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What are the three phases of the solicitation process?
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During which phase of the solicitation process do people experience a reality shock?
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What is the difference between high-context and low-context cultures?
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What are the five cultural dimensions of Hofstede?
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What are the five dimensions of Trompenaars?
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What is the difference between monochronic time and polychronic time?
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What are proxemics?
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What is an expatriate?
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Which three methods can be used to identify problems according to the rational model?
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What are the two categories of judgemental heuristics?
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What are the four independent streams of the garbage can model?
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What are the three strategies of the contingency model?
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What are the four styles of decision-making?
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How is the tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed called?
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Call two advantages of decision-making in groups.
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What are the four rules of brainstorming?
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What does the '30-second soap box' mean?
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What are the five stages of creativity?
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Name two 'soft' and two 'hard' influence tactics.
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What are three possible influence outcomes when someone uses the exchange tactics?
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What are three desired outcomes of conflicts?
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Name three negative aspects of groupthink.
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What are five alternatives to solve dysfunctional conflicts?
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What are the two types of negotiation?
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What are French and Raven's five bases of power?
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What are the four motives for making a poor impression?
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What is the highest form of empowerment?
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What is the difference between trait theories and behavioural theories?
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What is the difference between consideration structure and initiating structure?
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What are the five leadership styles according to the Robert Blake and Jane Mouton Leadership Grid?
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What are the two kind of leaders Fiedler separates?
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What are the three dimensions of situational control?
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What are the four leadership styles of the path-goal theory?
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What are contingency factors?
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What does readiness mean?
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What is the difference between transactional leadership and charismatic leadership?
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What are the five characteristics of coaching?
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What are two extern and two intern forces of change?
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What are the three phases of Lewis' model of planned change?
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What does benchmarking mean?
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What is the difference between theory E and theory O?
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Call the first three steps of Kotter's plan to lead organisational change.
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What is the difference between episodic change and continuous change?
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What are three reasons for resistance to change?
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What are two alternative strategies to cope with resistance to change?
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What are the four characteristics of organisational development?
It is an interdisciplinary fied which focusses on understanding and managing people on the working field.
Fayol doesn't completely divide working and thinking, Taylor does. Also, for Fayol 'Unity of command is an important aspect. This is not the case for Taylor.
People were seen as individuals in stead of parts of a machine, which made labor unions demand better working conditions for employees and scientist demanded more attention for the human factor within an organisation.
As machines, organisms, brains, political systems, physical prisons, flux and transformation systems or dominance instruments.
By instrumental use, conceptual use or symbolic use.
Pesonallity and self-concept. Self-concept contains self-esteem, self-efficacy, self-monitoring and locus of control.
Live consiously, be self-accepting, take personal responsibility, be self assertive, live purposefully and have personal integrity.
Previous experience, behavioural models, persuasion of others, and emotional/physical state.
No, too strong self-monitoring makes an unfair and untrustworthy person, which can adjust very well to different situations.
Sensing-thinking, intuiting-thinking, sensing-feeling, intuiting-feeling.
Intelligence is a combination of learned competences (nurture) and qualities a person is born with (nature).
According to Krirton: Adaptive and innovative. According to Riding: wholists, analytics, verbalisers and imagers.
Four ways: diverger, assimilator, converger and accomodator
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What is the difference between instrumental values and terminal values?
Instrumental values are desired behaviour to reach a certain goal. Terminal values are the goals a person wants to reach.What are the working values?
Intrinsic, extrinsic, social and prestige values.
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What are the three components which explain attiturde?
Coginitive component, affective component and behavioural component.
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Which variables, besides attitude, explain behaviour?
Subjective norm and perceived control of behaviour.
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What is the difference between emotion and affection?
Emotions are complex human responds to personal achievements and setbacks. Affection is about the general feeling people experience, it contains emotions and moods.
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The ripple effect is an example of …?
Emotional contagion.
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What are the five Cs that improve workflow?
Clarity, centre, choice, commitment and challenge.
Perception is a cognitive process which enables interpretation and understanding of the environment.
The perceivers, the receiver and the setting.
Fase 1: selective attention/comprehension, fase 2: encoding and simplification, fase 3: storage and retention, fase 4: retrieval and response.
There are three important theories: 1) the Correspondent inference theory of Jones and Davis. 2) the Co-variation theory of Kelley. 3) Weiner's attribution model.
Fundamental error, actor-behaviour effect, self serving bias and fundamental attribution error.
Expectations of people determine there performance. People behave in a way to make there expectations come true.
The content level is about 'What' and contains factual and congintive information. The relation level is about 'How' and contains information about our emotional status and attitudes regarding to our environment.
Process barriers, personal barriers, physical barriers and semantic barriers.
Verbal communication is more clear and aware and contains actual words or written signs. Non-verbal communication's signals are more automatic and unconscious.
Assertive communication, aggressive communication and non-assertive communication.
Hierarchical communication is the exchange of information between managers and employees. The information flows from the manager to the employee. The grapevine is the unofficial communication system of the informal organisation.
Men and women have different linguistic styles. Man communicate with report talk an women communicate with raport talk.
Averse selection and moral hazard.
Make sure the information richness matches with the complexity of the situation or the problem.
Motivation is the professional process which causes excitement, guidelines and persistence.
Content theories explain what motivates people and process theories explain the process itself that motivates people.
1) ERG states that more than one need can motivate at the same time. Maslow does not stat this. 2) ERG states a continuum, Maslow's hierarchical model does not state this. 3) ERG is more consistent in individual differences.
Need for achievement, need for power and need for affiliation.
The employee should have the opportunity to experience improvement by vertical expansion.
MPS = {(skill var. + task id. + task sign.)/3} x autonomy x feedback
It is the idea that people’s actions are driven by expected consequences.
A person’s belief that a particular outcome depends on performing at a specific level (performance --> outcome perception).
Because the theory is difficult to test and because measures used to asses expectancy, instrumentality and valence have questionable validity.
1) Awareness of the major components of the individual-organisation exchange relationship, which are inputs and outputs. 2) this relationship is important for giving the employees the idea of what is equity and inequity. 3) the equity theory focuses on what people are motivated to do when they feel like they are treated unfair and want to reduce this inequity.
Positive inequity is when the outcome to input ratio is greater than of the other person and negative inequity is when the individual enjoys greater outcomes for similar inputs.
1) Goals are personally meaningful and direct one's attention on what is relevant and important. 2) goals motivate us to act so that the level of effort expended proportionately to the difficulty of the goal. 3) the effort expended on a task over an extended period of time is represented by persistence. 4) goals can encourage people to develop strategies and action plans enabling them to achieve their goals.
Because employees are not likely to make an increased effort to achieve complex goals unless they support them. Another reason is because novel and complex tasks take employees longer to complete.
Specific, Measurable, Attainable, Result-oriented, and Time bound.
Self-esteem, needs, self-efficacy, goals and desire for feedback.
Financial awards, social awards and psychic awards.
Profit maximisation, equity, equality and need.
1) performance in terms of result. 2) Performance in the therms of actions and behaviours. 3) non-performance consideration.
Friendship groups and interest groups.
Organisational functions and individual functions.
Star, isolate and bridge builder.
Forming, storming, norming, performing and adjourning.
Group/organisational survival, clarification of behavioural expectations, avoidance of embarrassment and clarification of central values/unique identity.
Three to five people.
The Asher affect, groupthink and social loafing.
For example: Invulnerability, Inherent mortality, Rationalisation, Stereotyped views of opposition, Self-censorship, Illusion of unanimity, Peer pressure and Mind guards
Equity of effort, Loss of personal accountability, Motivational loss due to sharing rewards and Co-ordination loss as more people perform the task
Group members share the same goals in relation to their work, in order to achieve these goals the members should interact with each other, every team member has their own clear and rated roles.
Do-roles: Implementer, shaper, completer-finisher. Think-roles: Specialist, Monitor-evaluator, Plant. Social-roles: Resource Investigator, Teamworker, Co-ordinator.
Interpersonal KSAs: Conflict resolution KSAs, Collaborative problem-solving KSAs and Communicative KSAs. Self-management KSAs: Goal-setting and performance management KSAs and Planning and task co-ordination KSAs.
Hidden agendas, lack of understanding, wrong mix of team members and unhealthy team environment.
The four purposes of team building are: 1. to set goals, 2. to analyse the way work is performed, 3. to examine the way a group is working and its processes, 4. to examine relationships among the people.
Communication, support, respect, fairness, predictability, and competence.
Socio-emotional cohesiveness develops when individuals derive emotional satisfaction from team participation. Instrumental cohesiveness develops when team members are mutually dependent on one another as they do not believe in achieving the team’s goal alone.
Self-managed teams.
Culture is resistant to change and is about the examination of underlying values and assumptions. Climate, however, only examines surface level manifestations.
Categorising people into groups, inferring that people within a category possess the same traits, forming expectations, interpreting their behaviour.
An invisible barrier separating women from advancing into top management.
Include/exclude, deny, assimilate, suppress, isolate, tolerate, build relationships and foster mutual adaption.
Accountability practices, development practices and recruitment practices.
Psychological demand of a job, amount of autonomy and social support.
Individual, group, organisational and those outside the organisation.
Emotional exhaustion, depersonalisation and feeling a lack of personal accomplishment.
Control strategy, escape strategy and symptom management strategy.
- What is the definition of an organisation?
Organisations are defined as systems of coordinated activities and they exist in order to get things of a group of people done.
- What four things do organisations have in common?
All organisations have four things in common: division of labour, hierarchy of authority, coordination of effort and the people in an organisation have a goal in common.
- What is an advantage of unity of command?
Unity of command means that every employee has to report to only one manager. When people report to more managers, organisations might become inefficient because there are conflicting demands.
- What is a difference between mechanistic and organic organisations?
Mechanistic organisation are rigid bureaucracies with strict rules, top-down communication and narrow defined tasks. Organic organisations are flexible and exists out of individuals with multiple talents that execute different tasks.
- What are the six contingency variables?
The contingency variables are technology, environment, culture, size, strategy and structure. A design based on contingency seeks a fit for these variables and a fit between structural variables and external contingencies.
- What are the analysers (Miles and Snow)?
They have their companies in stable environments in which they can emphasise efficiency and they don’t have to change their structure.
- What do Miles and Snow call a strategy in which an organisation is very innovative and continuously seeks to change products and markets to stay ahead of the competition?
Prospectors
- What is the ‘bigger is better’ principle?
The bigger is better model states that the costs per unit production decline when the organisation grows. Bigger is seen as more efficient.
- What is organisational decline?
It is defined as the decline in resources of the organisation (resources are customers, employees, ideas, products and money).
- With which four things can one assess organisational effectivity?
In order to assess organisational effectivity, you have to look at goal accomplishment (results), the resources, satisfaction of strategic constituencies and internal processes (the organisation is functioning well and there is little resistance).
The visible level: artefacts, and the less or not visible level: values and believes.
Espoused values
Elite and leadership.
Four types are: 1. Adaptability culture, 2. External control culture, 3. Development culture, 4. Internal consistency culture.
Anticipatory solicitation, encounter, and change and acquisition.
During phase two: encounter.
High context consists of social trust, personal relations and goodwill and agreement by general trust. Low context consist of ‘business first’, expertise and performance, agreement by specific, legalistic contracts and efficient negotiations.
The five dimensions are: 1. Power distance, 2. Individualism vs. collectivism, 3. Masculinity vs. femininity, 4. Uncertainty avoidance, 5. Long-term vs. short-term orientation.
The five dimensions are 1. Power distance, 2. Individualism vs. collectivism, 3. Masculinity vs. femininity, 4. Uncertainty avoidance, 5. Long-term vs. short-term orientation.
Monochronic time means you prefer to do one thing at the time because time is limited.
Polychronic time means you prefer to do several things at the same time because time is flexible.
Cultural expectations about interpersonal space.
Someone who lives or works in an other country than their home country.
Historical cues, planning approaches and perceptions of others.
Available heuristic and the representativeness heuristic.
Problems, solutions, participants and choice opportunities.
Aided-analytic, Unaided-analytic and non-analytic.
The four styles are: directive, analytical, conceptual and behavioural.
Escalation to commitment
For example: groups contain a greater pool of knowledge, provide more perspectives, create more comprehension, increase decision acceptance and create a training ground for inexperienced employees.
The four rules are: 1. Generate and write down as many ideas as possible, 2. do not set limits, 3. do not criticise during the stage of idea generation, 4. Ignore seniority and think freely.
It is a problem-solving technique where one has 30 seconds to argue for or against an idea.
Preparation, concentration, incubation, illumination and verification.
Examples for soft: Rational persuasion, Inspirational appeals, Consultation, Ingratiation, Personal appeals. Examples for hard: Exchange, Coalition tactics, Pressure, Legitimating tactics.
Commitment, compliance or resistance.
Agreement, stronger relationships and learning.
Three negative aspects are: 1. members of in-groups consider themselves as a collection of unique individuals but other groups as being similar. 2. Outsiders are seen as threat but in-group members view themselves as morally correct. 3. The perception of reality distorts as in-group members overact differences between their group and the other group.
Integrating, obliging, dominating, avoiding and compromising
Distributive and integrative. The first type concerns that sharing of a fixed amount, whereas the integrative type of negotiation goes beyond. It calls for a win-win strategy where all can benefit.
Reward power, coercive power, legitimate power, expert power and referent power.
Avoidance, obtain concrete rewards, exit and power.
Delegation.
Traits theories state that leaders are born with leadership skills and behavioural theories state that leader are shaped by improving and developing their behaviour.
Consideration structure focuses on group member’s needs and desires. The initiating structure is leader behaviour that organises and defines what to do next to maximise the output.
Country club management, impoverished management, middle-of-the-road management, team management and authority compliance.
Task-oriented and Relation-oriented.
Leader-member relations, task structure and position power.
Directive leadership, supportive leadership, participative leadership and achievement-oriented leadership.
Situational factors that make one style of leadership a better choice than another.
Readiness is the amount of willingness someone possesses to complete a task. Willingness, thereby, is a mix of confidence, commitment and motivation.
The transactional leadership tries to engage employees’ behaviour. This means leaders motivate employees by giving rewards and exert corrective action when performance goals are not obtained. The charismatic leadership enables followers to develop deep commitment. Leaders using this approach can transform followers by appealing to followers’ values and personal identity.
Commitment, skill building, support, team builder en result oriented.
External examples: Demographic characteristics, Technological advances, Market changes, Social and political pressures. Internal examples: Size changes, Human resource problems and prospects
Unfreezing, changing, refreezing.
A process where a company compares their company with the most important organisations in their industry.
Theory E stands focuses on the financial aspect of the company, whereas theory O focusses on the development of the organisation by learning.
The three steps are: 1. Create a sense of need for change. 2. Establish the guiding coalition. 3. Develop a vision and strategy.
Episodic change is irregular, discontinuous but intended change. Continuous change is constant, evolving and cumulative change.
For example: 1. Surprise and fear of the unknown, 2. Climate of distrust, 3. Anxiety of failure, 4. Loss of status or job security, 5. Peer pressure, 6. Interruption of cultural traditions or group relations, 7. Personality conflicts 8. Absence of tact or bad timing, 9. Non-reinforcing reward systems
For example: Education + communication, Participation + involvement, Facilitation + support, Negotiation + agreement, Manipulation + co-optation, Explicit +explicit coercion
OD and profound change, OD is value-loaded, OD is a cycle of diagnosis and prescription,OD is process-oriented.