Chapters 1-6
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| 1778163770 | Management | process of working with and through others to achieve organizational objectives efficiently and ethically | 0 | |
| 1778163771 | 11 organizational categories of managerial behavior | clarifies goals and objectives for everyone, encourages participation upward communication and suggestions, plans and organizes orderly work flow, technical and administrative expertise, facilitates work w/team building, provides feedback honestly and constructively, keeps things moving, controls details, pressure for goal accomplishment, empowers and delegates, recognizes good performance | 1 | |
| 1778163772 | ethics | study of moral issues and choices | 2 | |
| 1778163773 | Causes of unethical management | shared industry norms, values and beliefs | 3 | |
| 1778163774 | external environment influences | industry profitability and value on generosity | 4 | |
| 1778163775 | heterogeneous | diverse in terms of gender, age, race, religion, etc | 5 | |
| 1778163776 | top management team characteristics | age, length of service, military service, homogeneity/heterogeneity | 6 | |
| 1778163777 | internal organizational influences | ethical codes, culture, size, structure, perceived pressure, corporate strategy | 7 | |
| 1778163778 | external influences | political/legal, industry culture, national culture, environment | 8 | |
| 1778163779 | individual | personality, values, moral principles, history of reinforcement, gender | 9 | |
| 1778163780 | ethical decisions | eliminate illegal, maximize shareholder value w/no harm to benefits | 10 | |
| 1778163781 | 7 principles timeless and relevant | human dignity, autonomy, honesty, loyalty, fairness, humaneness, and common good | 11 | |
| 1778163782 | societal cultures | socially derived, taken-for-granted assumptions about how to think nd act | 12 | |
| 1778163783 | GLOBE 9 cultural dimensions | power distance, uncertainty avoidance, societal collectivism, in group collectivism, gender egalitarianism, assertiveness, future orientation, performance orientation, humane orientation | 13 | |
| 1778163784 | Past to future managers | role from order giver to facilitator/team member, from periodic to lifelong learning, from time and effort to skills, results, from hoard and restrict power to share and broaden it, from resist change to facilitate change | 14 | |
| 1778163785 | organizational behavior | horizontal, interdisciplinary field dedicated to better understanding and managing people t work | 15 | |
| 1778163786 | Theory Y | McGregor's modern and positive assumptions about employees being responsible and creative and energetic | 16 | |
| 1778163787 | Theory X | employees dislike work, must be threatened with punishment, and want to be directed and avoid responsibility | 17 | |
| 1778163788 | Total quality management | an organizational culture dedicated to training, continuous improvement, and customer satisfaction | 18 | |
| 1778163789 | 85-15 rule | 85% system's fault, 15% employee's | 19 | |
| 1778163790 | TQM Principles | Do it right the first time to eliminate costly rework, listen and learn from customers and employees, make continuous improvement everyday, and build teamwork, trust, and mutual respect | 20 | |
| 1778163791 | contingency approach | using management tools and techniques in a situationally appropriate manner; avoiding the one-best-way mentality | 21 | |
| 1778163792 | human capital | the proactive potential of one's knowledge and actions | 22 | |
| 1778163793 | human capital characteristics | intelligence, vision, technical and social skills, entrepreneurship, readiness to learn, flexibility, creativity, enthusiasm, honesty, emotional maturity | 23 | |
| 1778163794 | social capital | productive potential of strong, trusting, and cooperative relationships | 24 | |
| 1778163795 | social capital characteristics | shared visions/goals, values, trust, friendship, goodwill, mentoring, networks, connections, participation, teamwork, cooperation, assertive (not aggressive) communication, functional conflict, win-win negotiations and volunteering | 25 | |
| 1778163796 | positive psychology | Subjective level (well-being and hope), individual level (love and vocation), and group level (civic virtues) | 26 | |
| 1778163797 | positive organizational behavior | study and improvement of employees' positive attributes and capabilities | 27 | |
| 1778163798 | POB CHOSE | Confidence/self-efficacy, Hope, Optimism, Subjective well-being, Emotional intelligence | 28 | |
| 1778163799 | E-business | running the entire business via the internet | 29 | |
| 1778163800 | e-commerce | buying and selling goods over the internet | 30 | |
| 1778163801 | E-Business OB implications | E-management, E-leadership, E-communication, organizational structure, job design, decision making, knowledge management, speed conflict and stress, change and resistance to change, and ethics | 31 | |
| 1778163802 | perception | process of interpreting eon's environment | 32 | |
| 1778163803 | social perception | cognitive process by which we interpret and understand people | 33 | |
| 1778163804 | Social perception stages | selective attention/comprehension to encoding and simplification to storage and retention to retrieval and response | 34 | |
| 1778163805 | attention | being conscious aware of something or someone people pay attention to salient stimuli | 35 | |
| 1778163806 | negativity bias | people pay more attention to negative than positive information | 36 | |
| 1778163807 | cognitive categories | mental depositories for storing information | 37 | |
| 1778163808 | schema | mental picture or summary of an event or object | 38 | |
| 1778163809 | stereotype | beliefs about characteristics of a group | 39 | |
| 1778163810 | Stereotyping process | categorizing people into groups, inferring same traits/characteristics, forming expectations, and overestimating frequency of stereotypic behaviors/incorrectly explaining/and differentiating minorities from ourselves | 40 | |
| 1778163811 | long term memory components | event memory, semantic memory, and person memory | 41 | |
| 1778163812 | halo | rater forms and overall impression about an object and uses that impression to bias ratings about the object | 42 | |
| 1778163813 | leniency | personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion | 43 | |
| 1778163814 | central tendency | tendency to avoid all extreme judgements and rate people and objects as average or neutral | 44 | |
| 1778163815 | recency efforts | tendency to remember recent information | 45 | |
| 1778163816 | contrast effects | tendency to evaluate by comparing with those recently observed | 46 | |
| 1778163817 | perceptual errors | halo, leniency, central tendency, recency effects, and contrast effects | 47 | |
| 1778163818 | monochronic time | preference for doing one thing at a time because time is limited, precisely segmented, and schedule driven | 48 | |
| 1778163819 | polychronic time | preference for doing more than one thing at at imd because time is flexible and multidimensional | 49 | |
| 1778163820 | Good leaders | specific tasks, positive feedback, set goals, let others make decisions, try to work as team, and maintain performance standards | 50 | |
| 1778163821 | causal attributions | suspected or inferred causes of behavior | 51 | |
| 1778163822 | internal factors | personal characteristics that cause behavior (such as ability) low consensus, low distinctiveness, and high consistency | 52 | |
| 1778163823 | external factors | environmental characteristics that cause behavior (such as a difficult task) high consensus, high distinctiveness, and low consistency | 53 | |
| 1778163824 | consensus | comparison of behavior with that of peers | 54 | |
| 1778163825 | distinctiveness | comparison of behavior with one task and his/her behavior on other tasks | 55 | |
| 1778163826 | consistency | individual's performance compared with that on given task over time | 56 | |
| 1778163827 | fundamental attribution bias | ignoring environmental factors that affect behavior personal characteristics over situational factors | 57 | |
| 1778163828 | self-serving bias | taking more personal responsibility for success than failure | 58 | |
| 1778163829 | diversity | host of individual differences that make people different from and similar to one another | 59 | |
| 1778163830 | four layers of diversity | personality, internal dimensions (out of control but strongly influence), external dimensions (some control, like religion and eating, education and work), and organizational dimensions (job title, work content and group and management status) | 60 | |
| 1778163831 | affirmative action | voluntary and involuntary efforts to achieve equality of opportunity for everyone does not legitimize quotas | 61 | |
| 1778163832 | managing diversity | creating organizational changes that enable all people to perform up to their maximum potential | 62 | |
| 1778163833 | three strategies for success of managing diversity | education, enforcement, and exposure | 63 | |
| 1778163834 | glass ceiling | invisible barrier blocking women and minorities from top management positions | 64 | |
| 1778163835 | Four strategies to break glass ceiling | consistently exceeding performance expectations, developing a stele with which male managers are comfortable, seeking out difficult or challenging assignments, and having influential mentors | 65 | |
| 1778163836 | Trends for people of color's glass ceiling | advancing less in managerial/professional than women, race-based charges of discrimination, earn less than whites, and more perceived discrimination | 66 | |
| 1778163837 | underemployment | the result of staking a job that requires less education, training, or skills than possessed by a worker | 67 | |
| 1778163838 | two recommendations for dealing with aging workforce | deal with personal issues associated with elder care for aging parents make a concerted effort to keep older workers engaged and committed and their skills current | 68 | |
| 1778163839 | ethnocentrism | feeling that one's cultural rules and norms are superior or more appropriate that those of another culture | 69 | |
| 1778163840 | Diversity initiatives | accountability practices, development practices, and recruitment practices | 70 | |
| 1778163841 | diversity accountability practices | treat diverse employees fairly (focus) | 71 | |
| 1778163842 | diversity development practices | prepare diverse employees for greater responsibility and advancement (focus) | 72 | |
| 1778163843 | diversity recruitment practices | attract qualified diverse employees at all levels (focus) | 73 | |
| 1778163844 | self-concept | person's self=perception as a physical, social, and spiritual being | 74 | |
| 1778163845 | cognitions | a person's knowledge, opinions, or beliefs about environment, oneself, or one's behavior | 75 | |
| 1778163846 | American characteristics | open, honest, candid, and to the point | 76 | |
| 1778163847 | Japanese view American characteristics | blunt, prying, and insensitive to formalities | 77 | |
| 1778163848 | self-esteem | person's belief about his or her self-worth based on an overall self-evaluation | 78 | |
| 1778163849 | improve self-esteem | fully engage life, take responsibility but avoid excessive self-criticism | 79 | |
| 1778163850 | self-efficacy | belief in one's ability to successfully accomplish a task | 80 | |
| 1778163851 | self-efficacy and performance relationship | cyclical, spiral to success or failure | 81 | |
| 1778163852 | belief sources for self-efficacy | prior experience, behavior models, persuasion from others, assessment of physical/emotional state | 82 | |
| 1778163853 | meta-analysis | statistical pooling technique that allows general conclusions to be drawn from many different studies | 83 | |
| 1778163854 | self-efficacy actions requirements | recruiting/selection/job assignments, job design, training and development, self-management, goal setting and quality improvement, creativity, coaching, leadership, and rewards | 84 | |
| 1778163855 | self-monitoring | observing eon's own behavior and adapting it to the situation | 85 | |
| 1778163856 | chameleons | readily adapt self-presentation to surroundings | 86 | |
| 1778163857 | self-management | pre-manage own behavior | 87 | |
| 1778163858 | social learning theory | an individual acquires new behavior throughout he interplay of cognitive processes with environmental cues and consequences | 88 | |
| 1778163859 | 8th habit agenda to improve | goals and responsibility, end in mind, first things first, win-win mentality, understand then be understood, teamwork, renew self, seek fulfillment and passion | 89 | |
| 1778163860 | managing situational cues | reminders and attention focusers, self-observation data, avoiding negative cues while seeking positive cues, challenging yet attainable personal goals, a self-contract (if-then agreements ith self) | 90 | |
| 1778163861 | cognitive supports | ways of thinking about oneself to promote the desired behavior changes symbolic coding, rehearsal, and self-talk | 91 | |
| 1778163862 | symbolic coding | social learning theory's perspective that human brain stores info in visual and verbal cues | 92 | |
| 1778163863 | rehearsal | systematic visualization of how to proceed | 93 | |
| 1778163864 | self-talk | set of evaluating thoughts that you give yourself about facts and events that happen o you | 94 | |
| 1778163865 | reward reinforcement criteria | control over consequences, reward him or herself, performance standards for quantity and quality | 95 | |
| 1778163866 | personality | stable physical and mental characteristics responsible for a person's identity | 96 | |
| 1778163867 | Big 5 personality dimensions | extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience | 97 | |
| 1778163868 | proactive personality | action-oriented person who shows initiative and perseveres to change things | 98 | |
| 1778163869 | internal locus of control | attributing outcomes to one's own actions my own studying habits so passed exam depend more on self, resist management supervision desire high initiative and low compliance | 99 | |
| 1778163870 | external locus of control | attributing outcomes to circumstances beyond one's own control easy test/good day more structured jobs desired | 100 | |
| 1778163871 | attitude | learned predisposition toward a given object specific objects, persons, or situations | 101 | |
| 1778163872 | values | global beliefs that influence behavior across all situations | 102 | |
| 1778163873 | intelligence | capacity for constructive thinking, reasoning, problem solving | 103 | |
| 1778163874 | emotions | complex human reactions to personal achievements and setbacks that may be felt and displayed | 104 | |
| 1778163875 | negative emotions | goal incongruent: frustration/failure | 105 | |
| 1778163876 | positive emotions | happiness, joy, pride, love, affection, relief congruent with goals | 106 | |
| 1778163877 | emotional contagion | moods are contagious | 107 | |
| 1778163878 | emotional labor | masking true feelings/emotions because having rotten day | 108 | |
| 1778163879 | emotional intelligence | ability to manage oneself and interact with others in mature and constructive ways self-awareness, self-management, social awareness, social management | 109 | |
| 1778163880 | personal competence | self-awareness and self-management | 110 | |
| 1778163881 | social competence | social awareness and social management | 111 | |
| 1778163882 | motivation | psychological processes that arouse and direct goal-directed behavior | 112 | |
| 1778163883 | content theories of motivation | identify internal factors influencing motivation | 113 | |
| 1778163884 | process theories of motivaiton | explain process by which internal factors and cognitions influence a person's motivation | 114 | |
| 1778163885 | need hierarchy theory | Maslow's physiological, safety, love(affection and belonging), esteem(reputation, prestige and recognition), and self-actualization | 115 | |
| 1778163886 | Alderfer's ERG theory | Existence needs - physiological and materialistic Relatedness needs - meaningful relationships Growth needs - use abilities to fullest | 116 | |
| 1778163887 | McClelland's Need Theory | Need for achievement(desire to accomplish something difficult), need for affiliation(desire to spend time in social relationships and activities), and need for power(desire to influence, coach, teach, or encourage others to achieve) top managers should have power over affiliation need | 117 | |
| 1778163888 | Herzberg's Motivator-Hygiene Theory | continuum from dissatisfaction to satisfaction with motivators (associated w/job satisfaction) and hygiene factors (associated with job dissatisfaction) | 118 | |
| 1778163889 | equity theory | motivation is a function of fairness in social exchanges negative inequity (comparison where another gets greater outcomes for similar inputs) positive inequity (another receives lesser outcomes for similar inputs) equity sensitivity - an individual's tolerance for negative and positive inequity | 119 | |
| 1778163890 | equity sensitivity | an individual's tolerance for negative and positive inequity benevolents: high for negative inequity entitleds: no tolerance for negative inequity sensitive: adhere to strict norm or reciprocity and are quickly to resolve positive/negative inequity | 120 | |
| 1778163891 | distributive justice | perceived fairness of how resources and rewards are distributed | 121 | |
| 1778163892 | procedural justice | perceived fairness of process an procedures used to make allocation decisions | 122 | |
| 1778163893 | interactional justice | extent to which people feel fairly treated when procedures are implemented | 123 | |
| 1778163894 | organizational justice | distributive, procedural, and interactional justice for positive employee work attitudes like job satisfaction (integrity and fairness) | 124 | |
| 1778163895 | expectancy theory | holds that people re motivated to behave in ways that produce valued outcomes effort for goal, and goal for outcome effort to performance to outcome + reward valence | 125 | |
| 1778163896 | expectancy | belief that effort leads to specific level of performance | 126 | |
| 1778163897 | instrumetnality | performance to outcome perception: passing exames is instrumental to graduating from college range from -1.0 to 1.0 w/negative meaning outcome not resulting from high performance or will result in failure to perform | 127 | |
| 1778163898 | valence | positive or negative value people place on outcomes | 128 | |
| 1778163899 | Goal-setting | Goal is what an individual is trying to accomplish setting goals activates a powerful motivational process that leads to sustained high performance | 129 | |
| 1778163900 | Goal setting works | Direct attention to relevant activities, regulate effort by influencing actions, increase persistence by expanding more effort overtime, and foster development and application of strategies and action plans (how to arrive) | 130 | |
| 1778163901 | goal difficulty | amount of effort required to reach goal | 131 | |
| 1778163902 | goal specificity | quantifiability of a goal | 132 | |
| 1778163903 | goal commitment | amount of commitment to a goal | 133 | |
| 1778163904 | job design | changing the content an/or process of a specific job to increase job satisfaction and performance | 134 | |
| 1778163905 | mechanistic approach | scientific management | 135 | |
| 1778163906 | scientific management | using research and experimentation to find the most efficient way to perform a job develop standard methods, select those w/abilities, train workers, support workers, provide incentives | 136 | |
| 1778163907 | job enlargement | putting more variety into a job horizontally loading (combine specialized tasks of comparable difficulty) | 137 | |
| 1778163908 | job rotation | moving employees from one specialized job to another | 138 | |
| 1778163909 | job enrichment | building achievement, recognition, stimulating work, responsibility, and advancement into a job vertical loading (getting supervisor responsibilities) | 139 | |
| 1778163910 | intrinsic motivation | motivation caused by positive internal feelings | 140 | |
| 1778163911 | performance management | continuous cycle of improving job performance with goal setting, feedback and coaching, and rewards and positive reinforcement from situational factors, to performance improvement cycle, to desired outcomes | 141 | |
| 1778163912 | performance outcome goal | targets a specific end result | 142 | |
| 1778163913 | learning goal | encourages learning, creativity, and skill development | 143 | |
| 1778163914 | management by objectives | management system incorporating participation in decision making, goal setting, and feedback | 144 | |
| 1778163915 | Goal-setting process | set goals, promote goal commitment, provide support and feedback | 145 | |
| 1778163916 | SMART goals | Specific goals Measurable goals Attainable goals Results-oriented goals Time-bound goals | 146 | |
| 1778163917 | feedback | objective information about individual or collective performance instructional and motivational feedback | 147 | |
| 1778163918 | instructional feedback | how tot do something the right way | 148 | |
| 1778163919 | motivational feedback | serves or promises a reward | 149 | |
| 1778163920 | negative feedback | less-well perceived and recalled, but challenge to set and pursue higher goals can cause insecurity/defensiveness or damage self-efficacy | 150 | |
| 1778163921 | positive feedback | better perceived and recalled, but no incentive to do better | 151 | |
| 1778163922 | feedback evaluators | accuracy, credibility of source, fairness of system, performance-reward expectancies, and reasonableness of standards | 152 | |
| 1778163923 | feedback must foster | high effort to performance expectants and performance to reward instrumentalities Expectancy theory | 153 | |
| 1778163924 | upward feedback | employees evaluate their boss usually anonymous, sometimes seen as corroding authority | 154 | |
| 1778163925 | 360 degree feedback | full-circle feedback comparison of anonymous feedback from one's superior, subordinateness, peers and self-perceptions | 155 | |
| 1778163926 | reward system components | types of rewards(financial/social/psychic), distribution criteria (results, behavior, other factors), and desired outcomes (attract, motivate, develop, satisfy, retain) | 156 | |
| 1778163927 | extrinsic rewards | financial, aerial, or social rewards from the environment bonus or praise | 157 | |
| 1778163928 | intrinsic rewards | self-granted, psychic rewards job well done feeling | 158 | |
| 1778163929 | Four blocks to establish right conditions for intrinsic motivation | 1. Leading for meaningfulness (model desired behaviors and create connectable vision) 2. Leading for choice (empower employees) 3. Leading for competence (support and coach) 4. Leading for progress (monitor and reward) | 159 | |
| 1778163930 | pay for performance | incentive pay or variable pay monetary incentives tied to one's results or accomplishments piece-rate (pay for units of work) sales commission (sale amounts) | 160 | |
| 1778163931 | Guidelines associated with successful pay for performance | pay for performance integral strategy part, incentives on objective measures, employees participate and revise pay formulas, two-way communication, employees offer input, reward teamwork, sell to supervisors/middle managers, annual bonus in lump sum for greatest impact, significant amounts | 161 | |
| 1778163932 | team-based pay | linking pay to teamwork behavior and/or team results prepare for team-based systems, establish teams before introducing, blend individual rewards w/team incentive, link to behaviors before results, and clear connection between individual work and team results | 162 | |
| 1778163933 | law of effect | behavior with favorable consequences is repeated; behavior with unfavorable consequences disappears | 163 | |
| 1778163934 | theory of behaviorism | low amount of respondent and high amount of operant behavior in adults | 164 | |
| 1778163935 | respondent behavior | unlearned stimulus=response reflexes, small proportion of adult human behavior tears while shedding onions | 165 | |
| 1778163936 | operant behavior | learned, consequence-shape behavior | 166 | |
| 1778163937 | contingent consequences | systematic if then linkage between target behavior and consequence | 167 | |
| 1778163938 | positive reinforcement | making behavior occur more often by contingently presenting something positive work overtime because praise and recognition | 168 | |
| 1778163939 | negative reinforcement | making behavior occur more often by contingently withdrawing something negative stop yelling when the right thing is done | 169 | |
| 1778163940 | punishment | making behavior occur less often by contingently presenting something negative or withdrawing something positive dock pay for tardiness (response cost punishment) | 170 | |
| 1778163941 | extinction | making behavior occur less often by ignoring or not reinforcing it ending relationship by not answering phone | 171 | |
| 1778163942 | continuous reinforcement (CRF) | reinforcing every instance of a behavior | 172 | |
| 1778163943 | intermittent reinforcement | reinforcing some but not all instances of behavior ratio schedule: contingent on number of responses interval schedule: passage of time | 173 | |
| 1778163944 | Four types of intermittent reinforcement | fixed ratio (fixed # of responses first) variable ratio (varying/random # of responses, supervisor happens to observe it) fixed interval (first response after specific time period) variable interval (following first response after varying or random periods of time, supervisor feels encouragement needed) | 174 | |
| 1778163945 | shaping | reinforcing closer and closer approximations to a target behavior Continental Airlines: bonus $65 when Top 5, then $65 but Top 3, then $100 but Top 1 | 175 | |
| 1778163946 | team player | highest complement | 176 | |
| 1778163947 | Derailed because of 4 stumbling blocks | interpersonal relationships problems, failure to meet business objectives, failure to build and lead a team, inability to change or adapt during a transition | 177 | |
| 1778163948 | group | two or more freely interacting people with shared norms and goals and a common identity | 178 | |
| 1778163949 | crowd | lacks interaction and a sense of common identity | 179 | |
| 1778163950 | organization | may be too large and complex for all its members to interact with or even be aware of one another | 180 | |
| 1778163951 | formal group | formed by organization work group, team, committee, or task force | 181 | |
| 1778163952 | informal group | formed by friends | 182 | |
| 1778163953 | Two group functions | organizational (tasks, ideas/solutions, efforts, problem solving, complex decisions, socialize and train newbies) individual (need for affiliation, self esteem and sense of identity, test and share perceptions, reduce anxieties, and problem-solving for personal and interpersonal problems) | 183 | |
| 1778163954 | emergent leader | steps in if formal leader does not assert his or her authority | 184 | |
| 1778163955 | four stages of Group Development | Forming (ice breaking and low trust to see who will take charge), Storming (test leader and power), Norming(unemotional, matter of fact group discussion w/team spirit), performing (work done w/out hampering others), and adjourning (may feel sense of loss) | 185 | |
| 1778163956 | Group cohesiveness | a "we feeling" ending group members together | 186 | |
| 1778163957 | roles | expected behaviors for a given position | 187 | |
| 1778163958 | task roles | task-oriented group behavior define, clarify and pursue common purpose: get back on task | 188 | |
| 1778163959 | maintenance roles | relationship-building group behavior foster supportive and constructive interpersonal relationships: get input from all | 189 | |
| 1778163960 | goal-directed roles | initiator, orienter, and energizer | 190 | |
| 1778163961 | challenging goals | difficult but achievable get better group results | 191 | |
| 1778163962 | norm | shared attitudes, opinions, feelings, or actions that guide social behavior attitude/opinion/feeling/action shared by 2+ ppl | 192 | |
| 1778163963 | ostracism | rejection by other group members "silent treatment" | 193 | |
| 1778163964 | Norm generation | explicit statements by supervisors, critical events in gore's history, primacy (first behavior pattern), carryover behaviors from past situations (expectations of a college class) | 194 | |
| 1778163965 | team | experiential learning aimed at better internal functioning of groups common purpose, performance goals, and approach with mutual accountability Criteria: shared leadership, shifting accountability to individual & collective, own purpose or mission, way of life problem solving, effectiveness measured by grou's collective outcomes and products | 195 | |
| 1778163966 | Model and teach teamwork skills/competencies | understand situation/common understanding, respond to feedback, positive team environment, handling conflict & negotiating win-wins, and modifying positions in response to good arguments | 196 | |
| 1778163967 | trust | reciprocal faith in others' intentions and behavior trust begets trust; distrust begets distrust | 197 | |
| 1778163968 | overall trust | expecting fair play, the truth, and empathy | 198 | |
| 1778163969 | emotional trust | having faith that someone will not misrepresent you to others or betray a confidence | 199 | |
| 1778163970 | reliableness | believing that promises and appointments will be kept and commitments met | 200 | |
| 1778163971 | 6 Guidelines to build and maintain trust | Communicate the truth, support each other, respect others, fairness and giving deserved credit, predictability, and competence Trust needs to be earned; it cannot be demanded. | 201 | |
| 1778163972 | Self-managed teams | groups of employees granted administrative oversight for their work delegate more work scheduling and dealing with customers, less hiring and firing | 202 | |
| 1778163973 | administrative oversight | planning, scheduling, monitoring, and staffing | 203 | |
| 1778163974 | team advisor indirect influence tactics | relating(understanding organization and concern for all), scouting(facilitating), persuading(outside support and influencing), and empowering(delegating decision-making authority) | 204 | |
| 1778163975 | cross-functionalism | team made up of technical specialists from different areas more point of views, cross-pollinating ideas | 205 | |
| 1778163976 | virtual team | physically dispersed task group that conducts its business through modern information technology flexible and efficient: can work 24/7 lack of face to face can weaken trust, communication, and accountability | 206 | |
| 1778163977 | groupthink | Janis' term for a cohesive in-group's unwillingness to realistically view alternatives | 207 | |
| 1778163978 | social loafing | decrease in individual effort as group size increases can be due to: equity of effort down, motivational loss due to reward sharing, personal accountability loss due to size, and coordination loss w/too many ppl | 208 |
