Term
|
Definition
| improved customer satisfaction, product and service quality, speed and efficiency in product development, employee job satisfaction, decision making |
|
|
Term
|
Definition
| initially high turnover, social loafing, problems associated with group decision making |
|
|
Term
|
Definition
| clear, engaging reason or purpose for using them. when the job can't be done unless people work together. When rewards can be used for teamwork and team performance. |
|
|
Term
| Why do ppl not contribute to teams? |
|
Definition
| Presence of someone with expertise. The presentation of a compelling argument. Lacking confidence in one's ability to contribute. An unimportant or meaningless decision. A dysfunctional decision making climate. |
|
|
Term
|
Definition
| intentionally composed of employees from different functional areas of the organization. |
|
|
Term
|
Definition
| groups of geographically and/or organizationally dispersed coworkers who use a combination of telecommunications and information technologies to accomplish an organizational task. |
|
|
Term
|
Definition
| created to complete specific one-time projects or tasks within a limited time |
|
|
Term
| stages of team development |
|
Definition
| forming, storming, norming, performing |
|
|
Term
|
Definition
| members meet one another, get a feeling for what it's like to be part of a team |
|
|
Term
|
Definition
| teams begin working together and conflicts may arise |
|
|
Term
|
Definition
| team members settle into their roles |
|
|
Term
|
Definition
| performance has improved because team has formed into a functional team |
|
|
Term
| Coercive Leadership style |
|
Definition
| Drill Sgt., demands compliance, "you do what i tell you", works best in a crisis or turnaround situation. negative overall |
|
|
Term
|
Definition
| Obama, Moves ppl towards a common goal or vision, come with me 'yes we can', when clear direction is needed, strongly positive |
|
|
Term
|
Definition
| Jimmy Carter, creates harmony and emotional bonds, people come first, little conflict or need to motivate ppl, positive |
|
|
Term
|
Definition
| Mr. Rogers, forges consensus through participation, "what do you think?", to build consensus or buy in, positive |
|
|
Term
|
Definition
| Jack Welch, set high standard of performance, "do as i do now!", get quick results from highly motivated and skilled team, negative |
|
|
Term
|
Definition
| Ernie Kent(bball coach), develops people for the future, "try this", helps employee improve performance and develop skills, positive |
|
|
Term
|
Definition
| desire to lead, honesty and integrity, self confidence, emotional stability, cognitive ability, knowledge of the business, drive |
|
|
Term
|
Definition
| want to be in charge and think about ways to influence others on what should and should not be done |
|
|
Term
|
Definition
| being truthful with others, extent to which leaders do what they'd said they do |
|
|
Term
|
Definition
| believing in one's abilities |
|
|
Term
|
Definition
| even when things go wrong can remain even tempered and consistent in their outlook and in the way they treat others |
|
|
Term
|
Definition
| capacity to analyze large amount of seemingly unrelated, complex information and see patterns, opportunities, or threats where others might not see them. |
|
|
Term
| knowledge of the business |
|
Definition
| understand key technological decisions and concerns facing their companies. |
|
|
Term
|
Definition
| high levels of effort and is characterized by achievement, and ambition. |
|
|
Term
| The General Leadership Model |
|
Definition
| I want you to learn- leadership traits/styles/behaviors move into performance, changed by the situation |
|
|
Term
|
Definition
| Initiation, Direction, Persistence |
|
|
Term
|
Definition
| external factors, such as incentives, that motivate |
|
|
Term
|
Definition
| the job itself is reason to be motivated |
|
|
Term
|
Definition
| explain specific factors that motivate people |
|
|
Term
|
Definition
| oppurtunity to understand thought processes that influence behavior |
|
|
