I/OP Chapter 13
🇬🇧
In Inglés
In Inglés
Practique preguntas conocidas
Manténgase al día con sus preguntas pendientes
Completa 5 preguntas para habilitar la práctica
Exámenes
Examen: pon a prueba tus habilidades
Pon a prueba tus habilidades en el modo de examen
Aprenda nuevas preguntas
Modos dinámicos
InteligenteMezcla inteligente de todos los modos
PersonalizadoUtilice la configuración para ponderar los modos dinámicos
Modo manual [beta]
El propietario del curso no ha habilitado el modo manual
Modos específicos
Aprende con fichas
Completa la oración
Escuchar y deletrearOrtografía: escribe lo que escuchas
elección múltipleModo de elección múltiple
Expresión oralResponde con voz
Expresión oral y comprensión auditivaPractica la pronunciación
EscrituraModo de solo escritura
I/OP Chapter 13 - Marcador
I/OP Chapter 13 - Detalles
Niveles:
Preguntas:
78 preguntas
| 🇬🇧 | 🇬🇧 |
| An event that affects one member of a group will affect the other group members | Corresponding effects |
| The need to associate ourselves with the image projected by other people, groups of objects | Identification |
| When the football team won, the students answered by saying, “we won” when the team lost, the students answered by saying, "They lost." | Basking in reflected glory |
| Extent to which group members like and trust one another, are committed to accomplishing a team goal and share a feeling of group pride | Group cohesiveness |
| Contain members who are similar in some ways or most ways | Homogeneous group |
| Contain members who are more different than alike | Heterogeneous |
| Groups in which a few group members have different characteristics from the rest of the group | Slightly heterogeneous group |
| Extent to which the membership of a group remaining consistent over time | Stability of membership |
| Amount of psychological pressure placed on a group by people who are not members of the group | Outside pressure |
| The number of member in a group | Group size |
| Tasks for which the group’s performance is equal to the sum of the performances of each individual group | Additive task |
| Tasks for which the group’s performance is dependent on the performance of the least effective group member | Conjunctive task |
| Tasks for which the performance of a group is based on the performance of its most talented member | Disjunctive task |
| States that the addition of a group member has the greatest effect on group behavior when the size of the group is small | Social impact theory |
| Believe that their team can be successful at a specific task | High team efficacy |
| Believe that their team can be successful in general | High team potency |
| Manner in which members of a group communicate with one another | Communication structure |
| Behaviors such as offering new ideas, coordinating activities and finding new information | Task oriented roles |
| Involve cohesiveness and participation | Social oriented roles |
| Includes blocking group activities, calling attention to oneself and avoiding group interaction | Individual roles |
| Positive effects of the presence of others on an individual's behavior (+) | Social facilitations |
| Negative effects of others presence (-) | Social inhibition |
| Effect on behavior when one or more people passively watch the behavior of another person | Audience effect |
| Idea that a person performing a task becomes aroused because he or she is concerned that others are evaluating his/her performance | Evaluation apprehension |
| Fact that individuals in a group often exert less individual effort than they would if they were not in a group | Social loafing |
| Hypothesizes that social loafing occurs when a group member notices that other group members are not working hard | Sucker effect |
| Group member who intentionally provides an opposing opinion to that expressed by the leader or the majority | Devil's advocate |
| Collection of individuals whose results are pooled but who never interact with one another | Nominal group |
| Collection of individuals who work together to perform a task | Interacting group |
| Ideas are generated by people in a group setting | Brainstroming |
| The extent to which group members identify with the team rather than with other groups | Identification |
| Extent to which team members have the same level of power and respect | Power differentiation |
| Extent to which a team will remain together or be disbanded after a task has been accomplished | Permanency |
| Consist of representatives from various departments (functions) within an organization. cross-functional teams | Parallel teams |
| Coordinate manage, advice and direct employees and teams | Management teams |
| Forming stage, storming stage, norming stage, performing stage | Influential theory of team development |
| Work towards accomplishing their goals | Performing stage |
| Conflict that keeps people from working together, lessens productivity, spreads to other areas or increases turnover | Dysfunctional conflict |
| Occur when the demand for resources is greater than the resources available | Competition for resources |
| When the completion of a task by one person affect the completion of a task by another person | Task interdependence |
| Physical cultural and psychological obstacles that interfere with successful communication and create a source of conflict | Communication barriers |
| Obsessed with completing a task and take great pride in getting a job done quickly | High needs for control |
| Obsessed with completing a task correctly | High needs for perfection |
| Responds to difficult situations by doing and saying nothing - simply gives up / retreats | Nothing person |
| Obsessed with being liked | High needs for approval |
| Obsessed with being appreciated | High needs for attention |
| Poking fun at others | Friendly sniper |
| Exaggerates lies and gives unwanted advice to gain attention | Thinks they know it all |