io 13.2

34問 • 1年前

valerie

通報

問題一覧

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

technique in which ideas are generated by people in a group setting.

brainstorming

extent to which group members identify with the team rather than with other groups.

identification

extent to which team members need and rely on other team members.

interdependence

extent to which team members have the same level of power and respect.

power differentiation

extent to which team members treat each other in a friendly, informal manner.

social distance

extent to which a team will remain together or be disbanded after a task has been accomplished.

permanency

physical distance between people.

proximity

teams that communicate through email rather than face to face.

virtual teams

groups of employees who manage themselves, assign jobs, plan and schedule work, make work-related decisions, and solve work-related problems.

work teams

expert specialists [who each] have specific role positions, perform brief events that are closely synchronized with each other, and repeat these events across different environmental conditions”

crews

they consist of representatives from various departments (functions) within an organization.

parallel teams

groups formed to produce onetime outputs such as creating a new product, installing a new software system, or hiring a new employee.

project teams

teams that coordinate, manage, advise, and direct employees and teams.

management teams

in which team members “feel out” the team concept and attempt to make a positive impression.

forming stage

in which group members disagree and resist their team roles.

storming stage

in which teams establish roles and determine policies and procedures.

norming stage

the fourth and final stage of the team process, in which teams work toward accomplishing their goals.

performing stage

rather than forming in stages, teams develop direction and strategy in the first meeting, follow this direction for a period of time, and then drastically revise their strategy about halfway through the life of the team.

punctuated equilibrium

psychological and behavioral reaction to a perception that another person is keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship.

conflict

conflict that keeps people from working together, lessens productivity, spreads to other areas, or increases turnover.

dysfunctional conflict

conflict that results in increased performance or better interpersonal relations.

functional conflict

conflict between two people.

interpersonal conflict

conflict between an individual and the other members of a group

individual–group conflict

conflict between two or more groups

group–group conflict

cause of conflict that occurs when the demand for resources is greater than the resources available.

competition for resources

a potential source of conflict that arises when the completion of a task by one person affects the completion of a task by another person.

task interdependence

conflict caused by a disagreement about geographical territory or lines of authority.

jurisdictional ambiguity

physical, cultural, and psychological obstacles that interfere with successful communication and create a source of conflict.

communication barriers

relatively stable traits possessed by an individual.

personality

a person who reacts to conflict by pretending that it does not exist.

avoiding style

an approach to handling conflict in which one of the parties removes him/herself from the situation to avoid the conflict.

withdrawal

an employee discusses a conflict with a third party such as a friend or supervisor. In doing so, the employee hopes that the third party will talk to the second party and that the conflict will be resolved without the need for the two parties to meet.

triangling

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

valerie · 100問 · 2年前

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

100問 • 2年前

valerie

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

valerie · 100問 · 2年前

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

100問 • 2年前

valerie

AB PSY CHAP 4 ANXIETY

valerie · 71問 · 2年前

AB PSY CHAP 4 ANXIETY

ITC PERSON-CENTERED

ITC PERSON-CENTERED

itc

itc

io 2

io 2

psy ass 3

psy ass 3

C3 PSYASS

C3 PSYASS

io 5

io 5

psyass 4

psyass 4

psyass 5

psyass 5

psyass 6&7

psyass 6&7

psyass 6&7 pt2

psyass 6&7 pt2

io 7

io 7

io 6

io 6

io 8

io 8

io 9

io 9

io 9.2

io 9.2

io 10

io 10

DMH 1

DMH 1

io 10.2

io 10.2

io 11

io 11

DMH 2

DMH 2

io 11.2

io 11.2

io 12

io 12

psyass 11

psyass 11

io 13

io 13

io 14

io 14

14.2

14.2

PFA

PFA

AUDIT 1

AUDIT 1

audit 2

audit 2

audit 3

audit 3

問題一覧

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

technique in which ideas are generated by people in a group setting.

brainstorming

extent to which group members identify with the team rather than with other groups.

identification

extent to which team members need and rely on other team members.

interdependence

extent to which team members have the same level of power and respect.

power differentiation

extent to which team members treat each other in a friendly, informal manner.

social distance

extent to which a team will remain together or be disbanded after a task has been accomplished.

permanency

physical distance between people.

proximity

teams that communicate through email rather than face to face.

virtual teams

groups of employees who manage themselves, assign jobs, plan and schedule work, make work-related decisions, and solve work-related problems.

work teams

expert specialists [who each] have specific role positions, perform brief events that are closely synchronized with each other, and repeat these events across different environmental conditions”

crews

they consist of representatives from various departments (functions) within an organization.

parallel teams

groups formed to produce onetime outputs such as creating a new product, installing a new software system, or hiring a new employee.

project teams

teams that coordinate, manage, advise, and direct employees and teams.

management teams

in which team members “feel out” the team concept and attempt to make a positive impression.

forming stage

in which group members disagree and resist their team roles.

storming stage

in which teams establish roles and determine policies and procedures.

norming stage

the fourth and final stage of the team process, in which teams work toward accomplishing their goals.

performing stage

punctuated equilibrium

conflict

conflict that keeps people from working together, lessens productivity, spreads to other areas, or increases turnover.

dysfunctional conflict

conflict that results in increased performance or better interpersonal relations.

functional conflict

conflict between two people.

interpersonal conflict

conflict between an individual and the other members of a group

individual–group conflict

conflict between two or more groups

group–group conflict

cause of conflict that occurs when the demand for resources is greater than the resources available.

competition for resources

a potential source of conflict that arises when the completion of a task by one person affects the completion of a task by another person.

task interdependence

conflict caused by a disagreement about geographical territory or lines of authority.

jurisdictional ambiguity

physical, cultural, and psychological obstacles that interfere with successful communication and create a source of conflict.

communication barriers

relatively stable traits possessed by an individual.

personality

a person who reacts to conflict by pretending that it does not exist.

avoiding style

an approach to handling conflict in which one of the parties removes him/herself from the situation to avoid the conflict.

withdrawal

triangling