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95 Cards in this Set
- Front
- Back
- 3rd side (hint)
Organizational Behavior
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the study of human behavior in organizations
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four functions of management
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1) Planning
2) Organizing 3) Leading 4) Controling |
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social responsibility
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the obligation of organizations to behave in ethical and moral ways.
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High Performance Organization
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are designed to bring out the best in people and produce sustainable organizational results
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Characteristics of high-performance organizations
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1) value people
2) mobilize teams 3) Utilize 4) thrive on learning 5) are achievement oriented |
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Culture
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the learned and shared ways of thinking and acting amonga group of people or society
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Organizational culture
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the shared beliefs and values that influence the behavior of organizational members
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Teams
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are groups of people who work actively together to chieve a purpose for which they are all accountable
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#3 types of teams
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1) Teams that recommend things- upper mgt
2) Teams that run things-middle mgt 3) Teams that make or do things |
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workforce diversity
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describes how people differ in such respects as age, race, ethnicity, gender, physical ability, and sexual orientation.
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Multinational corporations
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a business with extensive international operations in more than one country
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aptitude
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the capability of learning something
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Perception
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the process through which people recieve, organize, and interpret information from their environment
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intuition
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the ability to know or recognize quickly the possibilities of a siuation
(gut feeling) |
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Stereotype
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when one thinks of an individual as belonging to a group or category and the characteristics commonly associated with the group or category are assigned to the individual
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Organizational Behavior
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the study of human behavior in organizations
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four functions of management
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1) Planning
2) Organizing 3) Leading 4) Controling |
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social responsibility
|
the obligation of organizations to behave in ethical and moral ways.
|
|
|
High Performance Organization
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are designed to bring out the best in people and produce sustainable organizational results
|
|
|
Characteristics of high-performance organizations
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1) value people
2) mobilize teams 3) Utilize 4) thrive on learning 5) are achievement oriented |
|
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Culture
|
the learned and shared ways of thinking and acting amonga group of people or society
|
|
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Organizational culture
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the shared beliefs and values that influence the behavior of organizational members
|
|
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Teams
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are groups of people who work actively together to chieve a purpose for which they are all accountable
|
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#3 types of teams
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1) Teams that recommend things- upper mgt
2) Teams that run things-middle mgt 3) Teams that make or do things |
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workforce diversity
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describes how people differ in such respects as age, race, ethnicity, gender, physical ability, and sexual orientation.
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Multinational corporations
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a business with extensive international operations in more than one country
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aptitude
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the capability of learning something
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Perception
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the process through which people recieve, organize, and interpret information from their environment
|
|
|
intuition
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the ability to know or recognize quickly the possibilities of a siuation
(gut feeling) |
|
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Stereotype
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when one thinks of an individual as belonging to a group or category and the characteristics commonly associated with the group or category are assigned to the individual
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Halo effect
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occurs when one attribute of a perso or situation is used to develop an overall impression of the person or situation
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Self serving bias
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the tendency to deny pesonal responsibility for performance problems but to accept personal responsibility for performance success
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Maslows Theory
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hierarchy of needs theory offers a pyramid of physiological, safety, social, esteem, and self actualization needs; assumes that some needs are more important than others and must be satisfied befpre other needs can serve as motivators
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#5 distinct levels of individual needs
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high order needs
1) self-actualization 2) Esteem Lower order needs 3) Social 4) Safety 5) Physiological |
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Performance Appraisal
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a process of systematically evaluating performance and providing feedback on which performance adjustments can be made
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goal setting
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a process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing
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Performance Appraisal
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a process of systematically evaluating performance and providing feedback on which performance adjustments can be made.
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Job enrichment
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increases job content by giving workers more responsibility for planning and evaluating duties.
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Job enlargement
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increases task variety by adding new tasks of simialr difficulty to a job.
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job rotation
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increases task variety by shifting workers among jobs involving tasks of similar difficulty.
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Synergy
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The creation of the whole that is greater than the sum of its parts
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Stages of Group Developing
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1)Forming
2) Storming 3) Norming 4) Performing 5) Adjourning |
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Group Thinking
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the tendency of cohesive group members to lose their critical evaluative capabilities.
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Team building
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is a collaborative way to gather and analyze data to improve teamwork.
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#3 types of Team Building
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1) Formal retreat approach
2) continuous improvement approach 3) Outdoor experience approach |
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Formal retreat approach
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Team building takes place during an off- site retreat
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continuous improvement approach
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the manager, team leader, or group members themselves take responsibility for regularly engaging in the team-building process.
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outdoor experience approach
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places group members in a variety of physically challenging situations that must be mastered through teamwork, not individual work.
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Cohesiveness
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The degree to which members are attracted to a group and motivated to remain a part of it
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Organizational Purpose
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core purpose of an organization may be stated as the creation of goods or services for customers
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core purpose
mission statement strategy |
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Mission Statements
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written statements of organizational purpose.
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Strategy
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a comprehensive plan that guides organizations to operate in ways that allow them to out perform their competitors
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Organizational Charts
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are diagrams that depict the formal structures of organizations
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Adhocracy
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an organizational structure that emphasizes shared, decentralized decision making; extreme horizontal specialization;virtual absence of formal control & few rules
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Grafting
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the process of aquiring individuals, units, and or firms to bring in useful knowledge to the organization.
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Scanning
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looking outside the firm and bringing back useful solutions to problems
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Benefit cycle
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a pattern of successful adjustments followed by further improvements
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Deficit cycle
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a pattern of deteriorating performance that is followed by even further deterioration
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Subculture
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unique patterns of values and philosophies within a group that are consistent with the sominant culture of the larger organization or social system
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Counter culture
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the patterns of values and philosophies that outwardly reject those of the larger organization or social system
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#4 functions of management
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1) Planning
2) Organizing 3) Leading 4) Controlling |
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Planning
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defining goals, setting specific performance objectives and identifing actions need to achieve them.
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Organizing
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creating work structures and systems and arranging resources to accomplish goals and objectives
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Leading
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instilling enthusiasm by communicating with others, motivating them to work hard and maintain good inerpersonal relations
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Controlling
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ensuring that things go well by monitoring performance and taking corrective action as neccessar
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Leadership grid
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provides a framework for understanding the impact and consequences of individual team and organizational power
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Feedback
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the process of communicating how one feels about something another person has done or said.
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Empowerment
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the process that allows individuals and groups to make decisions affecting themselves and their work.
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Communication barriers
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1) noise level
2) distractions |
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Escalating commitment
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the tendency to continue a previously chosen course of action even when feedback suggest that it is failing
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Conflict
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occurs when parties disagree over substanive isues or when emotional antagonisms create friction between them
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Cohesiveness
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the degree in which members are attracted to a group and are motivated to remain part of it.
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Organizational purpose
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may be stated as the creation of goods or services for customers.
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mission statements
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written statements of organizational purpose
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|
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Strategy
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a comprehensive plan that guides organizations to operate in ways that allow them to outperform their competetitors.
|
|
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Organizational charts
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diagrams that depict the formal structures of organizations.
|
|
|
Adhocracy
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an organizational structure that emphasizes shared, decentralized decision making, extreme horizontal specialization; few levels of management,absence of formal control and rules
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|
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grafting
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the process of acquiring individuals, units, and firms to bring in useful knowledge to the organization.
|
|
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Scanning
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looking outside the firm and bringing back useful solutions to a problem
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Benifit cycle
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a pattern of successful adjustment followed by further improvements
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Defeicit cycle
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a pattern of deteriorating performance that is followed by even further deterioration
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subculture
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are unique patterns of values and philosophies within a group that are consistent with the somniant culture of the larger organization or social systems.
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counter culture
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patterns of values and philosophies that outwardly reject those of the larger organization or social system
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Sagas
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embellished heroic accounts of the story of the founding organization
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rites
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standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members
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Culturl symbols
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any object, act or event that serves to transmit cultural meaning
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Leadership grid
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provides a framework for understanding the impact and consequences of individual team and organizational powers.
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managerial power
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power from position
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feedback
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process of communicating how one feels about something another person has done or said
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empowerment
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the process that allows individuals and groups to make decisions affecting themselves and their work.
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communication barriers
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1) noise levels
2) distractions |
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escalating commitment
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the tendency to continue a previously chosen course of action even when feedback suggestthat it is failing
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conflict
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occurs when parties disagree over substantive issues or when emotional antaganisms create friction between them
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Types of conflict
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1) substantive conflict
2)emotional conflict |
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substantive conflict
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involves fundamental disagreement over ends or ga
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