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Advanced Organizational Behavior (OAB) | Summary
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EBM012B05, Advanced Organizational Behavior (OAB) | Summary. All the concepts mentioned in the lectures written out and ready to study for the exam
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ADVANCED ORGANIZATIONAL BEHAVIOR EXAM -CONCEPTS AND DEFINITIONS
(ALL CONCEPTS AND DEFINITIONS MENTIONED IN THE LECTURES)
University of Groningen
Advanced Organizational Behavior, MSc
Course code: EBM012B05
November, 2024
Ramon Kleine, S5725739
Lecturers: Prof. dr. F. Rink (coordinator), Dr. Y. Yuan
, Corporate Governance Code Set of voluntary guidelines of principles that companies can adopt to
improve their governance practices: Board composition, executive
compensation, shareholder rights, ethical conduct
Traditional team taxonomy Production teams and decision-making teams
Production teams Output-oriented, focussed on coordination and efficiency
Decision making teams Output-oriented, focused on information sharing, problem-solving
and innovation
Problem with traditional team Oversimplifies the diversity of team characteristics by assuming all
taxonomy teams within a category are equal, while in reality, team attributes
are often dichotomous or not normally distributed
New Dimensions (Hollenbeek) Skill differentiation, authority differentiation, temporal stability
Skill differentiation Degree to which members have specialized knowledge or functional
capacities that make it more or less difficult to substitute members
Authority differentiation Degree to which decision-making responsibility is vested in
individual members, subgroups of the team, or the collective as a
whole (Hierarchical vs. egalitarian)
Temporal stability Degree to which team members have a history of working together
in the past and expectation of working together in the future
Team processes (Marks) Members’ interdependent acts that convert inputs to outputs through
verbal and behavioral activities directed toward organizing task work
to achieve collective goals
Task work Teams' interactions with tasks, tools, machines and systems
Emergent states Team qualities that represent member attitudes, values, cognitions,
and motivations. Typically dynamic and vary as a function of team
context, inputs, processes, and outcomes. (Often confused with
processes, and are not directly task-related)
Phases in team processes Transition phase, action phase, and social processes
Agile working Continuously revising strategies to perform optimally
Social Identity Theory Interplay between group functions and individual needs
(Ashforth)
Group functions Executing complex interdependent tasks, generating new ideas,
coordinating between different parties and socialization of
newcomers
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